... 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 HR recruiting mangers Department managers Budget: $2,500.00-4,500.00 per hire 2. It appears...
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...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, the applicants who...
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...Hiring Ratios Upon review of Tanglewood’s historical data for hiring and promotion I found that of the 4,764 total new hires, 82.9% were white, 16.8% were non-white, and 2.3% were African American. More to the point, as the positions within the company increased to Assistant Store Manager or Store Manager, the overall percentage of white hires to African American hires also significantly increased. Of the external candidates reviewed and hired for the Assistant Store Manager position a full 100% hired were white. These numbers suggest that the company did not meet the 4/5th ratio used in determining disparate impact, in other words, greater than 80% of the applicants hired were white. This number strongly suggests Tanglewood would be found guilty of disparate impact. Reviewing the total number of Department manager positions reveals the number of whites employed at this level begins to rise over that of non-white or African American. At the next level of Assistant Store Manager we see a staggering 92.75% are white, which is nearly 10% higher than the ratios encountered at Associate and Shift Leader positions. Once you reach the highest job level, Store Manager, we see that 69.56% are white and 30.44% are non-white, but 0% is African American. It appears this company has a ways to go to achieve adequate levels of diversity within the organization as a whole. Suggested Improvements to External Recruiting While it is obvious that Tanglewood tracks their candidacy options...
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...Based on historical data given in Appendix B about Tanglewood’s recruitment at the four locations and different recruitment methods (as can be seen from the above table), effectiveness of each method is analyzed below. The effectiveness is judged based on the parameters of candidate qualification, hiring rate, and cost of recruitment and retention rates. 1. Media – Media is used for recruitment at three of the four locations. As can be seen from the tables above, compared with other recruitment methods at each of the locations, media is not the most effective of the methods used. It is a costly method compared with referral, job service and kiosk (except in Eastern Washington). Also other recruitment methods give better qualified candidates...
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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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...over 243 stores. The company is composed of regional managers who oversee the company’s day to day operations. The company has pressing concerns in the organizations management strategies and is looking to improve the functionality while still keeping the historical view between stores. Business Strategy and Goals Tanglewood’s business strategy or niche has been an outdoor theme while expanding to furniture, clothing, and equipment and now they are planning to focus on competitor ideas. These would include food and having its own store products. All mission statements are similar and focus is mainly on providing employees with an open discussion work force. Hiring is done within with no qualifications needed for management and no particular focus on training requirements and employee planning. Westward expansion is keeping the business running but the company can possibly improve sales by expanding to the east. This would enhance sales during different seasons and expand products for those timeframes. Acquire or Develop Talent The three biggest categories when looking at strategic staffing are acquire or develop talent, hire or retain and hire external or internal. From Tanglewood’s perspective it needs to use all of these techniques. A mixture of hiring and developing current talent is the best solution for...
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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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...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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