To: Donald Penchiala, the Director of Staffing Services
RE: Tanglewood Retail Case
January 18, 2012
Every organization in the global economy has to develop a strong staffing strategy if they wish to remain competitive and be successful. Tanglewood Retail Stores is one of the largest retailers among 12 regions locally and oversees. After examining the report that you provided me, I have analyzed the staffing strategy and would like to provide you with my recommendations.
Acquire or Develop Talent:
After reviewing the Tanglewood Case along with exhibit 1.7 in Part One of our text Strategic Staffing, I feel the staffing levels and quality listed and the need for developing talent and exceptional workforce that Tanglewood currently has is one of its greatest assets and will play into a key staffing strategy. Tanglewood has differentiated itself from its competition in its development of an organizational culture that provides employees with a level of expertise that far exceeds its competition.
Looking at any successful organization you will notice that their internal culture is a key factor in its ability to meet organizational goals. It is clear that Tanglewood has a family/team oriented environment. For instance, people from the same region as the store will have better knowledge of its clientele and are a better fit because they know the culture of the environment and live in the same atmosphere as their workplace. With that being said I think it is essential that you develop the talent that you have within your organization.
Hire Yourself or Outsource:
I believe it is essential for an organization such as this to conduct the hiring process, since who knows your business better than you do. Your level of expertise and identification with the organizational mission and culture make you the optimal candidate for recruitment of new talent. However, if you feel that you require a broader perspective unfettered by the conventionality of your ideals, you might consider utilizing and outsourcing service which has many advantages, especially in conjunction with equal-opportunity laws.
External or Internal Hiring:
For an organization such as this that prides itself on its values and teamwork I feel like hiring from within has its greatest benefits. This will cultivate a strong and stable workforce. Your employees will find and intrinsic reward in staying with the organization because they know there is greater possibility of them being promoted within the organization. However, I say it is sometimes necessary to acquire external talent when an organization is rapidly growing. These external hiring positions can be to fill entry level positions within the organization.
Core or Flexible Workforce:
You want to develop an atmosphere that makes your employees feel like they are a part of the organizations regular employees. These individuals will take greater ownership in their productivity and the alignment of organization goals. In the event that you are in peak seasons that require a flexible workforce then you will define these employees as seasonal. These employees are as-needed and are hired on a just-in-time basis such as during holidays to relieve the core workforce of strain brought on by increased demand.
Hire or Retain:
A growing organization always wants to keep the door open to new talent, but as I mentioned previously by creating an atmosphere that insures employees that they will have job enrichment will increase retention. Retention strategies should be employed at the very core of organizational goals. An organization with a high turnover rate is viewed as fickle and unstable and will turn away potential new hires along with poison the current workforce.
National or Global:
For an organization such as this outsourcing nationally is the best fit and will increase product awareness as well as loyalty. People associate with organizations that take in products developed on their home turf. People take great pride knowing a product was develop in there so-to-say “back yard.”
Attract or Relocate:
You want to be viewed as an organization that is attractive to potential employees or vendors. By creating an atmosphere that has strong character and adheres closely to the organizational mission and goals you increase your likelihood of highly skilled individuals and other organizations setting up shop in your vicinity.
Overstaff or Understaff:
The individual stores should rely heavily on overstaffing, as lower level retail positions are projected to result in high turnover. Overstaffing will create room for error and also give stores more of a chance of finding employees to promote through succession planning. Also, Tanglewood stores can use this increase in labor to implement flexible hours. This leads to increased employee satisfaction which in turn creates more employee productivity and commitment to the business. Time and focused planning will make feasible goal to narrow representation gaps while reaching organizational goals
Short- or Long-Term Focus
An organization should always seeks to optimize its goals for a long-term gain, however it is often required that an organization anticipate both short- and long-term goals. Organizations that prepare in advance for future gains or losses can remain competitive with minor glitches.
Person/Job or Person/Organization Match
This concept is dichotomous in that it is necessary in some cases to seek either or. In the person/job match scenario, these individuals have a specified set of tasks that are generally well defined, where their expertise is best aligned. In the person/organization match, an organization definitely wants to make sure the human capital fits the company culture or turnover is imminent.
Specific or General KSAOs
I believe Tanglewood should a good mix of both types of employees. I believe the management should possess both qualities, and those individuals in position specific to what they have been hired on to fulfill will have to have specified KSAOs, but should always be open to General KSAOs. A growing organization should seek to acquire talent that has a general knowledge of all of its business functions. There are those individuals who have Exceptional Expertise and others with Acceptable Expertise. However, Tanglewood should seek to develop all of its talent so that they are all exceptional.
Active or Passive Diversity:
Individual stores can respond to Tanglewood’s overarching objectives through planning and goal setting. Each store will receive a location-specific gap analysis in order to determine where human capital is lacking. To achieve demographic goals for each location, it is imperative to plan for active diversity. This will consist of making preferences for women and minority candidates if they are as equally qualified as Caucasian male applicants. These positions should be posted using media that is easily accessible for women and minorities.