...Tanglewood Casebook-Case 2 Planning I recently evaluated the store, Tanglewood, for an analysis of the Markov and EEO investigation. I conducted a report to address my suggestions for the store manager group when it comes to the employees. It is expected that the forecast for labor requirements will remain the same for the next year. By obtaining the information on the forecast, Tanglewood may have difficulties filling the vacancies. The reasoning of the difficulties are that the environment in Spokane, WA is that of college students and it is unlikely for the students to be willing to be with the company for years. The other reason for the difficulties would be that the individuals that are available for the job are going to lessen due to the expansion in professional and managerial positions. I developed an action plan for the hiring of employees for Tanglewood. By examining the Markov Analysis information the estimated external hires in the next year will be 3,995. There are a few ways that will ensure that Tanglewood will have all the staff needed to meet the projected staffing levels. I recommend that we use different forms of staffing, such as temporary hires or promoting within the company. By doing the following options, the store will accomplish the needed staff for the next year. Female employees at Tanglewoods seems to be out of line with the available workforce. The pattern suggests to availability of females has higher percentage than the actual female...
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...1. Competitors. There are eight major competitors of Tanglewood: Dillard’s, J.C. Penny, Kohl’s, Macy’s, REI, Sears Holding Corp., Target and Walmart. On page 4 of casebook, it says “major concern for Tanglewood has been the westward expansion of companies like Kohl’s and Target”. Tanglewood has even more direct competition right now. It might be good to hire qualified staff to exceed the competition. Structure. Tanglewood is a retail business. It has clothing, jewelry, and non-clothing merchandise: sporting goods, bath, bedding and home décor. Company operates in the moderate price niche, targeting middle- and upper-income customers. Tanglewood is located in 12 geographical regions, with 20 stores per region. The breakdown of stores is: * Eastern Washington * Western Washington * Northern Oregon * Southern Oregon * Northern California * Idaho, Montana and Wyoming * Colorado * Utah * Nevada * New Mexico * Arizona Total number of stores is two hundred forty three. Employees. * Each store is managed by a single individual – store manager * He/she has three store managers working beneath him/her * The assistant managers for softlines, hardlines, and operations and human resources. * Department managers * Shift leaders * Associates Total: two hundred fifteen employees per store. Culture and values. * Tanglewood has emphasized employee participation and teams. * Vision for employee relations...
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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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...| 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...
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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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...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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