Tanglewood Case Two

According to labor requirements found in table 1.1, next year we will need to hire 4,505 store associates. Since Tanglewood promotes within, we will need 600 shift leaders, 493 department managers, 69 asst. store managers and 49 store managers. Based on our current numbers we will have to hire a significant number of new store associates. Below is the plan for our new hires. we will have to increase our base pay and offer more flexibility. We will allow associates to cross train in completing a variety of task and promote teamwork through an awards system. We will be more consistent in recognizing that the sales associate is a valuable assets to the company.l also work toward developing talent and hiring internally. For employees, such as recent college graduates, who have expressed a desire to attain managerial positions, we will allow them to enter a management trainee program. This program will follow our policies of having everyone start at the bottom, but it will allow participants to move up quickly in the

The Western Washington Division utilizes media advertising, referrals, kiosk, and job service recruitment methods. The referral efforts are producing the best results for this division of Tanglewood. The cost per fire for referrals is second only to job services. However job services returns a 22% less hiring rate than referrals, a difference of 670 employee hires. The 6-month retention between referrals and job services is almost equal at 80% with a slightly lower 1-yr retention rate difference of just 7%. After referrals, kiosks lead the way in the number of hires. However, the cost per hire for kiosks are the highest of the four methods used. Overall, referrals provide the Western Washington

Then we can go to placing a couple of online ads with our local unemployment and the local online job agencies. Then contact the three local Employment Agencies and have them do some of the pre screening for us. With increasing our employee numbers above 15 we will have

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.

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.

Tanglewood, founded in 1975, has undergone rapid growth over the years. The rapid growth, however, has caused issues across the organization. Each store manager has their way of doing things when it comes to running the store. Because of the differing of attitudes across stores and the unstructured staffing process, Tanglewood has experienced significant turnover and financial loss. Tanglewood primarily hires internally because they feel “individuals who are promoted from within the organization to the department manager level are typically viewed by other employees as very qualified and integrated into the corporate culture and mission of Tanglewood (41).” Tanglewood

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.

Tanglewood has five primary methods of recruiting store associates in the Washington and Oregon markets. They are media,

There seems to be some kind of discrepancy with how management handles the older stores compare to the new ones. Obtaining and developing the right management team as well as the right employees is very important for Tanglewood to succeed. A strategy must be put in place without any kind of inconsistency from management on how the old and new stores operate. This will gain the trust of your employees and allowing them to put more effort into their work, which in turn increases productivity. Tanglewood wants employers who function like managers. What makes a good management team? Hiring the right talent whether external or internal for the organization can save the company expense, because they won’t have to train that individual. In some

With these shortages, agency’s applicants are decreasing and it makes it difficult for agencies to find applicants who meet exceed the standards of who they are looking for. The amount of qualified applicants who are applying for these positions are decreasing daily. I know this has held true for my department for the last 2 years.

Tanglewood is a chain of general retail stores featuring items such as clothing, appliances, electronics, and home decor. The company operates in the moderate price niche, targeting middle- and upper-income customers. Tanglewood’s strategic distinction is an “outdoors” theme, with a large camping and outdoor living section in every store. The store also distinguishes itself by its simple, elegant, and uncluttered design concepts for the store and their in-house products. The company’s mission statement is:

This policy advocacy memo is intended for evaluation and review by the members of City Council and the City Manager. This paper will present the charter officers with a formal review and background information regarding the current recruitment and retention challenges, an assessment of three commonly used and accepted policy alternatives (maintain status quo, initiate recruit/employee incentives, or implement an active employee engagement program), followed by a recommendation for a policy decision and implementation plan. It is felt that the implementation of a strong employee engagement plan that focuses on acculturation, acceptance, and appreciation will greatly improve both new

This report provides an analysis and evaluation of the current state of employment in Seattle, WA and the state of Missouri. The analysis of employment data is extremely important in a business setting, as the number of employees impacts various areas within a business. These impacted areas include, but are not limited to, revenue, training, productivity, operations, and overall output. Through the analysis, one is able to better understand how national employment trends are reflected in these specific populations, and what that might mean for the populations and businesses existing within them.

Nearly 11,300 people work at EWI with the growth rate slowing (Colorado State University - Global Campus, 2015a). The 20% drop in application submissions means EWI’s HR department is unable to fill positions as quickly as they open (2015a). Furthermore, the recruiting and selection process rose from six to 11 weeks in two years, resulting in an employee gap, which equates to less production (2015a). EWI’s management does not have confidence in the HR department and is asking the consultant to develop a recruiting and selection process increasing applicants and decreasing turnover.