...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 they feel “individuals who are promoted from within the organization to the department manager level are typically viewed by other employees as very qualified and integrated into the corporate culture and mission of Tanglewood (41).” Tanglewood has to work on the view seeing external employees as outsiders to the organization, transition them and incorporate them into the values, mission and culture of the company. With the proper KSAO’s already in place, Tanglewood need to standardized its staffing process so that each store follow the same procedures for hiring individuals within and into the organization. Department managers must possess good communication skills and have some form of people skills. They need initiative, self-discipline, good judgment, and decisiveness. Patience and a conciliatory temperament are necessary when dealing with demanding customers. Managers also must be able to motivate, organize, and direct the work of their employees. Most importantly, the department...
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...University Assignment 1-5 Reviewing the Tanglewoods staffing practices I have found that there is little disparity involved at the entry levels. Furthermore, it is shown that of all applicants applying for all job positions had very minute disparity in the company’s hiring characteristics. Each of the three groups (white, non-white, and African American) had a selection rate of 21%. With the statistical evidence of Tanglewoods staffing practices, there is no evidence to show that the company’s hiring practices point to disparate impact discrimination using the 4/5th ratio. However, the statistical evidence does point to disparate impact discrimination once you take the number of hires beyond the entry level position. The first notable statistical evidence points towards the company’s preference to hire within its own organization. The selection rates of those applying for positions that are currently employed by the company’s doubles in selection rate for those applying from outside the organization. This evidence in itself is in line with fair hiring practices as the selection rate within tolerable differences. However, the selection rate of African Americans beyond the level of shift leader is unacceptable. Of the 81 African American applicants for upper management positions, only seven were hired. However, the disparity of minority hires as a whole is actually closely equal to those of the majority group (whites). Tanglewood has shown a significant bias to promote within...
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...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 top...
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...agency 6. Job fairs Staff members involved: Corporate HR recruiting manager Regional manager Budget: Around $12250 for each region2. Describe the relative advantages of open versus targeted recruiting for Tanglewood . In open recruitment, companies do not segment the labour market on the basis of KSAOs.All those who apply for the post are considered as qualified. The advantage is that this process is fair as all get the opportunity to apply. Moreover, it is useful when there is largenumber of employees. On the basis of this, media and referrals can be considered as the openrecruitment as in both of them, a large number of employees can apply. In referral, a personrecommended can be emplyeed without testing for his KSAOs. Also, kiosks fall in thiscategory as the organization itself is not segmenting the candidates. Kiosks provideopportunities for applicants to watch short videos at the entrance explaining what the jobentails.In targeted recruitment, the organization identifies the qualified candidates. Under this, state job services can fall. The employment service is provided with a set of qualificationsrequired for work, and the employment services agency assists in providing initial screeningand hiring recommendations. 3 . Evaluate data related to Tanglewood¶s historical...
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...Tanglewood’s focus on reducing turnover makes sense for three key reasons: It is costly to us. It is affecting the performance of our organization. It may become increasingly difficult for us to manage as the availability of skilled employee’s decreases in the future. Tanglewood is struggling to come up with a generous plan to retain employees. Based off the responses given during the exit interviews, our company can come up with a way to produce a better retention plan. Immediate changes need to be taken with, but not limited to: • Implementing a better manager training program and not doing away with it • Brainstorming a creative plan to retain managers • Employee satisfaction survey should be done every six months instead of every year (given the high retention rate, otherwise I would stick with a yearly survey) • The four major topics within the survey should contain more than one or two questions in regards to each topic • Exit interview questions should be semi-structured We need to take the time to invest in our staff through career paths, opportunities, training and hiring which will save the company in the end by keeping the best employees. By having a positive work environment, where employees feel appreciated, our employees would feel encouraged to work harder, benefiting both themselves and the company. RED FLAGS Superior Alternatives: Better Salary elsewhere, Company Competitors, Additional benefits other than 401K Dissatisfaction with Organization...
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...The Boston University Tanglewood Institute (BUTI) is recognized internationally as the premiere summer training program for aspiring high school-age musicians and is the only program of its kind associated with one of the world’s great symphony orchestras. Under the guidance of distinguished professionals and in the presence of the Boston Symphony Orchestra (BSO), young people devote themselves to an artistic experience without parallel. The high artistic standards, rich culture of learning, and diverse programs make BUTI a unique opportunity for young artists, a starting point on the path to a future in classical music. While they differ in content and length, all BUTI programs share a common element: excellence. From the moment students step onto the grounds, they are immersed in fine music making. Tanglewood is a magical blend of the formal and informal, of joy and hard work. No one who spends a summer at Tanglewood leaves untouched by the experience. Lkdjfsagggggsfjkfgddskl;gdsfl;dfgorofkfvoidkdlfcodklvoskjcflkfkfkgkiedjfjkgsksljkadlfjlajadflajlfaldjdafljasfljflajflajdljfaldjflajfdlajfldjflajflajfladjflkajflkadjflajflkajflsakdfjlkjdflajflklajkdflakfjlkadfjlkasfjldfjajfjafjalkjfldkafjlafdkjlajadjfajfjafjafjfjafjaldfjldskfjasfdkjadfjfjlkkkdoeoidkfkfjgldloekgkjfkgkdklfldldldl The Boston University Tanglewood Institute (BUTI) is recognized internationally as the premiere summer training program for aspiring high school-age musicians and is the only program of its kind associated...
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...1. What are the sales objectives for the new sales representatives? The sales objectives of the new sales representative of United Fleet Service would be to attract new contacts through effective customer service and maintaining customer relationship with present and new customers. The new sales representative will improve sales coverage of current customers with excellence communication skills. It is important that customers will to have a personal relationship with the sales representative. The customer must be able to trust that the new sales representative has understood their requests as well as provide them with professional recommendations. The new sales representative will also develop a cold-calling technique to improve potential sales and follow up on referrals. The new sales representative will research potential clients by utilizing online research. 2.What role will the compensation design play in motivating the new sales representative? The compensation design will motivate the new sales representative to meet and exceed their objectives and provide them with the opportunity of increasing their profits. 3. What kind of sales incentive plan do you recommend? Why? United Fleet Service will recommend the salary-plus-commission plan. The new sales representative will be guaranteed a base salary but also earn an indeterminate amount of commission based on the quantity of sales made. This method will motivate the new sales representative to perform highly by exceeding...
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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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...Upon performing the environmental scan, it has been determined that Tanglewood might have a problem filling their vacancies in the future for a variety of reasons. With regards to matrix, there are available candidates who are ready to fill managerial positions. However, the hiring policies at tanglewood require employees to start out as store associates and work their way up in the organization if they choose to do so and if the store needs these positions filled. They also strive to hire an exceptional workforce. One way they may want to go about hiring An exceptional workforce may be to hire motivated, intelligent college graduates. However, according the matrix scan, it has been found that recent college graduates do not necessarily want to start at the bottom of an organization as a store associate in order to work their way up to a higher position. Additionally, the retail industry holds a negative and partially accurate image of providing low pay, Requiring long hours, and of their being frequent conflicts with lower-level employees. According to the forecast of labor requirements found in Table 1.1, next year Tanglewood will need 4,845 store associates, 42 shift leaders, 105 department managers, 21 assistant managers, and 5 store managers. As a result of both figures and the hiring policy at tanglewood of hiring internally and thus starting every employee at the lowest position, the need to hire store associates...
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...State Job Service * Utilize employees for referrals and continue to offer incentives to motivate internal employees Staff members involved: * Vice President of Human Resources * Human Resources Recruiting Manager * Department Managers * Shift Leaders * Direct Reports Budget: $2,000-6000 2. Tanglewood possesses a 50% turnover rate therefore open recruitment works to the advantage of managers. Human resources provide a pool of candidates to interview allowing managers the opportunity to determine employees that will be a great fit for the department. Also considering the company possesses such high turn over rate more individuals need to be interviewed to ensure great applicants are hired increasing retainment and reducing the turnover rate, as Tanglewood would like to remain reputable within the customer service realm. Also considering there are no set qualifications to work as a Sales Associate open recruitment would be the best recruiting method. 3. After reviewing the data presented in Appendix B it looks as if all regions utilize media, referrals, and provides the kiosk for applicants to visit Tanglewood onsite completing their application. The only region offering all four...
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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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...Oregon Timeline: Ongoing Activities to undertake to source well-qualified candidates: 1. Local Newspaper advertising 2. Request company referrals 3. Use of kiosks 4. Contact staffing agencies and service-job agencies Staff members involved: HR recruiting manager, Shift Leader, Department Manager Budget: $3,000-$6000 2. Describe the relative advantages of open versus targeted recruiting for Tanglewood. In open recruitment, companies don’t focus their recruitment based on the usage of KSAOs. One reason for open recruitment would be because specific qualifications are not needed for the fulfillment of the sales associate position. All those who apply for the post are considered as qualified. The main advantage of this type of recruiting, is that this process is fair/equal, as all get the opportunity to apply. Moreover, it is useful when there is large number of employees. 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. Media and referrals can be considered as open recruitment with both methods, a large number of employees can apply. With referrals, a person recommended can be employed without testing for his KSAOs. Kiosks also fall in this category as the organization itself is not screening the candidates. Kiosks provide opportunities...
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...Team #2 Professor Eisner Team Case Analysis 11/16/10 Article N3/1: “Management Women and the New Facts of Life” Introduction: The main points of this article include the details of employing men versus women regarding cost of maternity and the two career paths that women are faced with; career-primary and career-family women. Key problem or opportunity related to managing gender at work in case: A key problem consists of the difficulties of establishing which women are career-primary or career-family at the beginning of their careers and how to make adjustments to suit the inevitable percent of women that have children. Key situational factor causing problem/opportunity: A key factor causing this problem is the need for talented women is the workplace today; there are simply not enough accomplished men to fill positions that require education within organizations today. It can be difficult to retain productive women that decide to have children, if accommodations are not made to keep women involved in the organization through the maternity process, companies will face difficulties filling the necessary positions. Recommended action management can take to solve problem/opportunity: Management needs to acknowledge the reality of maternity and the need for educated women in order to implement a process of measuring productivity instead of hours. Management can make improvements by providing more flexibility, training and education, and making sure men are...
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...Tanglewood Case 1 HR594: Staffing Strategic Instructor: Travis Deur November 6, 2011 Tanglewood Tanglewood is a chain of retail of stores that sells clothing, appliances, electronic and home accents. Tanglewood was originally founded in 1975 by Tanner Emerson and Thurston Wood. The original store opened in Spokane Washington and the named was TannerWood. TannerWood also sold outdoor clothing and equipment that Tanner and Thurston had designed themselves. According to the text “Tanner and Thurston financed their early store plans with credit cards and personal loans from friends and family. They had little money and put every penny they made back into the stores The first store was very successful due to the unique merchandise making them successful quite rapidly, which lead them to expand and add several more stores during the late 1970’s. Emerson and Wood rename their store chain Tanglewood in 1984. Tanglewood has a total of 243 stores in Washington, Oregon, Northern California, Idaho, Montana, Wyoming, Colorado, Utah, Nevada, New Mexico, and Arizona. The business strategy and goals of Tanglewood is to find a specific niche that’s similar to Kohl’s and Target that would target to the middle and upper-income market at reasonable prices. Tanglewood also focuses on stocking quality products, providing customer service, and a more designer appearance than discount stores. This strategy is further supplemented by the company’s trademark “look” which involves an outdoors...
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...| Karen Mueller | 1/30/2011 | I. Table of Contents I. Table of Contents 2 II. Introduction 2 IV. Best Targets for Recruitment 4 V. Data Tables and Summary 6 VI. Recruiting Policy for Northern Oregon 9 VII. Measures for Employee Performance 9 VIII. Recruiting Messages 10 IX. Conclusion 12 X. References 13 II. Introduction Like other retailer organizations, Tanglewood experiences a constant need for new employees due to the rate of turnover, and therefore recruiting efforts remain high. Tanglewood’s recruiting methods are different and diverse in each of their regions they serve, and by evaluating these methods we can enhance and conceivably uniting the operations of this company. Some improvements will come from creating target demographics, some will come from looking into the methods of recruitment, and some will come by addressing issues brought forth by those already employed with the company. By reviewing the recruiting methods used by Tanglewood, we will devise a recruitment guide for Tanglewood to adhere to that will be functional which will than allow Tanglewood to develop recruiting services which reflect their unique organizational culture. III. Recruitment Guide for Sore Associates Position: Store Associate Report to: Department Managers and/or Shift Manager Qualifications: All will be considered Relevant labor market: Pacific Northwest Costal Region, more specifically Washington and Oregon Timeline:...
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