...Tyler Curto Professor S Effective Hiring 14 February 2016 Tanglewood Case 2 Analysis 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 the forecast for next year will be taken as given. b. Fill in the empty cells in the forecast of labor availabilities in Table 1.1. Forecast of availabilities Next year (projected) 1 2 3 4 5 exit Current workforce Stores Associates 8500 4505 510 0 0 0 3485 Shift Leader 1200 0 600 192 0 0 408 Department Manager 850 0 0 493 102 0 255 Assistant Store Manager 150 0 0 9 69 12 60 Store Manager 50 0 0 0 0 33 17 c. Conduct an environmental scan. Based on the environmental data, what factors in the environment suggest Tanglewood might have difficulty filling their vacancies in the future? . After conducting an environmental scan, there are several factors that suggest Tanglewood might have difficulty filling their vacancies in the future. The first is that recent college graduates have little desire to work in retail. The long hours, low pay, and frequent conflict...
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...Christian April 6, 2014 Wk 2 Dropbox Assignment TangleWood Case 2 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: Currently the organization expects that their forecast for labor requirements is essentially constant from the previous year. This means the forecast for next year will be taken as given. Fill in the empty cells in the forecast of labor availabilities in Table 1.1 Table 1.1 Markov Analysis Information Transition probability matrix Current year (1) (2) (3) (4) (5) Exit Previous year (1) Store associate 0.53 0.06 0.00 0.00 0.00 0.41 (2) Shift leader 0.00 0.50 0.16 0.00 0.00 0.34 (3) Department manager 0.00 0.00 0.58 0.12 0.00 0.30 (4) Assistant store manager 0.00 0.00 0.06 0.46 0.08 0.40 (5) Store manager 0.00 0.00 0.00 0.00 0.66 0.34 Forecast of availabilities Next year (projected) (1) (2) (3) (4) (5) Exit Current Workforce Previous year (1) Store associate 8,500 4505 510 0 0 0 3485 (2) Shift leader 1,200 0 600 204 (3) Department manager 850 0 493 138.90 (4) Assistant store manager 150 0 69 27.6 (5) Store manager 50 0 49.34 15.75 Gap analysis Next year (projected) (1) (2) (3) (4) (5) Year end total (column sum) 4505 600 493 69 49.34 External hires needed (current workforce-total) 3995 600 357 81 0.66 Conduct an environmental scan....
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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 skilled people from the outside .the environment keeps supplying skilled and qualified people in the urban markets. As people in the promotion chain keep moving upward they are transferred from the urban to the rural areas. The high profile graduates find it difficult to fit in long hours of work with low pay and conflicts with lower level employees as a negative feeling for working .this environment may prove hostile. Staff just want to be at that position and do not want to be moved up the ladder in terms of hierarchy. But, this does not happen at Tanglewood. The future of tangle wood environment may lack that expertise and dynamism from the young and fresh blood because these experts do not want to wait to climb the ladder. The market has a lot of people looking for jobs at managerial positions but the weakness of the labor market may make that commodity scarce. Ans. d) Forecast of availabilities Job Category Current (1) (2) (3) (4) (5) Exit (1) Store associate 8500...
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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 ) ( 4 ) ( 5 ) Exit Previous year: Current Workforce 1. Store Associate 8,500 3655 510 0 0 0 4335 2. Shift Leader 1,200 0 648 192 0 0 360 3. Department Manager 850 0 0 544 51 0 255 4. Assistant Store Manager 150 0 0 9 78 12 51 5. Store Manager 50 0 0 0 0 33 17 Gap Analysis Next Year (Projected) ( 1 ) ( 2 ) ( 3 ) ( 4 ) ( 5 ) Year-End Total 3655 1158 745 129 45 (Column Sum) External Hires Needed 4845 42 105 21 5 (Current Workforce-Total) After analyzing the environmental scan it appears that Tanglewood will likely have issues meeting future staffing demands. Based on the scan there are adequate management candidates however, due to Tanglewood’s policy, these candidates would be required to begin employment as store associates. Due to this policy and the company’s staffing goals to hire an exceptional workforce there will be a large disparity between viable candidates available for management...
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...Tanglewood Case 2: Planning To: Dr. Grace From: Tanisha Yorrick Date: 9/16/2015 Subject: Tanglewood Planning Introduction Tanglewood is trying to conduct a hiring plan for its upcoming year. They need to meet certain numbers and plan for expected shortages and surpluses. They are seeking assistance in identifying the trends in their labor market, filling vacant positions, reducing turn overs and updating their affirmative action plan. Key Points This section contains the key issues for Tanglewood to address and rectify. * There will be employee shortages in the upcoming year that will require the company to seek outside sources in the form of new hires, temporary assignments and temporary hires. There will be a surplus that will require the company to enact a hiring freeze and internal promotion. * Tanglewood needs to reach out to the community to better promote their open positions within store associate, shift leader and assistant managers and capitalize on the current unemployment rate. They will need to change the marketing and promotion plans for the listed positions to boost hiring. * Tanglewood needs to be able to better match the minority and women representation within the community to remain complaint with the EEOC. They need to revamp their outreach programs for the position of shift leader. Analysis Tanglewood’s environment is going to be a challenge for their hiring needs. They have the availability of an unemployed potential...
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...availabilities Job Category Current – 1 -2-3-4-5 Exit (1) Store associate 8500 4505 510 0 0 0 3485 (2) Shift Leader 1200 0 600 192 0 0 408 (3) Department Manager 850 0 0 493 102 0 255 (4) Assistant store manager 150 0 0 9 69 12 60 (5) Store Manager 50 0 0 0 0 33 17 Answer c) According to data some factors show that Tanglewood will have some difficulty with hiring because retail work is not what recent college graduates are looking for. Tanglewood wants to hire people that can start at lower shift level and move up. They also have to have a college background. However retail is not wanted mainly because college graduates find it difficult to fit in long hours of work with low pay and conflicts with lower level employees. Answer d) Gap Analysis Next year (projected) 1 2 3 4 5 Year end total (column sum) 4505 1110 685 171 45 External hires needed (current workforce total) 3995 408 391 48 33 Answer e) Tanglewood needs to look at the percentage of employees needed each year for each position. Tanglewood wants to make sure that their employees stay so they should hire and promote within the company. This will make the morale of the company increase. Another option would be for Tanglewood to hire temporary workers. 2. According to the forecast of labor...
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...Tanglewood Case Study One Human Resources 594 C.H. March 19, 2013 Tanglewood is a large chain of general retail stores that sell such items as clothing, electronics, appliances, and home décor. In 1975, Tanner Emerson and Thurston Wood were the originally founders of Tanglewood. Initially, Tanglewood’s named originated from Tannerwood, which at the time only sold outdoor products and clothing. The business has a wonderful reputation in the local community. It was known for the superb customer service and loyalty among the customer base. Over the next several years, the company expanded to well over 200 stores across the United States. Tanner Emerson became the CEO and Thurston Wood became the President of the company. Tanglewood Organization A major concern for the company was the expansion of chains like Target and Kohl’s. These expansions have caused the leaders to dissect their HR policies and practices. “For staffing, in particular, the organization fells there absolutely must be a workforce of committed, qualified individuals who will help carry the Tanglewood philosophy into the future.” There was a comparison within the text that showed the standing of Tanglewood in regards to other chains like Dillards, J.C. Pennys, Macy’s, Target, and Wal-mart. “The financial showed that Tanglewood is a moderately sized organization with strong growth potential.” Staffing Levels 1. Acquire...
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...Group Assignment (CASE ONE: TANGLEWOOD STORES AND STAFFING STRATEGY) * 2. Contents Introduction Staffing levels Staffing Quality Recommendation CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY * 3. Introduction CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Tanglewood was originally founded in 1975 by two entrepreneurs and they are Tanner Emerson & Thurston Woods . Initially They were called originally as Tannerwood with only one store that sold outdoor clothing and equipment that they themselves designed * 4. Introduction CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY It was because of the unique merchandise (quality) and good customer service that won the heart of people, the business grew bigger In 1984 the two friends renamed the company to Tanglewood in 1984. Their business grew in the 90’s t0 243 stores in various parts of US, with Emerson being the CEO and Wood as the President. Regional Managers directly oversee day to day operations. * 5. Tanglewood’s Operating Environment CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Competition and Industry This is a competitive and thriving industry in America, which provides jobs to 23 million people (approx.) and accounts to $3 million in annual sales . * 6. Tanglewood’s Operating Environment CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Table 1: The ROR, ROA and ROI of Tanglewood which indicate corporate profitability (ROA) - efficiently managed its assets to revenue. (ROR) - Tanglewood is one of the...
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...Tanglewood Case 1 Dear: Daryl Perrone, My name is Andreina Polanco I am an external consultant for staffing services. Below please find my recommendations of where Tanglewood should position itself along the continuum: 1. Acquire vs. Develop talent- In my opinion Developing talent is a better strategy for Tanglewood than acquiring talent for many reasons. First Acquiring talent from other companies costs more money. Employees who are new to working in retail can start fresh and learn everything and be molded in Tanglewood’s way. This can also help in any problems with workers about how things should be done, because they have learned it another way in retail store. Tanglewood encourages employees to give their suggestions or their ideas in how Tanglewood can become a better company.. 2. Hire yourself vs. Outsource- Tanglewood should not encourage outsource consultants because of their lack in actual experience with the company. Tanglewood needs employees who have knowledge of the company. Hiring within the company can be advantage because the person will be familiar with the company’s decision making. Even thou there are several advantages for hiring an out source, for a example a new person can bring a new plan, new technique or a new opinion that can improve the company. 3. External vs. Internal- Internal hiring is a better strategy for Tanglewood than external hiring. This allows everyone to start at the bottom as an associate and to work their way up in the company...
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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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...Tanglewood Case Study 2 Ratings: (0)|Views: 6|Likes: 0 Published by Megan Purdy Tanglewood Case Study 2 See more Tanglewood Case Study 2 Page 1 Tanglewood Case Study 2Megan PurdyHRM 594Keller Graduate School of Managementr! CardenMay 2"# 2$%4 Tanglewood Case Study 2 Page 2 Recru&tment Gu&dePos&t&on' Store Associate Re(orts To' Shift Leader and Department Manager )ual&f&cat&ons' Prefer to have some ac!ground in customer service or retail" no specific list of minimal educational ac!ground re#uired Rele*ant +a,or Mar-et' Pacific $orthwest% ®on and 'ashington T&mel&ne' This is a continuous recruiting effort with no set timeline% however the ideal process from initial contact with the applicant to the final hiring decision would ideally e within a month(s time) .ct&*&t&es to underta-e to source well /ual&f&ed cand&dates' *se of media" such as regional newspaper advertisements" online +o postings on oth pulic wesites as well as the company wesite" !ios!s in the stores" +o services groups and staffing agencies" Staff Mem,ers 0n*ol*ed' ,- -ecruiting Manager" Assistant Store Manager" Department Manager 1udget' .etween /1000 and /000 Tanglewood Case Study 2 Page n loo!ing to the est targets or applicants for the position of store associate" it would e ideal to recruit individuals with some prior ac!ground" !nowledge or e3perience in the customer service or retail fields) &ne of the ig complaints from our management...
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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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...Kristine Prais MGT210 W01/Case #1 3/29/2016 Tanglewood: Staffing Levels and Staffing Quality 1. Staffing Levels a. Acquire vs. Develop Talent i. Whether a company chooses to acquire or develop talent within the organization both options have positive and negative outcomes. Developing existing talent within the organization would be a way for the company to slow down and concentrate on making sure they hold on to their strong company culture. Tanglewood stores want to keep their culture in focus and are proud of their high employee morale and participation, and I recommend developing existing talent within the company. b. Hire yourself vs. Outsource ii. Tanglewood is focusing its attention on centralizing its human resource department and has recently hired two educated individuals to help with reinforcing and improving the human resource function. Therefore, it would be beneficial to utilize these new additions to Tanglewood and not let the hiring be done by an outsource agency. Since Mr. Perrone and Mrs. Gonzalez have been informed of the weaknesses of the staffing process they are knowledgeable on what type of employees would be valuable for Tanglewood. c. External vs. Internal Hiring iii. Tanglewood is committed to providing maximum values and a strong culture for its employees. Tanglewood also wants their customers to experience a unique and personable shopping experience. Consequently, internal hiring will be...
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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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...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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