Director of Talent Acquisition

Position Summary 

The Director, Talent Acquisition is the enterprise owner and architect of Copart’s end-to-end talent acquisition and early tenure experience. 

This role is accountable for redesigning, building, and running a modern, scalable talent acquisition system that spans: 

“Deciding we need a role” → “Hiring the right person” → “Ensuring they are successful in their first 90 days.” 

This is not a recruiting manager role. This is a talent system leader role. 

Reporting to the VP of Human Resources (CHRO equivalent), this leader will define Copart’s hiring philosophy, operating model, processes, tools, and standards — and build a function that consistently delivers quality, speed, and business impact across both field and corporate hiring. 

The ideal candidate is a builder, operator, and strategist who is equally comfortable designing systems, driving adoption with leaders, and ensuring disciplined execution. 

Key Responsibilities 

End-to-End Talent Acquisition System Ownership 

• Own the full lifecycle of talent acquisition and early tenure success, including: 

• Workforce demand intake & role definition 

• Job scoping and success profiles 

• Sourcing strategy and channel selection 

• Assessment, selection, and decision frameworks 

• Offer strategy and closing 

• Onboarding and 90-day integration 

• Build a clear, repeatable, scalable enterprise hiring model. 

Hiring Philosophy, Standards & Governance 

• Define Copart’s enterprise hiring philosophy and quality standards. 

• Establish: 

• What “good” looks like in a hire 

• What is “must-have” vs “nice-to-have” 

• How decisions should be made 

• Who owns what in the process 

• Shift the organization from: 

• Requisition filling → Talent acquisition 

• Gut feel → Structured assessment 

• Speed-only → Speed + quality + retention 

Dual-Model Hiring Strategy 

• Implement and run a dual model: 

• Hiring Manager-led hiring (TA enables, trains, equips, and governs) 

• TA-led hiring for critical, senior, and hard-to-fill roles 

• Ensure HR Business Partners and leaders are integrated into the process as true partners. 

Workforce Planning & Demand Management 

• Partner with: 

• People Partnership 

• Finance 

• Business leaders 

• Improve how the business: 

• Decides it needs a role 

• Defines the role correctly 

• Times and prioritizes hiring 

• Ensure upstream clarity before recruiting begins. 

Sourcing Strategy & Market Intelligence 

• Build a segmented sourcing strategy by: 

• Role type 

• Geography 

• Volume vs criticality 

• Use market data, internal data, and performance outcomes to continuously refine where and how Copart finds talent. 

• Build talent pipelines for critical and recurring roles. 

Assessment, Selection & Quality of Hire 

• Design structured, role-appropriate assessment approaches. 

• Improve interview quality, decision quality, and consistency. 

• Reduce mis-hires and early regretted attrition. 

• Ensure selection is predictive of on-the-job success, not interview performance. 

Onboarding & 90-Day Success 

• Own and redesign the onboarding and early tenure experience in partnership with L&D, HR Ops, and HRIS. 

• Ensure every new hire has: 

• Clear expectations 

• Role clarity 

• Early support and enablement 

• A real chance to succeed 

• Make 90-day success a core metric of Talent Acquisition. 

Field & Business Partnership 

• Build strong relationships with: 

• Field leadership 

• Corporate leaders 

• HR Business Partners 

• Ensure the TA model works in the real operating environment, not just on paper. 

Team Leadership & Operating Model 

• Build and lead a high-performing TA team. 

• Set clear roles, expectations, and service models. 

• Shift the team from: 

• Order takers → Talent advisors 

• Transactional → Strategic + execution-focused 

• Develop internal recruiting and hiring capability. 

Technology, Process & Data 

• Partner with HRIS to ensure Workday Recruiting supports the operating model. 

• Build clean, simple, scalable processes. 

• Define and track meaningful metrics such as: 

• Time to fill 

• Quality of hire 

• 90-day retention / success 

• Hiring manager capability and satisfaction 

• Regretted attrition 

Vendors & External Partners 

• Own agency strategy and governance. 

• Ensure external spend is targeted to roles where it truly adds value. 

• Build strong standards and performance management for vendors. 

Global Mobility 

• Serve as enterprise owner of Copart’s global mobility and employment-based immigration processes 

• Establish clear standards of governance for tracking, documentation, and reporting 

• Establish appropriate tracking and visibility into the impacted population to allow for effective governance 

• Build expertise to eventually manage broader cross-border transfers, relocations, and international assignments. 

Qualifications 

Education & Experience 

• Bachelor’s degree in HR, Business, or related field required; advanced degree preferred. 

• 10–12+ years of experience in Talent Acquisition, Recruiting, or Workforce Planning leadership. 

• Demonstrated experience building or transforming TA functions and operating models. 

• Experience supporting high-volume field hiring and professional/corporate hiring. 

• Strong track record of improving quality of hire and early tenure outcomes. 

Skills & Attributes 

• Builder mindset with strong systems thinking. 

• Strong business and operational acumen. 

• Excellent at influencing leaders and changing hiring behavior. 

• Data-driven and outcome-focused. 

• Pragmatic, execution-oriented, and comfortable in imperfect environments. 

• Strong people leader and capability builder. 

• Comfortable challenging the business on talent decisions. 

Success Measures 

• Clear, enterprise-wide talent acquisition and onboarding model in place. 

• Improved quality of hire and 90-day success rates. 

• Reduced regretted attrition. 

• Improved hiring manager capability and ownership of hiring. 

• Faster, more predictable hiring for critical and high-volume roles. 

• Strong business confidence in TA as a performance lever, not a support function. 

• A high-performing, respected TA team.