...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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...is a very important aspect of Tanglewood. All employees start out as store associates. Therefore, Tanglewood must attract the top talent at the store associate level so they can promote them to higher level positions. The best candidates for Tanglewood to target are high school seniors and college freshman. This is because then Tanglewood will be able to train and develop the talents which they wish these individuals to posses. This will also promote brand loyalty because the employees will feel a sense of loyalty to the company if the company has supported them as they received their education. Tanglewood currently uses five different types of recruitment strategies. The following paragraphs will discuss the different methods and who those methods are targeting. Tanglewood uses different media outlets to advertise their open positions. They use those outlets such as print, radio, and television coupled with individuals filling out a standardized job application. Tanglewood has also placed Kiosks in their store for candidates to fill out the standardized application. These media outlets and Kiosks are seen by a variety of different people in a variety of different locations. Tanglewood also uses referrals as a form of recruiting. Referrals are a more targeted approach to recruiting as opposed to media. Employees are cautious of their own personal reputation so they generally only refer those who have the adequate KSAO’s. This provides Tanglewood with a targeted approach to reach...
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...Develop Talent: The Tanglewood organization currently does not have a strong process in acquiring or developing new talent. From the case study we find that Tanglewood would like to focus on having a workforce of committed, qualified individuals who will continue the Tanglewood tradition; yet they have no solid recruiting process into place. The Tanglewood organization also has opportunity around their development process, understanding they want team members to feel valued and know that their opinions count, but just because a team member makes influential suggestions does not necessarily qualify them to be leaders. Though they have a lot of culture and tradition there are not in processes in place to help them acquire and develop the talent they are hoping to take the stores to the next level. A strong staffing strategy would focus on acquiring the right talent that can “hit the ground running.” When an organization has the ability to have a strong acquisition process the development will come easy for the team members. If the Tanglewood organization placed an acquisition process into place they could definitely see potential to expand and grow at the rate that they desire. Hire Yourself or Outsource: Tanglewood’s current hiring process is all done in house. Human Resource/ operations manager is responsible for planning, recruitment, and initial screening and department managers interview and hire candidates. It seems as though Tanglewood adheres to this concept...
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...Executive Summary Tanglewood Stores has to determine how to successfully fulfill its future staffing needs. The decentralization of various job functions has worked negatively for the company. Decentralization has caused the costs of job functions to increase because job functions have to be duplicated at various locations rather than having it at one central location. The HR strategy that will be implemented to achieve success will have a significant impact on the organization. A particular point of interest for any organization is whether to hire internally or externally. Internal hires have the advantage of having extensive prior knowledge about the organization. By comparison, external hires do not have as much knowledge about the organization but they can bring knowledge and skills that would otherwise be hard find elsewhere. Placing employees into management positions based on their level of loyalty to the company does not guarantee that the person chosen is the best candidate. Individual employee characteristics must be aligned with organizational goals and objectives. The organization needs to look at innovative methods to restructure itself, in particular its HR. Job fairs are a great way to reach a large audience face to face. Additionally, the competitive strategy of the company should be modified to deal with its competitors head on. Identification of the Problem Tanglewood is a chain of retail stores that feature items such as appliances, clothing, electronics...
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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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...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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...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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...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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...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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...Tanglewood Case – 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...
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...seems to be an inconsistency in management styles between the original Tanglewood stores and the newly purchased stores. The best way to find new talent will be to acquire it by hiring candidates that enjoy participating in teams. By acquiring new employees that already embody participation and teamwork, they will be able to “hit the ground running” and be at peak performance from the moment they arrive (Heneman II et. al. 2012). Hire Yourself or Outsource The decision of Hiring Yourself is pretty self-explanatory; it involves internal recruiters searching for candidates. Outsourcing, using outside organizations to recruit and select employees, is becoming a very popular form of acquiring new talent (Heneman II et. al. 2012). Since Tanglewood seems to be struggling with identifying candidates that fit the organization’s specific culture, an experienced outsourcing vendor would do much better. Tanglewood is a mid-sized company that is currently lacking an HR function; therefore they are the perfect candidate for outsourcing. With all of the new stores opening, Tanglewood may not be able to keep up with the labor shortages. Outsourcing vendors specialize in staffing and will be able to hire the employees needed for each new store in a short period of time. Lastly, outsourcing is the best choice because the vendor will be responsible for complying with EEOC requirements rather than Tanglewood having to maintain all of the procedures. External or Internal Hiring ...
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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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...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 State Job Service Staff members involved: HR Managers, Department managers and Shift leaders Budget: $2,000-6000 2. When looking at the desired results of hiring sales associates for Tanglewood I would have to say that the Open recruitment would be the best decision on the behalf of Tanglewood. The 50% turnover would cause the need for a higher pool of interviewed and qualified applicants; one reason for open recruitment would be because specific qualifications are not needed for the sales associate position opening that pool of applicants. . 3. The Western region of Washington is the only area presently using four methods of recruiting and the only one using job services. The higher costs associated with media almost doubles the cost of the other four and second would be the cost of kiosk recruiting, these two are not significantly cost effective to the organization in this region. The other two hiring practices in this region have higher retention levels and lower costs...
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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 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 a beneficial excerption protocol. The general process of interviewing is not seen as especially effective and the store managers agree that it is hard to differentiate the good from badness candidate. A selection procedure is not effective if it is used collectively throughout the store....
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