Your SlideShare is downloading. ×
0
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Tanglewood case.study.chapter.1-power.point
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Tanglewood case.study.chapter.1-power.point

16,010

Published on

The same can be found in Ms word

The same can be found in Ms word

Published in: Business, Technology
2 Comments
2 Likes
Statistics
Notes
  • A fairly good analaysis,in the era of globalization it is prudent that a orginization like Tangle wood Stores look into active diversity.nevertheless a good piece of work.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • please upload all tanglewood chapters!!
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Views
Total Views
16,010
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
253
Comments
2
Likes
2
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. RECRUITMENT &RECRUITMENT & SELECTIONSELECTION Group Assignment (CASE ONE: TANGLEWOOD STORES AND(CASE ONE: TANGLEWOOD STORES AND STAFFING STRATEGY)STAFFING STRATEGY)
  • 2. Contents  Introduction  Staffing levelsStaffing levels  Staffing QualityStaffing Quality  RecommendationRecommendation CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY
  • 3. Introduction CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Tanglewood was originally founded in 1975 by two entrepreneurs and theyby two entrepreneurs and they areare Tanner Emerson & Thurston WoodsTanner Emerson & Thurston Woods.. InitiallyInitially •They were called originally asThey were called originally as TannerwoodTannerwood with onlywith only one storeone store thatthat soldsold outdoor clothing and equipmentoutdoor clothing and equipment that they themselves designedthat they themselves designed
  • 4. Introduction CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 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 STRATEGYCASE 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 STRATEGYCASE 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 after Kohl. High ROR indicates that there are fewer expenses incurred for higher net income. (ROI) - shows a healthy figure. Though in a safe zone, Tanglewood must be concerned of direct and close competition of several companies like KoStoreshl’s, Federated Dept and Target. Moderately sized organization with a strong potential growth
  • 7. Tanglewood’s Operating Environment CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Competitive Response and Strategy Tanglewood appeals to the middle and upper income group of consumers who look for convenient and reasonable prices Focus on quality with designer looks / appearance Another distinctness of Tanglewood is the outdoor theme in terms of the colour and wood deco. The company also has created their own brand merchandise. Though subcontractors make the products, Emerson and Woods take personal responsibility over the quality to ensure products delivered are as promised
  • 8. Tanglewood’s Operating Environment CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Competitive Response and Strategy Tanglewood has its own web portal that guides customers to search what product they require with its current matching price. Save the trouble for customers.
  • 9. Tanglewood’s Operating Environment CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Organizational Structure Tanglewood practices the culture of transparency throughout the organization. Employees at every level are allowed to make suggestions. Employees are an asset to the company. Tanglewood does not prefer temporary workers; High staff turnover rates; Cheap labour; A good core work force is essential for success
  • 10. Tanglewood’s Operating Environment CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Organizational Structure (cont’d)
  • 11. Tanglewood’s Operating Environment CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Organizational Culture and Values Associates who make suggestions and if it is successfully implemented will receive financial bonus. Dept managers also receive financial benefits for successfully carrying forward these ideas into implementation Each shift is run as a team. Everyone helps each other. Everyone in the team share the same knowledge. Team spirit is weighed as part of performance (or KPI)
  • 12. Tanglewood’s Operating Environment CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Organizational Culture and Values From the very start, Tanglewood emphasises on employee participation and team work. Each dept manager can formulate their own work methods with their employees when running their department. There is still a well-defined job specifications for employees but staff are also involved in decision process. Company reveals company activity, share prices and profits for each quarter. Mandatory weekly meetings to allow employees to voice out dissatisfaction.
  • 13. Tanglewood’s Operating Environment CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Organizational Culture and Values Because of the team spirit, upper managers get to mark / identify potential staff for promotion.
  • 14. Tanglewood’s Operating Environment CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Human Resource There are two components in Human Resource – corporate and store level. Corporate: – data analysis and design policies / programs -Data on recruiting methods, interviewing, testing, selecting etc. -The analyses will be provided to the store.
  • 15. Tanglewood’s Operating Environment CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Human Resource at Tanglewood
  • 16. Tanglewood’s Operating Environment CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Human Resource Store : -Responsible for implementing recommendations given by the Corporate. Manager of human resource and operations responsible to plan, recruit and do screening (filter). -Department managers interview the finalist / filtered candidates then hire by consulting assistant store managers. Promotions are made within the stores. Regional Managers conduct the hiring of store managers and work with store managers to promote people below store managers
  • 17. Tanglewood’s Operating Environment CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Case Study The company now wants to expand but the concern is to continue ensuring that human capital is used in the best way along with the philosophy of the company. The company needs a central planning body in staffing. At the moment 20 regional managers handle human resource practices differently. Emerson and Woods have hired Donald Penchiala, Staffing Service Director and Marilyn Anchley, VP of Human Resource to centralize and improve the current system.
  • 18. Tanglewood’s Operating Environment CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Human Resource We as an external consultant to staffing services will give advice as to which staffing levels and quality best suit Tanglewood based on Exhibit 1.7
  • 19. Staffing Levels CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY 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 8. Overstaff or Understaff 9. Short or Long-Term Focus
  • 20. Staffing Levels: 1. Acquire or Develop Talent CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY From the case that there is an inconsistency in management styles between the original stores and the newly acquired stores. Acquisition Strategy:Acquisition Strategy: It assures that the newly acquired stores start on the right path without resentment or employees, particularly managers who resist. Develop Talent Strategy:Develop Talent Strategy: For existing stores, This approach could be beneficial to maintain a productive workforce and Tanglewood wants its employees to be self sufficient and think like managers.
  • 21. Staffing Levels: 2. Hire Yourself or Outsource CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY This is a unique and tricky decision for any company. In our opinion, we will not encourage out source consultants because of their lacking in the actual experience of that region. This may lead to more disadvantages of the company process decision such as lack of knowledge to the hr function and consultant is not fully aware of their strengths or weaknesses of the internal region director. However, there are several advantages for hiring an out source such as giving a new plan or idea, a new technique and a new opinion to improve certain things at Tanglewood hr department.
  • 22. Staffing Levels: 3. External or Internal Hiring CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY For upper level management positions, Tanglewood should hire internally because of the people culture and value from each region; this is due to the similarity between the employee and their society. For entry level positions they should obviously hire externally.
  • 23. Staffing Levels: 4. Core or Flexible Workforce CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY In our opinion, Tanglewood should focus on Core Workforce during the selection of employees. This business is based on a “team” philosophy that will be easily accomplished through core workforce. It will be difficult to maintain a cohesive employee and company culture with flexible employees throughout the year as opposed to full and part time employees working year around.
  • 24. Staffing Levels: 5. Hire or Retain CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY In our opinion, Tanglewood should focus on retaining their employees and develop their talent and skills instead hiring new ones. If they plan to follow an internal hiring strategy and maintain a core workforce as per our suggestion, then they must focus on retaining these employees. It would be difficult to maintain a consistent company culture if they have high turnover rate of employees.
  • 25. Staffing Levels: 6. National or Global CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Tanglewood like other stores has the same tools, clothing, equipment, electronics and much more. These retailers have to be engage in both overseas out-sourcing and off-shoring by hiring high tech and talented, sufficient employees to deal with this globally and locally that will help Tanglewood reach and exceed competitive levels among others.
  • 26. Staffing Levels: 7. Attract or Relocate CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Tanglewood retailers, have to establish locations closer to their distributors, this is because Tanglewood has 12 geographic regions and 20 stores per region. This mean the regional managers have little experience on how human resource runs throughout the 20 stores. Tanglewood needs external and internal training for these managers and continuously update them with new policies and guidelines, to keep Tanglewood with the other competitors. Another way to attract employees to Tanglewood is there high education quality that is expected of them when applying. This will lead to our last factor of quantity exhibit the short or long term focus.
  • 27. Staffing Levels: 8. Overstaff or Understaff CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY In our opinion, Tanglewood Company is overstaffed. Even though, Tanglewood managers are more cooperative with all its employees’ suggestions regarding the company’s operations but still it needs to decrease. We really think that by decreasing the number of employees and increasing the responsibility staffing, training in each department will make the work atmosphere stronger and job performance will be done in a shorter time and also saving money for the company.
  • 28. Staffing Levels: 9. Short or Long-Term Focus CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Setting a goal is easy for a company, however, balancing and how to achieve that goal is challenging. The human resource functions for Tanglewood among the regions has less experience because they are not connecting with each other very well. The short focus plan has to improve the human resource function and develop and increase the knowledge of their department. This will lead to the long term focus that will help them understand how to reach their long term focus. Most talent management program is focusing on a long term focus and this is the only way human resource can be successful in Tanglewood.
  • 29. Staffing Quality CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY 1. Person/Job or Person/Organization Match 2. Specific or General KSAOs 3. Exceptionak or Acceptable Workforce Quality 4. Active or Passive Diversity
  • 30. Organization Ways of Matching: Fit with Organization, Group,Ways of Matching: Fit with Organization, Group, and Joband Job Group Culture and values Reward systems Authority/decision making Job Work preferences Personality Demography Task requirements Rewards for this job Authority for this job Staffing Quality: 1. Person/Job or Person/Organization Match Group Job Organization Group Job Culture and values Reward systems Authority/decision making Work preferences Personality Demography Task requirements Rewards for this job Authority for this job Organization Group Job
  • 31. Person /OrganizationPerson /Organization MatchMatch Organization Values New Job Duties Multiple Jobs Future Jobs Job Requirements Rewards Person KSAOs Motivation Match Impact Attraction Performance Retention Attendance Satisfaction Other Attraction Performance Retention Attendance Satisfaction Other HR Outcomes Staffing Quality: 1. Person/Job or Person/Organization Match
  • 32. Staffing Quality: 2. Specific or General KSAOs CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY We would go for the second choice more than the first. Staff that have a variety of knowledge and experience will serve best at this company. Tanglewood needs someone who can adapt to the agile requirement of the company and changing business world. As the company expands, many changes will take place. Someone who can fit both now and future will be perfect if the candidate has a general KSAOs.
  • 33. Staffing Quality: 3. Exceptional or Acceptable Workforce Quality CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY The first is the best choice for the organization. The employees are an asset for Tanglewood. The company cannot settle for cheap labour or average staff which could threaten the success of the company built over the years. Plus Tanglewood does not believe so much in a flexible workforce like temporary workers. Staff turnover is not so healthy for a company. Tanglewood should continue its culture of valuing its employees and ensuring core good workforce is always maintained over the years.
  • 34. Staffing Quality: 4. Active or Passive Diversity CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY A diverse workforce is good for today however the question is whether the workforce understands the local need of the place, the demand patterns, customer expectations and culture to name a few. We would recommend a passive workforce for Tanglewood to maintain the close relationship shared among employees ***Employment in US follows EEU my lecturer said so my answer isnt so correct for this case study. We could promote active diversity
  • 35. Recommendation/Conclusion CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY Since the aim of Tanglewood is now to expand, their management must understand KSAOs and motivation of its employees, how to attract, retain, perform and satisfy customers. We are giving recommendations, but the organization must be careful in the sudden change after many years through our consultation and centralization of decisions by Penchiala and Anchley. A strong workforce with skills, qualifications, education and knowledge and customer satisfaction / loyalty will surely lead Tanglewood to have the competitive advantage to stay ahead of its competitors and be a price / product leader.

Ă—