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:
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Tanglewood Casebook-Case 2 Planning I recently evaluated the store, Tanglewood, for an analysis of the Markov and EEO investigation. I conducted a report to address my suggestions for the store manager group when it comes to the employees. It is expected that the forecast for labor requirements will remain the same for the next year. By obtaining the information on the forecast, Tanglewood may have difficulties filling the vacancies. The reasoning of the difficulties are that the environment
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Potential peers Budget: $2,000 - $6,000 Targets Promotion from within 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
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Developing talent is developing the skills of the employees that are already part of the organization in order to save money and benefit the growth of an organization. There 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
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Heather R. Zobel Personal Selection and Evaluation Tanglewood Case Study 1 January 22, 2011 Charles Dull, PhD TABLE OF CONTENTS I. Introduction A. Staffing Levels 1. Acquire or Develop Talent 2. Hire Yourself or Outsource 3. External or Internal Hiring 4. Core or Flexible Workforce 5. Hire or Retain 6. National or Global 7. Attract or Relocate B. Staffing Quality 1. Exceptional or Acceptable Workforce Quality III. References IV. Conclusion INTRODUCTION
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1/16/2011 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
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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
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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
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PART 1 The Nature of Staffing Chapter One Staffing Models and Strategy The Staffing Organizations Model Organization Missions Goals and Objectives Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Support Activities Legal compliance Measurement Job analysis and rewards Core Staffing Activities Recruitment: external, internal Selection: planning, external, internal Employment: decision making, final match Staffing System and Retention Management CHAPTER
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