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
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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
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|CASE ONE: TANGLEWOOD STORES AND STAFFING STRATEGY | Letitia Pinkney HRM 434-24—Employee Selection & Staffing Background Tanglewood is a chain of general retail stores featuring items such as clothing, appliances, electronics, and home decor. It was originally founded by best friends Tanner Emerson and Thurston Wood. The company’s mission statement is: Tanglewood will be
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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
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Tanglewood Case 2 Table 1.1 Markov Analysis Information Transition probability matrix Current year (1) (2) (3) (4) (5) Exit Previous year (1) Store associate 0.43 0.06 0.00 0.00 0.00 0.51 (2) Shift leader 0.00 0.54 0.16 0.00 0.00 0.30 (3) Department manager 0.00 0.00 0.64 0.06 0.00 0.30 (4) Assistant store manager 0.00 0.00 0.06
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Tanglewood Case Ans. b) Forecast of availabilities Job Category Current -1 -2 -3 -4 -5 Exit (1) Store associate 8500 3655 510 0 0 0 4335 (2) Shift leader 1200 0 648 0 0 0 552 (3) Department manager 850 0 0 367 0 0 383 (4) Assistant store manager 150 0 0 0 82 0 68 (5) Store manager 50 0 0 0 0 27 23 10750 Ans. c) The environmental scan suggests that staffing managerial employees in the state of Washington are quite complex. The environment seems to be quite healthy for
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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
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Tanglewood Case 2 Table 1.1 Markov Analysis Information Transition probability matrix Current Year Previous year: ( 1 ) ( 2 ) ( 3 ) ( 4 ) ( 5 ) Exit 1. Store Associate 0.43 0.06 0.00 0.00 0.00 0.51 2. Shift Leader 0.00 0.54 0.16 0.00 0.00 0.30 3. Department Manager 0.00 0.00 0.64 0.06 0.00 0.30 4. Assistant Store Manager 0.00 0.00 0.06 0.52 0.08 0.34 5. Store Manager 0.00 0.00 0.00 0.00 0.66 0.34 Forecast of Availabilities Next Year (projected) ( 1 ) ( 2 ) ( 3 ) (
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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
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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
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