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

RECRUITMENT &RECRUITMENT &
SELECTIONSELECTION
Group Assignment
(CASE ONE: TANGLEWOOD STORES AND(CASE ONE: TANGLEWOOD STORES AND
STAFFING STRATEGY)STAFFING STRATEGY)

Contents
 Introduction
 Staffing levelsStaffing levels
 Staffing QualityStaffing Quality
 RecommendationRecommendation
CASE 1: TANGLEWOOD STORES AND STAFFING STRATEGYCASE 1: TANGLEWOOD STORES AND STAFFING STRATEGY

Introduction
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

Introduction
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.

Tanglewood’s Operating Environment
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.

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

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

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.

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

Organizational Structure (cont’d)

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)

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.

Because of the team spirit, upper managers get to
mark / identify potential staff for promotion.

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.

Human Resource at Tanglewood

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

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.

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

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
8. Overstaff or Understaff
9. Short or Long-Term Focus

Staffing Levels: 1. Acquire or Develop Talent
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.

Staffing Levels: 2. Hire Yourself or Outsource
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.

Staffing Levels: 3. External or Internal Hiring
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.

Staffing Levels: 4. Core or Flexible Workforce
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.

Staffing Levels: 5. Hire or Retain
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.

Staffing Levels: 6. National or Global
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.

Staffing Levels: 7. Attract or Relocate
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.

Staffing Levels: 8. Overstaff or Understaff
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.

Staffing Levels: 9. Short or Long-Term Focus
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.

Staffing Quality
1. Person/Job or Person/Organization Match
2. Specific or General KSAOs
3. Exceptionak or Acceptable Workforce Quality
4. Active or Passive Diversity

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:
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

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:

Staffing Quality: 2. Specific or General KSAOs
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.

Staffing Quality:
3. Exceptional or Acceptable Workforce Quality
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.

Staffing Quality: 4. Active or Passive Diversity
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

Recommendation/Conclusion
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.

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

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