...Management Overview Human resource management (HRM) has a role that supports organizations in achieving their goals by hiring and maintaining effective employees. The human resource manager is in charge of the staffing, defining and designing work, and employee compensation and benefits. The goal for HRM is to make the most of the production of an organization by improving the success of the employees. Human Resource Management According to DeCenzo & Robbins (2007), human resource management will deal with the changing world and how it relates to the work field. HRM must “understand globalization, technology changes, workforce diversity, labor shortages, changing skill requirements, continuous improvement initiatives, the contingent workforce, decentralized work sites, and employee involvement” (DeCenzo & Robbins, 2007). Primary Function The primary functions of human resource management are overseeing department functions and managing employees. This includes strategic and functional responsibilities, compensation and benefits, training and development, recruitment and selection, and employee relations. Strategic Plan The strategic planning is when a company defines objectives and addresses any internal and external factors. The strategic planning process includes the mission and objectives, situation analysis, strategy formulation, strategy implementation, and evaluation and control. The company starts with the mission and objectives because the mission...
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...Strategic Staffing Page 1 Strategic Staffing HRM 600: Human Resource Planning Professor Deroeck Megan Purdy Mpurdy77@gmail.com March 23, 2015 Strategic Staffing Page 2 In today’s business world, there are constant changes taking place that includes the process of staffing. Staffing has often been thought of as a reactive process, in that when an employee quits or is let go, Human Resources must immediately go through the process of filling that position. The hiring process has certainly evolved over time and has become somewhat more complex. To be effective in staffing, the organization needs to offer their support to the Human Resources team to engage in new and innovative methods of strategic staffing. In most organizations, the Human Resources department should be providing information concerning the staffing strategy and then be responsible for developing particular processes to be able to support the strategy. A typical staffing strategy should include the following parts or guidelines to be most effective: Overview, Alignment with the Goals and Strategy of the Organization, Filling Open Positions, Balancing the Staff, Meeting Diversity Goals, Retention of Employees, Development and Training of Employees and Workplace Environment. (Mochal, 2003) The overview will be an area that will define any important trends in the industry or particular factors that will affect staffing. The aligning of goals and strategy of the organization...
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...Tanglewood Case 1 HR594: Staffing Strategic Instructor: Travis Deur November 6, 2011 Tanglewood Tanglewood is a chain of retail of stores that sells clothing, appliances, electronic and home accents. Tanglewood was originally founded in 1975 by Tanner Emerson and Thurston Wood. The original store opened in Spokane Washington and the named was TannerWood. TannerWood also sold outdoor clothing and equipment that Tanner and Thurston had designed themselves. According to the text “Tanner and Thurston financed their early store plans with credit cards and personal loans from friends and family. They had little money and put every penny they made back into the stores The first store was very successful due to the unique merchandise making them successful quite rapidly, which lead them to expand and add several more stores during the late 1970’s. Emerson and Wood rename their store chain Tanglewood in 1984. Tanglewood has a total of 243 stores in Washington, Oregon, Northern California, Idaho, Montana, Wyoming, Colorado, Utah, Nevada, New Mexico, and Arizona. The business strategy and goals of Tanglewood is to find a specific niche that’s similar to Kohl’s and Target that would target to the middle and upper-income market at reasonable prices. Tanglewood also focuses on stocking quality products, providing customer service, and a more designer appearance than discount stores. This strategy is further supplemented by the company’s trademark “look” which involves an outdoors...
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...32 Asia Pacific Journal of Human Resources 2004 42(1) Human resource management strategies in practice: Case-study findings in multinational firms Irene K.H. Chew* Nanyang Technological University, Singapore Frank M. Horwitz* University of Cape Town, South Africa, and Nanyang Technological University, Singapore Competitive pressures have increased the strategic value of a skilled, motivated and adaptable workforce, and the HRM strategies to support and develop it. A strategic perspective of HRM requires the firm to identify and adopt human capital initiatives likely to enhance competitiveness and shareholder value. A key question considered here is the extent to which multinational firms adapt internally consistent human resource strategies across national boundaries to address these issues. Case-study data on how eight multinational firms in Singapore apply strategic approaches to human resource management are presented. Findings show that while some adaptation considering local context occurs, the diffusion of headquarters and centrally initiated, but competitively differentiated strategies across cultural boundaries, is significant. Effective human resource strategies were understood as ‘configurational’, integrated both vertically and horizontally. Keywords: convergent/divergent practices, human resource strategy, multinational firms There is a paucity of empirical, especially case-study research on human resource management (HRM) strategies of multinational...
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...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. It was founded by two best friends in 1975 by Tanner Emerson and Thurston Wood and later renamed their store chain to Tanglewood in 1984. Initially it operated as a single store and as years went by, as the business developed from 1975 to 1984, the business had grown substantially with a strong base of employee participation, customer satisfaction, and profitability. The company grew to other parts of America and today has a total of 243 stores open in the states of Washington, Oregon, Northern California, Idaho, Montana, Wyoming, Colorado, Utah, Nevada, New Mexico, and Arizona. As an external consultant for Staffing Services I have reviewed your Organizational Structure as it pertains to staffing your new stores and your stores that are already in business. In my report you will find that there are many things that I agree that your organization does, however there are some that I feel that you could change to benefit your strategic staffing levels and quality. The staffing strategy requires making key decision about the acquisition, deploying and retention of the organization’s workforce. Below I have identified the nine staffing levels that were presented in exhibit 1.7: Staffing Levels 1. Acquire...
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...contract. About 12% of the labor force is unionized, with 7.4% unionization in the private sector and 36% in the public sector.14 Trends suggest a continued decline in private sector unionization as well as an increasing level of public sector unionization.15 Labor and management are required to bargain in good faith to try to reach agreement on the contract. Many staffing issues may be bargained, including staffing levels, location of facilities, overtime and work schedules, job descriptions and classifications, seniority provisions, promotions and transfers, layoffs and terminations, hiring pools, KSAO requirements, grievance procedures, alternative dispute resolution procedures, employment discrimination protection, and, very important, pay and benefits. Virtually all aspects of the staffing process are thus affected by negotiations and the resultant labor agreement. Labor unions thus have direct and powerful impacts on staffing and other HR systems. Even in nonunion situations the union influence can be felt through "spillover effects" in which management tries to emulate the pay and benefits, as well as staffing practices, found in unionized settings. HUMAN RESOURCE PLANNING Human resource planning (HRP) is a process and set of activities undertaken to forecast an organization's labor demand (requirements) and internal labor supply (availabilities), to compare these projections to determine employment gaps, and to develop action plans for...
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...culture. Core values are an essential part of the brand and are the foundation of its culture” (Phillips & Gully, 2015, p. 383). Short-Term and Long-Term Process and Outcome Goals Short-Term Process and Outcome Goals “Strategic staffing is the process of staffing an organization in future oriented, goal directed ways that support the business strategy of the organization and enhance its effectiveness” (Phillips & Gully, 2015, p. 4) Short-term goals that Chern’s can embrace is hiring additional support staff and increasing its visibility in the community through targeted events (Belcher, 2016). Short-term goals are a way of achieving targets for the short-term. Long-Term Process and Outcome Goals “There are two types of staffing goals: Process and outcome goals. Process goals relate to the hiring process itself and outcome goals relate to apply to the product of the hiring effort” (Phillips & Gully, 2015, p. 387). Chern’s long-term goals should include continued financial growth and cultivating an established customer base (Belcher, 2016). Strategic staffing requires long-term planning, as well as aligning the staffing function with the firm’s business strategy and the other areas of HR” (Phillips & Gully, 2015, p. 17). Business and Staffing Strategies Talent...
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...History Tanglewood, founded in 1975, sells outdoor clothing and equipment which is uniquely designed by the owners, Tanner Emerson and Thurston Woods. Initially, the business started with one store and grew rapidly to 243 stores with Regional Managers overseeing the day to day operations. Unique merchandise (quality) with designer looks/appearance and a personable sales staff made them successful and appealing to the middle and upper income group of consumers who seek convenient and reasonable prices. Another distinction of Tanglewood is the outdoor theme in terms of color and wood décor. In addition, Tanglewood has a web portal that guides customers to search for products and arrange for shipment at lower costs. Current Management Practices Tanglewood makes it clear that employees are an asset to the company as employees at every level are allowed to make suggestions. It’s critical to note that Tanglewood does not prefer temporary workers they utilize a core workforce as all employees are full time or part time. Tanglewood believes a core workforce is essential in order to maintain its organizational values and culture. Tanglewood emphasizes employee participation and teamwork and encourages employees to make suggestions and if their suggestions are successfully implemented they receive a financial bonus and department managers receive financial benefits for successfully carrying forward these ideas to implementation. Department stores are run as teams and everyone...
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...Staffing Organizations–Part 1 Sh’ani D’Antignac Instructor: DANIELLE CAMACHO BUS 335 October 29, 2013 Strayer University Staffing Organizations The Java Spot will be a central meeting place for college students and individuals who are looking for a nice and friendly place with great customer service and exceptional coffee and pastries. The first step to provide those amenities would be to prepare an innovative and effective staffing model that will ensure organizational probability and improve the community. As the owner I have drafted a strategic plan that will be used to staff and manage the business for the next 3 years. The staffing process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality will be beneficial to the growth of the business . The overall goal of the company is to create a friendly neighborhood coffee house that provide the best customer service to individuals from all walks of life while generating profit growth. Employment Relationships From a legal prospective the term “staffing” refers to formation of the employment relationships. The employer-employee relationship is a culmination of the person/job matching process. One of the areas of employment relationships that we will be looking to implement will be temporary employees. A temporary employee is an individual typically hired to help a business meet increased short term demand for its product or services that do not have the status of permanent...
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...Chapter 1 - Why is staffing important? - Staffing for competitive advantage – employees affect the CA Staffing therefore plays a central role in creating and enhancing any organization’s competitive advantage - What is strategic staffing? Future-oriented and goal-directed ways, support business strategy and enhance organizational effectiveness. Into, thru, out. - Traditional staffing: reactive, no improvement; Strategic – aligned - Seven components of strategic staffing: workforce planning, sourcing, recruiting, selecting, acquiring, deploying, retaining - Primary staffing goal is to match the competencies, styles, values, and traits of job candidates with the requirements of the organization and its jobs. Chapter 2 - Resource-based view of the company - Focuses attention on the quality of the skills (more intelligent and flexible than their competitors; exhibit superior levels of cooperation and operation) of a company’s workforce at various levels, and on the quality of the motivational climate created by management. - Five Requirements of a Competitive Advantage: Resource must be valuable, rare, not easily imitated or replaced, company must be organized to exploit resource. - Competitive advantage – edge over rivals; no competition, no rivals. Give customers superior value for their money (quality, service, price) - Business strategy – how to compete? Cost leadership (operational excellence), differentiation (product innovation), specialization (customer intimacy)...
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...Chapter 2 9 Strategic Staffing Decisions 1. Do we want a core or flexible workforce? Chern should develop a core workforce. Their employees should consist of people who are a regular part of the company and understand the importance they play in keeping the business successful and helping it grow. 2. Do we prefer to hire internally or externally? It would be beneficial to hire both internally as well as externally. Chern should continue to develop and promote their current employees into higher positions within their department based on their level of skills and experience gained over the course of their employment with Chern. Additionally, it should be recognize that some positions will have a need to be fulfilled externally when all applicable skill levels have been promoted and there are still positions remaining to be filled. 3. Do we want to hire for a train and develop needed skills? 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 to be. 4. Do we want to replace or retain our talent? It is important to retain the talent of their employees. Retaining talent is a must to cut turnover rates. It helps create a more solid culture for the employees as well as reduces...
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...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 (Kammeyer-Mueller 2009). Identification of business strategy/goals The company’s specific niche is similar to that occupied by Kohl’s or Target, appealing to middle- and upper-income consumers looking for convenience and reasonable prices. This means that Tanglewood uses a layout and provides the same products offered of general merchandise retailers. Tanglewood also focuses on stocking quality products, providing customer service, and a more designer appearance than discount stores. This strategy is further supplemented by the company’s trademark “look” which involves an outdoors theme, complete with real wood décor and use of natural colors (Kammeyer-Mueller 2009). In order to meet the company’s business strategy and goals, staffing must be considered. The company must take some time to consider what route to take when it comes to staffing quantity and quality. A staffing strategy requires making key decisions about acquisition, deployment and retention of the organization’s workforce (Heneman III and Judge 2009). There are thirteen decisions under staffing strategy that affect staffing levels and staffing qualities. The thirteen decisions are: acquire or develop talent...
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...Management Planning Paper In management, each of the four functions, planning, organizing, leading, and controlling, are crucial to the development of any business. Involving employees in the planning process help them understand the goals of the organization. Planning is analyzing a situation, determining the goals that will be pursued, and deciding in advance the actions needed to pursue the goals. This paper will evaluate the planning function of the Halliburton Company and analyze the impact that legal issues, ethics, and corporate social responsibilities have on management planning along with examples of each, and analyze three factors that influence strategic, tactical, operational, and contingency planning. Planning is the core area of all the functions of management. Halliburton Company was founded in 1919 and is headquartered in Houston, Texas with an additional headquarter in Dubai, the United Arab Emirates. Halliburton Company provides various products and services to the energy industry worldwide. Halliburton serves the upstream oil and gas industry throughout the lifecycle of the reservoir, from locating hydrocarbons and managing geological data, to drilling and formation evaluation, well construction and completion, and optimizing production through the life of the field. The company operates in three divisions: Drilling, Evaluation, and Digital Solutions; Fluid Systems; and Production Optimization. The Drilling, Evaluation, and Digital Solutions division offers...
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...directed at changing the work behavior of an individual). This article suggests that managing diversity requires business leaders to adopt an approach to diversity management that is sensitive not only to race and ethnic differences, but also to the background and values of all individuals at work. Diversity on the other hand as defined by Thomas (1990, 10) stated that workplace diversity management ‘is a planned systematic and comprehensive managerial process for developing an organizational environment that works for all employees.’ The research conducted in this article is that empirical study was done and four hundred and forty (440) leadership styles were measured in eleven (11) organizations. The study used the Hall and Hawker (1988) inventory leadership styles and a diversity questionnaire to measure diversity management experience. The aim of this study in general is to determine the kind of leadership style organizations need to develop in order to establish a positive experience of diversity management, to continue to be successful, and to conclude with a leadership competency model inclusive of diversity management competence. In order to understand leadership as a component of diversity management, Leadership as the independent variable is firstly analyzed, where after diversity management as the dependant variable is examined. The questions in this research are how diversity management is experienced in the workplace,...
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...Final Project Strategic Staffing at Chern’s: A Case Study Case Study Requirements: The assignment is to be only handed in via Moodle.. All questions regarding the assignment must be asked in the forum on Moodle. You may work in teams of 4 maximum. You are required to complete the Team Member Evaluation. IMPORTANT: All submissions will be ran through a plagiarism checker. Your role is an external staffing consultant hired by Chern’s. Your job is to conduct a strategic analysis of how it staffs its sales associate positions. Your final product will require you to combine each of the assignments into a cohesive report, including a table of contents and any necessary appendices. Format your report as a professional product that you would give to the organization. You are expected to document all resources using APA styling. This assignment has been modified from the original: Phillips, J., & Gully, S. M. (2012). Strategic staffing. Upper Saddle River, N.J: Pearson Prentice Hall. Chern’s is decentralized, which means that your report will be distributed to many store managers, many of whom are unfamiliar with staffing terminology and jargon. Write your report so that they understand and adopt your recommendations ad are committed to implementing the changes you’ve suggested you might want to keep a copy of the final report to show potential employers the type of strategic staffing work you are capable of performing. Read the Case Study before going any further. You will...
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