Director of Talent Acquisition

Copart•Dallas, TX

About The Position

Copart, Inc. a technology leader and the premier online vehicle auction platform globally, with over 200 facilities located across the world, Copart links vehicle sellers to more than 750,000 buyers in over 190 countries. We believe in providing an unmatched experience, every day and everywhere, driven by our people, processes, and technology. About Copart Copart is a global leader in online vehicle auctions and automotive remarketing services. With operations spanning multiple countries, we support thousands of Members worldwide. Our success is driven by our operational excellence, entrepreneurial mindset, and commitment to integrity, ownership, innovation, and getting results. As Copart transforms its People & Culture function into a true execution engine, how we attract, select, and onboard talent is a critical business capability — not an administrative process. 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.

Requirements

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.
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.

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.