...Tanglewood Stores and Staffing Strategy Staffing is a very important organizational function that deals with the acquisition, deployment, and retention of the organizations workforce. Staffing strategy involves making decisions about the acquisition, deployment, and retention of an organizations workforce. Tanglewood is a chain of retail stores that feature items such as clothing, appliances, electronics, and home décor, and currently has stores in 12 regions. These regions include Eastern Washington, Western Washington, Northern Oregon, Southern Oregon, Northern California, Idaho, Montana and Wyoming, Colorado, Utah, Nevada, New Mexico, and Arizona. After reviewing the report that was provided to me, I have been able to come up with many recommendations for the staffing quantity and staffing quality strategies for Tanglewood . After careful review of the strategic staffing decisions depicted in exhibit 1.7, on page 26 of my text book, Staffing Organizations, I have come to the conclusion that the three most useful staffing quality and staffing quantity strategies that would be most useful for Tanglewood would be developing talent, internal hiring, and exceptional workforce talent. Tanglewoods success is due entirely on their strong culture, and the organization firmly believes that this strong culture should be maintained. Tanglewood is currently concerned with the Western Expansion of organizations such as Kohls, and Target, which would create more competition...
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...Introduction We should begin by referencing Tanglewood’s Company mission statement and allowing this to be the foundation for how we will approach all staffing strategic decisions. The company’s mission statement is as follows, [1]“Tanglewood will be the best department store for customers seeking quality, durability, and value for all aspects of their active lives. We are committed as a company to providing maximum value to our customers, shareholders, and employees. We will accomplish this goal by adhering to the core values of responsible financial management, clear and honest communication, and always keeping performance and customer service in the forefront.” We will consult this mission statement throughout this report to ensure that we are following the original guide to Tanglewood’s success. As you are all aware, some of Tanglewood’s current success stems from strategically [1]”distinguishing itself with simple, elegant, and uncluttered design concepts for their stores and their in-house products. This objective is also achieved through the company’s unique employee relations system which focuses on, strong employee participation and ensuring employees, full or part time, are members of the core work force. Tanglewood prides itself on operating with a core workforce (a workforce of permanent employees), reinforcing this philosophy by not utilizing in temporary employees. [1] “Core Workforce is viewed as essential for the organizational values and culture...
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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 the best department store for customers seeking quality, durability, and value for all aspects of their active lives. We are committed as a company to providing maximum value to our customers, shareholders, and employees. We will accomplish this goal by adhering to the core values of responsible financial management, clear and honest communication, and always keeping performance and customer service in the forefront. By the 1980s there were ten stores open. Emerson and Wood realized they had developed a fairly successful blueprint for running stores with a strong base of employee participation, customer satisfaction, and profitability. While all the stores under the Tanglewood name have the same basic look, the management styles and human resource (HR) practices still reflect the historical differences between stores. For staffing, in particular, the organization feels there absolutely must be a workforce of committed, qualified individuals who will help carry the Tanglewood philosophy...
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...TOPIC 1 INTERNATIONAL STAFFING IN A MALAYSIAN MULTINATIONAL ( PROTON ) MANAGING PEOPLE IN MULTINATIONAL ORGANISATIONS TBS 981 MASTER OF INTERNATIONAL BUSINESS SYDNEY BUSINESS SCHOOL – INTI CAMPUS PREPADED BY: Yeow Sin Kah (4785149) LECTURER: Dr. Peter McLean SUBMISSION DATE: October 19, 2014 Executive Summary This report examines and evaluates various topics concerning the difficulty of international staffing. We aim to provide a holistic guideline and report that can aid and assist Proton in their staffing selection of selecting either a Malaysian expatriate or a Chinese local to be operations manager for Proton’s new factory in China. We anticipate that it is by having the significant understanding on the overall issue regarding international staffing approach, knowing how regarding international assignment selecting process, knowing why on the cause of expatriate failure, then only Proton’s IHRM would be able to come out with a strategic International HR Management approach that could minimize the cost and failures of international assignment. Table of Content Page 1.0 Introduction 4 2.0 International Staffing Policies 5 3.1 Ethnocentric Approach 5 3.2 Polycentric Approach 6 3.3 Region centric Approach 7 3.4 Geocentric Approach 7 3.0 International Assignment Selection 8 3.1 Technical Competency 8 3.2 Personal Traits 8 3.3 Ability to...
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...* 1. RECRUITMENT & SELECTION 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...
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...the Chabot College campus new construction and building improvements. To develop the Security Master Plan, CATALYST has first performed numerous site surveys and interviews, analyzed crime index data, reviewed the relevant technologies, and assessed the campus physical environment to define the risks and vulnerabilities that need to be addressed for a long-term vision of campus security. From this goal set, CATALYST has developed the guidelines and recommendations for the District to standardize the approach and cost of physical security on their campuses. The Security Master Plan will include the topic sections listed in the outline following. The primary intent of the Security Master Plan is to define security mitigation standards that integrate efficiently with new building construction and building improvements, saving upgrade costs today by planning for the campus of tomorrow. By first prioritizing the identified campus risks, and then using a multi-faceted approach from the key areas of physical environment, security staffing, and feasible technology, CATALYST will present a clear security philosophy to guide the selection and implementation of campus security upgrades. The Security Master Plan will be developed to address long-term system compatibility, communication...
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...TangleWood Case One To: Donald Penchiala, the Director of Staffing Services REE: Tanglewood Retail Case Date: July 18th, 2010 Every business in the global market has to have some sort of staffing strategy in order to be successful. Tanglewood Retail store is one of the big and poplar retailers among 12 regions locally and obverses. After I examined the report that you provide me with, I have analyzed the staffing strategy decisions as below with my recommendations. Acquirer or develop talent, Core or flexible workforce: After reviewing the Tanglewood case, and exhibit 1.7 in chapter one of our text book Staffing Strategy, I felt the that the staffing levels and quality listed, developing talent and exceptional workforce are the most important strategy's for the company to focus on because of the different cultures which are related to the different regions. Tanglewood has to differentiate it's self from its competitors such as Kohl's, Target, and Kmart by having a high level of employee expertise in their work performance and customer service to maintain and exceed the competition. Going back to any successful company you will notice that their internal culture is strong due its requirements. For instance people from the same region as the store will be a better fit for the job because they know the culture and will live in the same atmosphere as there workplace. According to Business monthly, "Tanglewood really needs to slow down and take a hard look at our corporate...
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...Core values are an essential part of the brand and are the foundation of its culture” (Phillips & Gully, 2015, p. 383). Short-Term and Long-Term Process and Outcome Goals Short-Term Process and Outcome Goals “Strategic staffing is the process of staffing an organization in future oriented, goal directed ways that support the business strategy of the organization and enhance its effectiveness” (Phillips & Gully, 2015, p. 4) Short-term goals that Chern’s can embrace is hiring additional support staff and increasing its visibility in the community through targeted events (Belcher, 2016). Short-term goals are a way of achieving targets for the short-term. Long-Term Process and Outcome Goals “There are two types of staffing goals: Process and outcome goals. Process goals relate to the hiring process itself and outcome goals relate to apply to the product of the hiring effort” (Phillips & Gully, 2015, p. 387). Chern’s long-term goals should include continued financial growth and cultivating an established customer base (Belcher, 2016). Strategic staffing requires long-term planning, as well as aligning the staffing function with the firm’s business strategy and the other areas of HR” (Phillips & Gully, 2015, p. 17). Business and Staffing Strategies Talent...
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...Nurse Staffing Plans & Ratios Background Identifying and maintaining the appropriate number and mix of nursing staff is critical to the delivery of quality patient care. Numerous studies reveal an association between higher levels of experienced RN staffing land lower rates of adverse patient outcomes. 42 Code of Federal Regulations (42CFR 482.23(b) requires hospitals certified to participate in Medicare to "have adequate numbers of licensed registered nurses, licensed practical (vocational) nurses, and other personnel to provide nursing care to all patients as needed". With such nebulous language and the continued failure of Congress to enact a quality nursing care staffing act to date, it is left to the states to ensure that staffing is appropriate to meet patients' needs safely. Massive reductions in nursing budgets have resulted in fewer nurses working longer hours, while caring for sicker patients. In a survey of almost 220,000 RNs from 13,000 nursing units in over 550 hospitals and a response rate of 70%, nurses reported to ANA that: 54% of nurses in adult medical units and emergency rooms do not have sufficient time with patients; overtime has increased during the past year with 43% of all RNs working extra hours because the unit is short staffed or busy; and that inadequate staffing affected unit admissions, transfers and discharges more than 20% of the time. • The benefits of increased RN staffing have been demonstrated. Each additional patient care RN employed...
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...Innella From: John Hayes Date: 7/3/2016 Re: Presenting Staffing and Scheduling Ideas _____________________________________________________ Staffing Challenges _____ I am so grateful to have a mentor. Currently my mind is in a whirlwind trying to contemplate my options relative to staffing. Several things are impacting my decisions. Any feedback you can provide would be appreciated. I will try to summarize the issues. Summary of Current Staffing and Budget for Medical-Surgical beds ------------------------------------------------- Currently, Christ Advocate has a total nursing hours per patient in medical-surgical of 8.93 for the 394 authorized beds. Since the hospital has chosen to not use LPN employees, the nursing staff is a mix of RNs and assistants. Since the budget is set for this year, in an attempt to increase efficiency and decrease readmits, I propose that staffing remain at 8.93 with an increase in RNs to at least 7.0 and decrease assistants to 1.93. With this mix, the budget will be increase by approximately $4K. These monies can be recouped in the decrease of Medicare penalty by having more RN hours per patient thereby decreasing Christ Advocate 30-day readmission rate of identified patients (Illinois Department of Public Health 2016). ------------------------------------------------- ------------------------------------------------- Impact of Medicare Reimbursement bonus/penalty on staffing Christ Advocate Medical Center currently experience...
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...Accreditation Audit: AFT2 task 2 1 Accreditation Audit: AFT2 Task 2 Confidential—For internal use only to support performance improvement activities. This information is provided within the confidentiality protections of state statute. It is not to be distributed outside the quality assurance, performance improvement, peer review process. Accreditation Audit: AFT2 task 2 2 Analysis of Key Components RCA: Child Abduction Please note that the root cause analysis and action plan must show evidence of an analysis within the key components as outlined on the root cause analysis matrix for the specific type of event. An area on the matrix that may not have an identified process breakdown should still be summarized to determine that the component was evaluated. Brief description of event Briefly summarize the circumstances surrounding the occurrence including the patient outcome (e.g., death, loss of function). A 3-‐year-‐old female pediatric patient...
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...InterOffice Memo To: Subject: Majestica Hotels Inc. Position to take regarding the Shanghai opportunity Problem Statement Majestica Hotels has been given the opportunity to manage a new luxury hotel development in Shanghai being constructed by Commercial Properties of Shanghai Limited (CPS). Negotiations have been stalled due to the different expectations of both parties regarding their roles in the new development and the terms of the management contract. Alternatives Majestica has three options at this juncture. The company can either stick to the established operational guidelines and not compromise on any aspect of the contract negotiations, provide concessions in certain aspects and counter‐propose, or leave the negotiations entirely. Based on a detailed SWOT and trend analysis (Exhibit 1) as well as the benefits to both parties as a result of this partnership (Exhibit 2), the preferred route for Majestica to take in this case would be to provide concessions in certain aspects and counter‐propose. Analysis of the preferred option Due to the established reputation of Majestica, it is important to ensure that the concessions made do not negatively affect the core competencies of Majestica (Exhibit 3) as well as its brand value. Should negotiations reach a point where these competencies or the brand value could be compromised, it would 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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...Core Results Consulting | Strategic Analysis: Chern Report | Date: 2014 Strategic Staffing for all of your organizations short and long term needs Table of Contents Executive Summary …………………………………………………………………………………………………………………………………. Recommendations Strategic Staffing Planning Process ………………………………………………………………………………………………………… 4 Figure 1 – Economic Conditions 5 Disparate Impact Analysis ……………………………………………………………………………………………………………………….6 Job Requirements Matrix – Sales Associates …………………………………………………………………………………………..6 Figure 2 - Sales Talent Performance Matrix …………………………………………………………………………………………… 6 Sales Associate KSAOs …………………………………………………………………………………………………………………………... 7 Table - Education ………………………………………………………………………………………………………………………………….. 9 Table - Work Values ………………………………………………………………………………………………………………………………. 9 Job Requirements Matrix ………………………………………………………………………………………………………………………. 9 Job Rewards Matrix …………………………………………………………………………………………………………………………….. 11 Table - Work Activities ………………………………………………………………………………………………………………………... 12 Internal Labor Market …………………………………………………………………………………………………………………………. 16 Table - Transition Probability Matrix ………………………………………………………………………………………………...... 17 Table - Transition Probability Matrix Forecasting ………………………………………………………………………………... 17 Table - Employment Projections ………………………………………………………………………………………………………….. 17 Transition Analysis ………………………………………………………………………………………………………………………………. 18 Labor Market Findings …………………………………………………...
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...Final Project Strategic Staffing at Chern’s: A Case Study Case Study Requirements: The assignment is to be only handed in via Moodle.. All questions regarding the assignment must be asked in the forum on Moodle. You may work in teams of 4 maximum. You are required to complete the Team Member Evaluation. IMPORTANT: All submissions will be ran through a plagiarism checker. Your role is an external staffing consultant hired by Chern’s. Your job is to conduct a strategic analysis of how it staffs its sales associate positions. Your final product will require you to combine each of the assignments into a cohesive report, including a table of contents and any necessary appendices. Format your report as a professional product that you would give to the organization. You are expected to document all resources using APA styling. This assignment has been modified from the original: Phillips, J., & Gully, S. M. (2012). Strategic staffing. Upper Saddle River, N.J: Pearson Prentice Hall. Chern’s is decentralized, which means that your report will be distributed to many store managers, many of whom are unfamiliar with staffing terminology and jargon. Write your report so that they understand and adopt your recommendations ad are committed to implementing the changes you’ve suggested you might want to keep a copy of the final report to show potential employers the type of strategic staffing work you are capable of performing. Read the Case Study before going any further. You will...
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