Enterprise Rent-A-Car approached Monster Worldwide in 2007 to help in the decision-making process of where to locate a new customer contact center.  The company believed that through predictive analysis of Monster’s real-time labor market information it could find the city most suitable for its new center.  This led ultimately to the selection of the site (here referred to as “Market A”).

Enterprise
Enterprise Holdings, ranked No. 21 on Forbes Top 500 Private Companies, owns and operates more than 1 million cars and trucks, including the largest fleet of passenger vehicles in the world, under the Alamo Rent A Car, Enterprise Rent-A-Car, and National Car Rental brands.  As North America’s largest car rental company, Enterprise Holdings operates a network of more than 8,000 car rental locations worldwide.  It leads the industry with more than a third of all airport business in the United States and Canada.
BusinessWeek ranked Enterprise as a “Best Place to Launch a Career” for four consecutive years. Enterprise believes almost exclusively in promoting from within—another attribute that has contributed to its excellent reputation among recent college graduates

Monster’s Analytical Framework
Monster has a global footprint that reaches over sixty countries and over 80 million people each month. In the United States, visitors to monster.com perform over 150 million job searches in a month and upload over 40,000 resumes per day. Enterprise had worked with Monster for many years as a recruiting partner, and had recently started working with Monster as a source of human capital analytics.

Monster has created a separate division, Monster Intelligence, to analyze information for customers. To assist Enterprise Monster proposed a multi-pronged analytical framework that included the following steps. 

1.  Determining the Business Need and the Capabilities Required

2.  A Short List of Possible Site Locations
To analyze options efficiently, it is recommended that an organization identify three to six locations that will then be analyzed in detail to make a site recommendation. This is best done with a mix of qualitative and quantitative factors. Quantitative factors that can be used to rank locations in order of priority include:

• Unemployment rate
• Payroll change
• Rate of economic growth
• Concentration of desired occupations in each market
• Typical annual salary of desired occupation

This type of location sorting should be used as a preliminary step to focus in on markets that might be of interest for the organization. A much deeper analysis of each market is needed to ascertain whether it represents an ideal recruitment area.  After three to six locations have been selected for consideration, the next step is to evaluate and compare the talent pool across the locations.