HRM 301-F1WW
Tanglewood Case 3
October 19, 2014
Recruitment Guide
Position:Multiple Positions
Reports to:Store Manager, Sales Manager
Qualifications:High School Diploma or GED
Relevant labor Market:Western Washington, Eastern Washington, Northern Oregon and Southern Oregon
Timeline: Conducting interviews with qualified applicants until all positions are filled
Activities to undertake to source well-qualified candidates
Employee referrals
Local organizations
Job Services
Media Advertising
Career Fairs
Internet/ Company website
Staff Members involved:
HR Recruiter
Departmental Managers
Store Manager
Budget:
$4500
:
In order to determine what is the best recruiting efforts at Tanglewood, it is best to look
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In the Eastern Washington Region, the Media had most applicants, their hiring rate was the lowest at 15%, and their retention rate was the lowest for (6mos/1yr). Their variable cost was second lowest with their total cost being the lowest in comparison to Kiosk and Referrals. There was no Job Services in the Eastern Washington Region. Referrals had the highest hiring rate with the highest retention rate. The Kiosk had the highest cost for the division. Media had the total cost combined lower than any other category. In the Northern Oregon, the Kiosk had the highest applicant rate. Their hiring rate was the second lowest with a 6 mos. retention rate being the lowest, but the 1 year was the highest. Kiosk also had the total and variable cost was the higher amongst the category. The Agency had the lowest applicants, their hiring rate, retention (6mos/1yr) was the highest. The Agencies total variable cost was the lowest. In Southern Oregon, Kiosk had the highest applicants with the lowest hiring rate and the lowest retention rate (6mos/1yr) while their total variable cost was the second highest and total cost was the highest. The Agency hiring rate was the highest with the highest retention rate (6mos/1yr) with less applicants. Their variable cost was the lowest and total cost was second to Referrals. Northern Oregon (Region 3) suggested that the other division of Tanglewood adopt the policy of using kiosks and staffing
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.
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.
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.
* A review of three different recruitment methods that can be used, and when it is appropriate to use them.
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
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.
1. Describe the internal labor market of the company in terms of job stability (staying in the same job), promotion paths and rates, transfer paths and rates, demotion paths and rates, and turnover (exit) rates.
Tanglewood’s recruiting methods are different and diverse in each of their regions, and by assessing these methods there are chances of improving and additionally uniting the operations of this company. Some improvements come from creating ztarget demographics, some come from looking into the methods of recruitment, and some come by addressing issues brought forth by those already with the company. By evaluating Tanglewood’s recruiting methods and creating a guide for it to adhere by, this company can develop a recruiting service that matches their unique company culture.
New Mexico Labor Department should have made extensive analysis that would evaluate the degree of impact that unemployment compensation information has on the operations of the entire company. This analysis should include both qualitative and quantitative measurements.
FY 2016 had 1190 CO II losses, 17.88%, while FY 2017 had 1195 CO II Losses, 17.95%. There was a committee formed in 2017 to look at retention with recommendations pending to combat this problem. Over the last few years Arizona has had a relatively low unemployment rate indicating other sources of jobs for potential applicants is strong. The rate has dropped over the last two years. January 2015 had a rate of 6.3% dropping to 5.5% in January 2016. The current rate for August 2017 is 5.1%, revealing even lower rates for this year. The combination of low unemployment rates and the attrition are obstacles needing attention to realistically give ADC a chance to lower the vacancy rates.
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,