Director of Talent Acquisition

Position Summary

TheDirector,Talent Acquisition is theenterprise owner and architectof Copart’s end-to-end talent acquisition and early tenure experience.

This role is accountable forredesigning, building, and runninga modern, scalable talent acquisition system that spans:

“Deciding we need a role” → “Hiring the right person” → “Ensuring they are successful in their first90 days.”

This isnota recruiting manager role. This is atalentsystem leaderrole.

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 deliversquality, speed, and business impactacross both field and corporate hiring.

The ideal candidate is abuilder, operator, and strategistwho 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 channelselection

• Assessment,selection, and decision frameworks

• Offer strategy and closing

• Onboarding and 90-day integration

• Build aclear, repeatable, scalableenterprise 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(TAenables,trains, equips, and governs)

• TA-led hiringfor 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 ofon-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

• Make90-day successa 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 thereal operatingenvironment, 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 externalspendis 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

• Establishappropriate trackingandvisibility into the impacted population to allow for effective governance

• Buildexpertiseto eventually manage broader cross-border transfers, relocations, and international assignments.

Qualifications

Education & Experience

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

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

• Demonstrated experience building or transforming TA functions andoperatingmodels.

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

• Strongtrack recordof 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 peopleleaderand capabilitybuilder.

• 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.

• Reducedregrettedattrition.

• 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.