| Recruiting | BA 393 Personnel Selection and Evaluation | Charles Dull, Ph.D | Karen Mueller | 1/30/2011 |

I. Table of Contents I. Table of Contents 2 II. Introduction 2 IV. Best Targets for Recruitment 4 V. Data Tables and Summary 6 VI. Recruiting Policy for Northern Oregon 9 VII. Measures for Employee Performance 9 VIII. Recruiting Messages 10 IX. Conclusion 12 X. References 13

II. Introduction Like other retailer organizations, Tanglewood experiences a constant need for new employees due to the rate of turnover, and therefore recruiting efforts remain high. Tanglewood’s recruiting methods are different and diverse in each of their regions they serve, and by evaluating these methods we can enhance and conceivably uniting the operations of this company. Some improvements will come from creating target demographics, some will come from looking into the methods of recruitment, and some will come by addressing issues brought forth by those already employed with the company. By reviewing the recruiting methods used by Tanglewood, we will devise a recruitment guide for Tanglewood to adhere to that will be functional which will than allow Tanglewood to develop recruiting services which reflect their unique organizational culture.
III. Recruitment Guide for Sore Associates Position: Store Associate

Report to: Department Managers and/or Shift Manager

Qualifications: All will be considered

Relevant labor market: Pacific Northwest Costal Region, more specifically Washington and Oregon Timeline: Continuous recruiting

Activities to undertake to source well qualified candidates:

Media: Local Newspapers, Regional newspapers, Radio and Television Advertising Use of employee referrals Employee a staffing/recruitment agency Job Fairs State job services

Staff members involved: Vice President of Human Resources Staffing Service Director Human Resource Managers Department Managers Shift Leaders Potential Peers

Budget: $2,000 – 6,500

IV. Best Targets for Recruitment Tanglewood’s bested targets for recruitment are those who have significant KSAOs, applicants who make every effort to receive rewards or bonuses and applicants who may seem reluctant. These targets were chosen based on the job of store associate and Tanglewood’s organizational environment. Those applicants having the knowledge of important KSAOs may be more productive and creative, plus they may have more interest and ability to move forward within the organization through the opportunity for promotions. Those applicants who are reward driven will admire Tanglewood’s system of rewarding employees with financial bonuses for the company’s use of any of their contributed ideas to help improve and make for a smoother running workplace, as well as the profit sharing that is available to every employee. They will want to contribute their ideas which will promote a more rewarding workplace for all employees. Those applicants who maybe or give the impression of being reluctant will benefit from the task assignments while they help other members of the team. This will allow them to see that they are a key part to the team environment. By using the media recruiting methods listed above in the recruitment guide Tanglewood should have no problem filling the store associate positions. The media recruitment method can be either open or closed depending on whether or not the company decides to diversify their media outlets on a variety of application populations, or whether they decide to select a specific group to focus on. If Tanglewood chooses they can use an open recruitment method where they would target other areas within the Pacific Northwest by advertising the position through using different and multiple forms of media. It is considered to be a targeted form of recruitment if Tanglewood selects the different groups listed and used media to market to a specific group within a specific demographic which can potentially provide for a broadened selection group. The targeted group could be any one depending on which demographic group the company chooses to appeal to seeing the research has shown “applicants react positively to ads that reflect their demographic groups” (Judge, 2009) Tanglewood has also chosen to us an employee referral program as another method for recruiting employees. Employee referral is an open source of recruiting because there no restriction on whom the employees are allowed to refer. Due to employees being interested on receiving the $100 bonus that Tanglewood offers for employee referrals, employees may refer a number of different people from different demographics with the hopes of receiving the monetary incentive. Staffing/recruiting agencies are open because they are willing to except applications from many different applicants with different levels of KSA’s. If the applicants are in need of additional training the agencies are willing to provide additional training where it is needed prior to the applicant being sent to the company. The downside to using one of these types of agencies is the additional cost that is associated with them. Using job fairs to recruit applicants can create a large selection pool of talent who may just be at the beginning of their careers. Seeing Tanglewood is a large retail chain where they like to start all of their employees on the bottom so they become accustom to the culture of the company Tanglewood may receive a larger number of applicants who they feel hold the qualifications needed to fulfill the open positions. State job services are a targeted recruitment method seeing job service is provided with qualification requirements given by the Tanglewood, so only qualified applicants are considered from the beginning. Job services can also screen and recommend specific applicants, this targets individuals for a specific job rather than allowing a larger demographic to be recommended to the employer. Job service focuses on key KSA shortages because it is made up of people with specific specialized skills. Job services in addition target former military personnel, because they have key skills that are part of the qualifications the companies are looking for. Job services also target former employees since this group could have a “good track records while they were employees” which also fits into the job service recommendations (Judge, 2009).
V. Data Tables and Summary
Western Washington (Region1) Media | Referrals | Kiosks | Job Services | Applicants | 1430 | 3362 | 3114 | 4236 | Hired | 204 | 1048 | 652 | 378 | Total Costs | $719,280.00 | $2,606,240.00 | $2,413,574.00 | $712,720.00 | Costs per hire | $3,525.88 | $2,486.87 | $3,701.80 | $1,885.50 | Eastern Washington (Region 2) Media | Referrals | Kiosks | | Applicants | 4592 | 4046 | 2776 | | Hired | 676 | 1016 | 444 | | Total Costs | $1,799,200.00 | $2,565,760.00 | $1,982,936.00 | | Costs per hire | $2,661.54 | $2,525.35 | $4,466.07 | |

Northern Oregon (Region 3) Media | Referrals | Kiosks | | Applicants | 2686 | 3896 | 1290 | | Hired | 364 | 696 | 490 | | Total Costs | $1,022,720.00 | $2,246,696.00 | $1,451,400.00 | | Costs per hire | $2,809.67 | $3,228.01 | $2,962.04 | |

Southern Oregon (Region 4) Media | Referrals | Kiosks | | Applicants | 1384 | 2280 | 1143 | | Hired | 396 | 346 | 392 | | Total Costs | $1,054,880.00 | $1,409,600.00 | $1,245,120.00 | | Costs per hire | $2,663.84 | $4,073.99 | $3,176.33 | |

Each region uses different forms of recruitment that yield various statistics as well as different total costs and the costs per hire. By calculating the number of applications, the hired applicants, the total costs, and the costs per hire in each of the separate regions, it is easier to see which region is receiving the greatest and the least applications and hires along with which region is spending the greatest and least on total costs and costs per hire. Region one has the total number of 12,142 applicants, 2,282 were hired, a total cost of $6,451,814, and total of $11,600.05 spent on all hires. It is clear that Region one is receiving the biggest amount of applicants and hired applicants. It is also spending the most money when it comes to the total cost and the total cost spent on hiring. Region two has the total number of 11,414 applicants, 2,136 were hired, a total cost of $6,347,896, and a total of $9,652.96 spent on all hires. Region two has a similar pattern as Region one. Region two receives a few less applicants and hires less people. Their total costs are close, but slightly little less than Region one. The greatest difference between these two regions is that Region two spends approximately $2 million less than Region one on the costs spent on hiring. Region three has the total number of 7,872 applicants, 1,550 were hired, a total cost of $4,720,816, and a total of $8,999.72 spent on all hires. Region three has even fewer applicants and hires than Region two. It also spends less money on total costs, and on the total costs spent hiring. Region four has the total number of 4,807 applicants, 1,134 were hired, a total cost of $3,709,600, and a total of $6,737.83 spent on all hires. Region four has clearly the smallest number of applicants, but their number of hires is just slightly less than Region three’s number of hires. Region four also spends significantly the least amount of money on total costs and the total costs spent hiring.
VI. Recruiting Policy for Northern Oregon

Northern Oregon’s recommendation to eliminate employee referrals is an extremely terrible recommendation and would have negative effects on Tanglewood’s number of hires, which is a continuous need at Tanglewood. By eliminating the referral program, Tanglewood is looking at spending more money on total costs and costs per hire. With these costs increasing, Tanglewood may not be able to continue its high standard of recruitment. If other regions follow Region three’s recommendation to eliminate the referral method of recruitment, there would be a dramatic change in the number of hires each region would have. Before making a decision on whether or not to eliminate the referral program, Tanglewood needs to evaluate the situation and take a look at the cost of using kiosks. The total costs and the total costs spent on hiring would increase, because in almost every region, whether they use the kiosk, an agency, or both, the price is higher to use the kiosk and the staffing agency than it is to rely on the employee referrals. Other regions would also be impacted by this decision because it could cause them to have a major problem when it comes to the recruiting and hiring process of their applicants.
VII. Measures for Employee Performance One statistical measurement tool for employee performance at Tanglewood would be to use the quality recruiting method of talent. It would increase the number of KSAO levels, which would make the mangers that are anxious about finding people that are most likely to fit in the Tanglewood store’s culture more at ease, because there would be a more specific target group. Evaluating employee’s by work experience is another great measurement tool that could have a more positive hiring outcome. This tool would appease mangers concerned with the turnover of fired employees because of their inexperience in customer service. This would also make peace with the managers that don’t like the concept of having a more hands on introduction to customer service, because the tool would be part of the recruiting process. Time is also another tool to use when recruiting employees, because by reducing the time it takes to go through the application process it could help to hold on to more qualified applicants. This tool would satisfy the managers concerned about the wait time between the initial contact with an applicant and the actual hiring of that same applicant.
VIII. Recruiting Messages Tanglewood is going to use a recruiting method that will define what they are looking for and will be as follows:
Realistic recruiting message: Tanglewood is looking to fill store associate positions, and we would like to let you know the positive and negative attributes that this position involves so that you can have a good idea of what this company is all about. The position you are applying for is an entry level position, but through hard work and determination everyone has the ability to move up within the company. Advancement takes time, so please keep this in mind when applying. You report daily to your shift leader and he/she will assist you with questions or concerns you may have. We offer competitive pay based on experience. In this position, keep in mind it can be high stress and the turnover rate can be as high as 50% a year. We make every attempt to maintain employee retention and reward accordingly.
Branded recruiting message: Looking to work for a company with a celebrated customer culture unlike no other retail company? Tanglewood is the place to be! We are currently looking for store associates that aren’t interested in becoming “customer contacts “ or “display employees”, but to be part of a team that can help each other at all times. Tanglewood offers profit-sharing to all employees, and bonuses to employees that offer suggestions that the company can use. Come work for a company and fell the way you’ve always dreamed a job should.
Targeted recruiting message: Just out of college and looking for a career move? We at Tanglewood are looking for you. Tanglewood is hiring for qualified every level store associates with many opportunities for advancement. At Tanglewood, there are no designated jobs and we emphasis giving employees room to make their own decisions. All employees will receive competitive pay, bonuses and can even elect to be involved in profit sharing and benefits. Still looking for more in a company? This may be just the opportunity that you are looking for, as you will be able to use all of your skills necessary to complete the job. By focusing high on your standards, you have the best opportunity for fast-tracking up the chain of command. If this sounds like you, we want you! There are arguments for and against using realistic recruiting policies. Some people are for the realistic recruiting policy because by using this method the new hires can see all sides of the position, which could decrease the amount of turnover, and also cost associated with turnover. With realistic expectations, hires can “better cope with the job demands once they are hired” (Judge, 2009). Research suggests that employees that are hired with a realistic recruiting policy have somewhat higher job satisfaction. An argument against realistic recruiting policies would be that the policy could immediately scare potential hire candidates away from even applying. By scaring away applicants, the company has a chance of getting fewer applications which may lead to less hires, this would be bad for a company in constant need of applicants. Some may also argue that the positive attributes can even turn negative for a few, so the realistic recruitment can create an all-around negative outlook on the position.
IX. Conclusion In today’s society, some organizations are reasonably concerned when it comes to the effectiveness of using realistic recruitment methods (Charnov, 2003). Many organizations are not sure of how the information will be processed by the possible job applicants. Organizations that are against realistic recruitment often are apprehensive about frightening potential candidates. By frightening potential candidates, they are less likely to apply which in turns creates less hires. When posting a realistic recruitment message keep in mind the message delivery can vary by the nature of the message, nature of the messenger and timing of its use (Charnov, 2003). The Tanglewood Company itself can be compared to a realistic recruitment message, because of its positive and negative characteristics. The company has different regions that are producing negative and positive numbers when it comes to costs and hires. There are managers all over the company expressing their want to better the company, although some of these expressions could be damaging if put into action. Ultimately, Tanglewood’s different recruitment styles have helped bring about a better vision of the company by illuminating its values for hiring applicants, and by using the recruitment guide, targeting recruiting efforts, assessing yields and costs, and finding the best ways to hire an applicant, Tanglewood now has a clearer applicant recruitment structure. (Charnov, 2003)
X. References
Charnov, B. (2003). Message processing in realistic recruitment practices. Retrieved February 22, 2010, http://www.allbusiness.com/human-resources/workforce-management- hiring/682299-1.html
Daft, R. L. (2008). New Era of Management. Canada: South-Western, Cengage Learning.
Heneman, H., & Judge, T. (2009). Staffing organizations. New York, NY: McGraw-Hill.
John A. Pearce II, R. B. (2010). Strategic Management Formulation, Implementation, and control. New York: McGraw-Hill/Irwin.
Kammeyer-Mueller, J. (2009). Tanglewood Casebook. Retrieved August 3, 2009.
Reeves, C. S. (2000). Assessing and Improvinf Staffing and Organization. Chicago: American Medical Association Press.