Tanglewood Case #1

Tanglewood would like to formulate a more efficient policy for screening. This is especially important in light of the large number of potential new predictors that have been included in the system as part of Marilyn Anchley and Donald Penchiala’s new procedures. They ideally would like to develop a sequence like that shown in Table 8.3 in the textbook that moves each applicant from the stage of being an applicant to an offer receiver.

1. Develop a detailed selection plan for this position. In this case, you should determine what you want to measure by analyzing KSAOs from the job description and the information on organizational culture in the case, and fitting the selection measures into the plan format as shown in Exhibit 8.2 in the book. The current selection methods are the experience check, education check, Marshfield Applicant Exam, and the Retail Knowledge Test. Do not include the current interview as part of the selection plan.

Chern should take an approach train and develop needed skills. In today’s selection of employment seekers it is difficult to find people who have the right level of qualifications. Training will allow Chern to ensure that the employees are at the best skill level for their business. They will be able to mold employees into what they want them

Tanglewood has organizational plans to staff open store associate positions on an ongoing, continuous basis. The first stage staffing plans must take into consideration is recruiting from the labor market. Tanglewood management team must clearly consider the different methods available as well as the associated cost benefits of each. This case study will provide Tanglewood with a recruitment guide for its open store associate position, describe the best targets for its recruitment, estimate the yields and costs of each method, and finally offer proposed recruiting messages. The organizational date provided was used to determine what Tanglewood’s best method for recruiting are.

Jenson interviewed business executives from diverse industries and organizational size, he stated that one of their largest challenges that leadership were concerned with was staffing – finding the correct personnel, keeping them, and ensuring they buy into the visual modality of the system. Having the right staff is important for any organization. With the right staff the company will retain loyal personnel who will not compromise the integrity of the business.

EEO states which is that EEOC is responsible for enforcing federal laws that make it illegal to discriminate against a job applicant or an employee because of the person 's race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability or genetic information. These laws apply to all types of work situations, including hiring, firing, promotions, harassment, training, wages, and benefits.

The key to the success of any business is the strength of its staff or work force. However, to remain economical, a company's work force must be able to increase efficiency, lower staffing costs, reduce turnover and provide long term growth for the company. In order to achieve all of these goals, a company must have and implement a successful work force planning strategy. This can be difficult as many companies fail to see where there staffing short-comings lie, and therefore can not determine the best strategy for hiring, outsourcing and shifting staff positions. Since each company's staffing needs are different, a successful staffing strategy must have a broad enough outline to be applicable to any company while also being specific enough to accurately address that company's staffing needs. In 2001, Governor David Paterson, the New York State Department of Civil Service and the New York State Governor's Office of Employee Relations published a guide for work force planning for their state agencies titled Our Work Force Matters. This guide provides eight steps for the planning processes along with several strategies and

Core Results Consulting | Strategic Analysis: Chern Report | Date: 2014 Strategic Staffing for all of your organizations short and long term needs Table of Contents Executive Summary …………………………………………… ……………………………………………………………………………………. Recommendations Strategic Staffing Planning Process …………………………………… …………………………………………………………………… 4 Figure 1 – Economic Conditions 5 Disparate Impact Analysis ……………………………………………………………………………………………………………………….6

One primary source of information for immediate labor availability at Tanglewood is their internal labor market. Table 1.1 shows that Tanglewood has used internal promotions to fill many openings for the department manager, assistant store manager, and store

The following will discuss the Human Resource functions of Tanglewood Stores. The paper will discuss the staffing strategies required by Tanglewood in order to maintain its corporate culture and niche market while remaining competitive. The paper suggests strategic staffing decisions regarding the nine staffing levels and four factors of staffing quality.

After analyzing the data and performing an environmental scan it is clear that the demographics of Spokane, Washington will present you will problems filling vacancies based on the Equal Employment Opportunity requirements. Spokane is the second largest city in Washington and according to my research 84% of these people are white. The next largest minority group, Hispanic, is only at 5% and the third largest group is mixed races which is just 3.8%. As you can see Tacoma, Washington is not very diverse and finding the enough competent employees from minority groups may be difficult given the fact that there are

With reference to Exhibit 1.7 in the textbook, I think that of the staffing quantity and staffing quality strategies listed; that developing talent, internal hiring, and exceptional workforce quality are the fundamental strategies to implement. By utilizing these differentiation strategies, Tanglewood would continue its strong culture. Tanglewood must differentiate themselves from their competition; companies like Target and Kohl’s. Tangelwood can accomplish this by having the best staff that delivers a positive experience their customers, thus, making their store standout from their competitors. These strategies will help maintain a positive work atmosphere and build a strong relationship among

1. Start by developing a recruitment guide like that shown in Exhibit 5.3 in the textbook. Note that the current situation differs from the example provided in the book because there is no specific timeline for hiring; this is a continuous recruiting effort because even as positions are being filled, new positions are becoming available. It is also different because Tanglewood does not have a specific list of minimal educational requirements as qualifications.

People clearly are an organization’s most critical resource. Their knowledge and skills along with their commitment, creativity, and effort are the basis for competitive advantage. It is people that have creative ideas for new products or for process improvements that devise marketing strategy or take technologies to the next level.

Open and close cash registers, performing tasks such as counting money, separating charge slips, coupons, and vouchers, balancing