Tanglewood Case 7

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.

Most stores have been in existence for 10 or more years, and were indirectly managed by either Emerson or Wood when they were first established. Because of this stability, the estimate for the coming year‟s labor requirements is identical to the current year. So, for example, they currently have 1,200 individuals working as shift leader, and expect to need 1,200 individuals to work as shift leaders for the coming year as well.

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 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.

The main idea that most of the organization is following to be more succesful that is to bring labor to a company rather then taking the company to the labor. Tanglewood retailers, have to establish locations closer to their distributers, this is because Tanglewood has 12 geographic regions and 20 stores per region. This means the regional managers have little experience on how HR runs throughout the 20 stores. Tanglewood needs external and internal training for these

Tanglewood recently received a complaint filed against them by an African-American employee for discrimination. The complaint file states that an African-American shift leader in Stockman is repeatedly passed over for promotion despite positive performance appraisal (Kammeyer-Mueller, 2012, p. 34). The attorneys of this associate is now contacting other minority associates of Tanglewood to form a class action lawsuit. It is important for the Tanglewood association to determine if there is discrimination within the organization. To determine if there is discrimination in the organization, an analysis of disparate impact is required by completing a flow statistics and a concentration rate of all job categories,

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.

Due to complaints from store managers regarding the quality of employees a thorough assessment of Tanglewood’s hiring practices was instigated. It was determined that a organization-wide shift to a more detailed selection system was needed. A search for good predictors of sales associate performance that would create minimal additional administrative burdens for managers was initiated. (#2)The proposed alternatives to the current system are the Retail Marketing Knowledge Exam, the

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.

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.

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.

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,

As previously mentioned, Wal-Mart is an example of a top-performing organization in the United States that draws candidates from the labor market. Generally, the main objective of Wal-Mart’s employee selection strategy and process is to show consistency, enhance efficiency, and ensure adherence with the law regardless of the location of its stores. Some of the

Selection is a key responsibility for all manager and supervisors involved, rather directly or indirectly, in the hiring process of an organization. Selecting and hiring the wrong candidate can become costly to an organization. Therefore, the selection process should be handled with tedious care and precision to ensure to hire the employees right for the job. Potential candidates should be hired based on their skills, and knowledge relevant to the job. For instance, to ensure suitable hiring for vacant positions, the job description should meticulously be designed to properly reveal the skills necessary and required to perform the job specifically. Using a data-driven selection or hiring approach helps in increasing or enhancing the suitability of the hiring decisions made in companies or organizations. When the selection is based on the data obtained, it ensures that the success rate will be high because the potential candidate has been selected based on precise data, resulting in the likelihood of high performance. However, following a data-driven approach a company’s focus is on the required and mandatory skills and competencies required to perform a particular job.