...Tanglewood Case Report #1 Tanglewood is a conglomerate of stores that started out as one store founded in 1975 by friends Tanner Emerson and Thurston Wood in Washington State. They specialize in outdoor clothing and equipment catering to middle- and upper-income consumers. Each store showcases a simple but elegant outdoors camping/living section which allows consumers to observe the focus of the store. By purchasing existing stores rather than building new ones, Tanglewood has grown rapidly with a total of 243 stores now in operation primarily in the Southwestern United States. Originally, key management decisions, including staffing, were made by Emerson and Wood until the expansion caused them to realize that they could not effectively handle all that was required in operating multiple stores. They decided to leave the day to day operations of their stores, which include staffing strategies, to regional managers but the management strategy needs to be consolidated. Tanglewood’s objective for its stores included employee participation, customer satisfaction, and profitability while staying true to its corporate culture. Their staffing strategy included getting enough qualified people to work for them (person/job match) and ensuring that these people would be a good fit for the company (person/organization match). Staffing strategies not only included the employment of a workforce, but finding ways to retain them for the long-term. Tanglewood’s mission statement involves...
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...Tanglewood Stores - Case 2 This print version free essay Tanglewood Stores - Case 2. Category: Business Autor: reviewessays 18 July 2010 Words: 6001 | Pages: 25 Tanglewood stores Case two Conduct an analysis of Tanglewood's staffing data and determine if their current staffing practices are sufficient to meet their ongoing needs, or if there will be problems in adequately staffing the organization in the near future. Recommend how Tanglewood should design its overall staffing mission and strategy based on their upcoming needs. Calculate representation statistics for various jobs within a single Tanglewood department store to determine where the most critical problems exist. Recommend what you would do in light of the information you obtain in the calculation of various demographic statistics both for this specific store and for the chain as a whole. Specific Assignment Details For the store manager group, you will analyze the information and prepare a report showing the results of the Markov analysis and the EEO investigation. The Director asked you to address these questions in your written report: 1. Currently the organization expects that their forecast for labor requirements is essentially constant from the previous year. Based on this assumption complete the five stages of the planning process: a. Currently the organization expects that their forecast for labor requirements is essentially constant from the previous year. This means...
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...●TANGLEWOODCASEBOOKfor use withSTAFFING ORGANIZATIONS●●6th Ed.Kammeyer-Mueller | TANGLEWOOD CASEBOOK To accompany Staffing Organizations, sixth edition, 2009. Prepared by John Kammeyer-Mueller Warrington College of Business University of Florida Gainesville, Florida Telephone: 352-392-0108 E-mail: kammeyjd@ufl.edu Copyright ©2009 Mendota House, Inc. Herbert G. Heneman III President Telephone: 608-233-4417 E-mail: hheneman@bus.wisc.edu INTRODUCTION TO THE CASE CONCEPT | Rationale for the Tanglewood Case Many of the most important lessons in business education involve learning how to place academic concepts in a work setting. For applied topics, like staffing, learning how concepts are applied in the world of work also allow us see how the course is relevant to our own lives. The use of these cases will serve as a bridge between the major themes in the textbook Staffing Organizations and the problems faced by managers on a daily basis. The Tanglewood case is closely intertwined with textbook concepts. Most assignments in the case require reference to specific tables and examples in the book. After completing these cases, you will be much more able to understand and apply the material in the textbook. With this in mind, it should be noted that the cases are designed to correspond with the types of information found in work environments. This means that for many important decisions, the right answers will not always be easy to detect...
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...Tanglewood Case – Assignment #3 Brenda Baker HR594 11-20-10 The way thatTanglewood’s recruiting methods are very different in each of their regions. By assessing these methods from the various and different ways that each of the regions hire and train we have a good opportunity of improving the operations of this company. There is opportunities come from creating target demographics and by looking into the methodology of their recruitment styles. We need to create and adhere to one method for all companies to go by. Tanglewood experiences a constant rate of turnover at the present time. 1. Generate a recruiting guide for the store associate job. Position: Store Associate Reports to: General Manager Qualifications: open training available Relevant labor market: Western Washington Timeline: Continuous recruiting Activities to undertake to source well-qualified candidates: Regional newspaper advertisement Post job opening on company Web site Request employee referrals Contact regional health and life insurance associations Call HR departments of regional health and life insurance companies to see if any are outplacing any store associates Contact if necessary, executive recruiter to further source candidates Staff members involved: HR Recruiting Manager Budget: 2000-6000 2. Describe the relative advantages of open versus targeted recruiting for Tanglewood. Advantages of open versus targeted recruiting for Tanglewood, are those who have significant KSAOs...
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...Tanglewood Case 1 In: Business and Management Tanglewood Case 1 To: Donald Penchiala, the Director of Staffing Services RE: Tanglewood Retail Case January 18, 2012 Every organization in the global economy has to develop a strong staffing strategy if they wish to remain competitive and be successful. Tanglewood Retail Stores is one of the largest retailers among 12 regions locally and oversees. After examining the report that you provided me, I have analyzed the staffing strategy and would like to provide you with my recommendations. Acquire or Develop Talent: After reviewing the Tanglewood Case along with exhibit 1.7 in Part One of our text Strategic Staffing, I feel the staffing levels and quality listed and the need for developing talent and exceptional workforce that Tanglewood currently has is one of its greatest assets and will play into a key staffing strategy. Tanglewood has differentiated itself from its competition in its development of an organizational culture that provides employees with a level of expertise that far exceeds its competition. Looking at any successful organization you will notice that their internal culture is a key factor in its ability to meet organizational goals. It is clear that Tanglewood has a family/team oriented environment. For instance, people from the same region as the store will have better knowledge of its clientele and are a better fit because they know the culture of the environment and live in the same atmosphere...
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...Tanglewood case Case3 1. Generate a recruiting guide for the store associate job Position: Store job associate Reports to: Regional mangers Qualification: College graduates or individuals who have extensive experience in another store chain directly into the assistant store managerial position Relevant labor market: Washington and Oregon Activities to undertake to source well-qualified candidates: 1. Regional newspaper advertising 2. Request company referrals 3. Contact kiosks and staff agencies and service-job agencies Staff members involved: Corporate HR recruiting manager Regional manager Budget: Around $12250 for each region2. 2. Describe the relative advantages of open versus targeted recruiting for Tanglewood In open recruitment, companies do not segment the labor market on the basis of KSAOs. All those who apply for the post are considered as qualified. The advantage is that this process is fair as all get the opportunity to apply. Moreover, it is useful when there is large number of employees. On the basis of this, media and referrals can be considered as the open recruitment as in both of them, a large number of employees can apply. In referral, a person recommended can be employed without testing for his KSAOs. Also, kiosks fall in this category as the organization itself is not segmenting the candidates. Kiosks provide opportunities for applicants to watch short videos at the entrance explaining what the job entails. In targeted recruitment, the...
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...Introduction 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. 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...
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...MGMT 364 8 April 2012 Tanglewood Case Study 3 1. Recruiting guide for Store Associates Position: Store Associate Reports to: General Manager Qualifications: All considered Relevant labor market: Western Washington Timeline: Continuous recruiting Activities to undertake to source well qualified candidates: Local and regional newspapers, radio, television Post openings to company’s employment website Request employee referrals Upload availability to Kiosk Employ a staffing agency State Job Service Staff members involved: HR Managers, Department managers and Shift leaders Budget: $2,000-6000 2. When looking at the desired results of hiring sales associates for Tanglewood I would have to say that the Open recruitment would be the best decision on the behalf of Tanglewood. The 50% turnover would cause the need for a higher pool of interviewed and qualified applicants; one reason for open recruitment would be because specific qualifications are not needed for the sales associate position opening that pool of applicants. . 3. The Western region of Washington is the only area presently using four methods of recruiting and the only one using job services. The higher costs associated with media almost doubles the cost of the other four and second would be the cost of kiosk recruiting, these two are not significantly cost effective to the organization in this region. The other two hiring practices in this region have higher retention levels and lower costs...
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...Keller Graduate School HRM 594 Staffing Organization Professor TANGLEWOOD CASE STUDY 3 Introduction Tanglewood has high recruiting trends in entry level positions due to a high rate of turnover that is currently over 50%. Tanglewood’s current recruiting methods vary from one region to the next. By assessing these various methods and comparing their overall effectiveness, I have a good opportunity to improve the recruiting process, thus making the most effective use of operations in this organization. I will review the target demographics, and look into the methodology of each region’s present recruitment styles. The desire to create a unified recruiting process will be reviewed and evaluated, with an ultimate goal of devising a functional, efficient and profitable recruiting service for this organization. 1. Recruiting Guide for Director of Claims Position: Store Associate Reports to: Store Manager/Department Manager/Shift leader Qualifications: High School Diploma, some college preferred, 1 year experience in retail, Interpersonal skills must be able to articulate well. Relevant Labor Market: North Western Region, Washington and Oregon Timeline: Continuous Activities to undertake to source well-qualified candidates: Request employee referrals Local Newspaper advertising Contact staffing agencies Job Fairs Staff Members Involved: Store managers ...
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...Heather R. Zobel Personal Selection and Evaluation Tanglewood Case Study 1 January 22, 2011 Charles Dull, PhD TABLE OF CONTENTS I. Introduction A. Staffing Levels 1. Acquire or Develop Talent 2. Hire Yourself or Outsource 3. External or Internal Hiring 4. Core or Flexible Workforce 5. Hire or Retain 6. National or Global 7. Attract or Relocate B. Staffing Quality 1. Exceptional or Acceptable Workforce Quality III. References IV. Conclusion INTRODUCTION This paper I will deliberate on the Human Resource functions of Tanglewood Stores. The discussion of the staffing strategies; required by Tanglewood in order to maintain its business philosophy and niche market while remaining competitive. The paper suggests strategic staffing decisions regarding the nine staffing levels and four factors of staffing quality. Every industry in the marketplace has to have some type of staffing strategy in order to be successful. Tanglewood Retail among the biggest retailers among 12 regions locally and oversees. By reviewing Tanglewood company report that was provided to me. I analyzed the staffing approach below with my recommendations. ACQUIRE OR DEVELOP TALENT Tanglewood should acquire employees that have some knowledge in sales and retail but should also train and develop their customer service skills to coincide with the company’s goals and strategies. The staffing levels and quality add up to an emerging talent and remarkable staff. The...
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...Tanglewood Case 6 Introduction The interviewing function is the most important office of the hiring process. Structured interviews are a very standardized method of assessment and garden truck better tone in hiring than unstructured interviews do. The current method of hiring external handler looks very much like the method of extract for store associate degree. Most store director and assistant store managers for operations have agreed that the current system is not detailed enough to green goods a beneficial excerption protocol. The general process of interviewing is not seen as especially effective and the store managers agree that it is hard to differentiate the good from badness candidate. A selection procedure is not effective if it is used collectively throughout the store....
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...HR594- Strategic Staffing Tanglewood Case 6 January 27, 2011 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 has to work on the view seeing external employees as outsiders to the organization, transition them and incorporate them into the values, mission and culture of the company. With the proper KSAO’s already in place, Tanglewood need to standardized its staffing process so that each store follow the same procedures for hiring individuals within and into the organization. Department managers must possess good communication skills and have some form of people skills. They need initiative, self-discipline, good judgment, and decisiveness. Patience and a conciliatory temperament are necessary when dealing with demanding customers. Managers also must be able to motivate, organize, and direct the work of their employees. Most importantly, the department...
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...Noe A Munoz Mgmt 364 Columbia College Professor Douglas 28 April 2015 Tanglewood Case 6 (Interview) 1.) Although having a resume and validating all of the potential applicants KSAO’s are an important step in the hiring and candidate selection process, I feel that the most important part of the hiring process would have to be the actual job interview. According to Bianca Audra she claims that standardized interview procedures yield in hiring a better quality of candidates than performing unstructured interviews. I think that by increasing the number of test or the number of forms that candidates have to take or fill out for the position of store managers will not suffice nor yield better results. The method that Tanglewood currently uses to hire managers is similar to the method that is used to hire store associates. I feel that a change is required when it comes to the selection plan if Tanglewood expects to hire the best employees out there. The department manager position requires that the potential employees take on a greater responsibility, and perform their work more intelligently. So in order to accomplish that, and hire employees that will perform those types of duties, Tanglewood must tailor our selection methods to match the specific KSAO’s that are required for the position. The more closely we measure the applicants KSAO’s to match to what is required for the position at hand the better results we would produce. We cannot accomplish that if we continue...
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...PART 1 The Nature of Staffing Chapter One Staffing Models and Strategy The Staffing Organizations Model Organization Missions Goals and Objectives Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Support Activities Legal compliance Measurement Job analysis and rewards Core Staffing Activities Recruitment: external, internal Selection: planning, external, internal Employment: decision making, final match Staffing System and Retention Management CHAPTER 1 STAFFING MODELS AND STRATEGY LEARNING OBJECTIVES After reading this chapter, you will be able to: • Define staffing and outline the implications of the definition • Explain how organizational effectiveness is determined by both staffing levels and the quality of labour • Describe the five models of staffing • List the 13 strategic staffing decisions that any organization is confronted with • Understand the complexity of ethics in staffing decisions and use suggestions to assist in making ethical staffing decisions Staffing is a critical organizational function concerned with the acquisition, deployment, and retention of the organization’s workforce. This chapter begins with a look at the nature of staffing. This includes a view of the “big picture” of staffing, followed by a formal definition of staffing and the implications of that definition. Examples of staffing systems for a Canadian Astronaut recruitment campaign, store level human resource managers, and direct sales...
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...ics, which in turn has led to dramatic increases in wages for individuals with these skills.13 Employers that adopt new technology for any aspect of their operations will also have to consider how to tap into labor markets that have these new skills. Labor Unions Labor unions are legally protected entities that organize employees and bargain with management to establish terms and conditions of employment via a labor 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...
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