Tanglewood Case 2: Planning

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.

Every business in the global market has to have some sort of staffing strategy in order to be successful. Tanglewood Retail store is one of the big and puplor retailers among 12 regions locally and ovbersees. After I examined the report that you provide me with, I have analyized the stafffing strategy decisions as below with my recommindiation.

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

Administering test to promote internal employees is a change needed to the Tanglewood organizations promotion procedure. These measures would also need to be administered without regard to race, color, national origin, sex and disability (Heneman, Judge, & Kammeyer-Mueller, 2006, p. 356). Another measure on the test would be an evaluation of associates job performance and rating of their preferences for job rewards (Heneman, Judge, & Kammeyer-Mueller, 2006, p.

If the person is qualified, works hard and makes an impact, the choice to hire or promote them should have nothing to do with their race or gender. The job should always go to the person who you believe will make the most impact.

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

They also state that by having long tenured employees you increase the employee knowledge base, as longer tenured employees naturally know more about the company that shorter tenured employees (Tyler , 2007). I would purpose that CompTech consider promoting store managers from within. This would require changing the requirements to reflect someone that may not have a MBA or someone that does not have three years of prior supervisory experience. Another suggestion that may work well, I know it has for my organization, it to develop a Management Trainee Program. Some of the current weaknesses that CompTech currently possess is having such a high number of vacancies and they have pretty large amount of turnover. One of their major strengths is that they are willing to train their store managers with a product they have come up with “CompTech University” (Bernardin, J.H., 2013.

* It is risky to rely on a potential pool of “easily trained applicants” to draw on as orders increase because those applicants might not be readily available

(#1)Currently Tanglewood uses two selections methods when hiring new employees. The first is an application. On the application, applicants provided some basic information about themselves such as contact information, their employment and education history. Once the application has been submitted the forms are reviewed by the Assistant Store Manager for Operations and HR. At that time a brief interview is conducted. If applicants make it past the initial interview they are then considered candidates. Next a more in depth interview is given and candidates are asked questions regarding their previous work history, their philosophy of customer service and teamwork. Although questions are formalized there are no keys for managers regarding what the “right” answers.

Even though Tanglewood has a niche in the market the organization should still be able to attract a qualified workforce. Tanglewood is in the retail industry, which doesn’t require specified or task specific workforce. The workers and managers are pretty much the same as any other worker or manager in any other department store around the country; the only different is can they adhere to the corporate policies and procedures of Tanglewood.

In this report will be doing a Strategic Staffing Analysis that will focus on the key requirements about acquisition, deployment, and retention of Tanglewoods workforce. The Strategic Staffing that we will be discussing in the report is:

The job service targets key KSAO shortages since it consists of people with specialized skills. It also targets former military personnel, because they also have key competencies that are part of the job qualifications. It would also target former employees since this group had “good track records while they were employees” which also fits for the job service recommendations (Heneman, 2009, pg. 214).

Below is an analysis of the potential new selection methods for hiring the Store Associate position. The study of 10 Seattle-based stores resulted in an adequate sample size of 832 applicants. New selectors being evaluated are the retail market knowledge exam, Marshfield customer service biodata questionnaire and essay, Marshfield applicant exam, and personality exam. All stores, including those employing the traditional selection method, collected on education, work experience and interview score correlation to the four indicators of success: citizenship, absence,

4. If you were Woodmere’s top management, what suggestions would you make to improve the current proposal? Why?

Even though they were growing fast, they faced few problems which include staffing and decrease in sales. Staffing has become a major issue in the company, since there were locations that have buildings but no employees. This problem in hiring the right employees that meets criteria of the