Recruiting Tanglewood Stores
Tanglewood Recruiting
Tanglewood Recruiting Strategies
Based on the historical recruiting methods the Tanglewood stores have a couple of key issues associated with the hiring of new employees in order to provide the customer service and run their organization in a profitable manner. The corporate executives need to establish an employment brand message, and also allow the regional managers to utilize the methods of recruitment and management styles they believe work best in their geographic area (Inman, C., & Muller, C. 1996)
First from a management prospective, there is not a unity of effort across the four regions as far as the hiring process is concerned. There are three unique main lines of effort between the four locations. The managers of these regions should be given a certain amount of freedom to lead their divisions, guidance and standards should be provided from the corporate management of the organization (Inman, C., & Muller, C. 1996). This will help the organization adjust to a changing technology while providing custom appeal to potential employees from each region. This will help develop an employment brand message with the public and encourage overall appeal to the company.
This employment brand should be the focus of the corporate level managers. It is beneficial to the organization, to give the regional managers the latitude to administer their hiring strategy the way they see fit. Although the cost of hiring an organization to locate and recruit talent for the region at five times the cost of three of the other methods of recruitment, if that is what it takes to hire individuals in that region the manager should be given the authority to utilize that method.
The establishment of an employment brand message at the corporate level, which is especially important to the specialization of the Tanglewood stores in outdoor equipment, may reduce turnover among employees. The extensive turnover needs to be addressed at the regional
Tanglewood Recruiting Strategies
Based on the historical recruiting methods the Tanglewood stores have a couple of key issues associated with the hiring of new employees in order to provide the customer service and run their organization in a profitable manner. The corporate executives need to establish an employment brand message, and also allow the regional managers to utilize the methods of recruitment and management styles they believe work best in their geographic area (Inman, C., & Muller, C. 1996)
First from a management prospective, there is not a unity of effort across the four regions as far as the hiring process is concerned. There are three unique main lines of effort between the four locations. The managers of these regions should be given a certain amount of freedom to lead their divisions, guidance and standards should be provided from the corporate management of the organization (Inman, C., & Muller, C. 1996). This will help the organization adjust to a changing technology while providing custom appeal to potential employees from each region. This will help develop an employment brand message with the public and encourage overall appeal to the company.
This employment brand should be the focus of the corporate level managers. It is beneficial to the organization, to give the regional managers the latitude to administer their hiring strategy the way they see fit. Although the cost of hiring an organization to locate and recruit talent for the region at five times the cost of three of the other methods of recruitment, if that is what it takes to hire individuals in that region the manager should be given the authority to utilize that method.
The establishment of an employment brand message at the corporate level, which is especially important to the specialization of the Tanglewood stores in outdoor equipment, may reduce turnover among employees. The extensive turnover needs to be addressed at the regional
References: Inman, C., & Muller, C. (1996, June). Characteristics and behavior of top chain-restaurant CEOs. Cornell Hotel & Restaurant Administration Quarterly, 37(3), 64+. Retrieved from: http://go.galegroup.com/ps/i.do?id=GALE%7CA18507683&v=2.1&u=cfsc_remote&it=r&p=AONE&sw=w Naeem Tariq, M., Ramzan, M., & Riaz, A. (2013). THE IMPACT OF EMPLOYEE TURNOVER ON THE EFFICIENCY OF THE ORGANIZTION. Interdisciplinary Journal Of Contemporary Research In Business, 4(9), 700-711. Puccinelli, N. M., Andrzejewski, S. A., Markos, E., Noga, T., & Motyka, S. (2013). The value of knowing what customers really want: The impact of salesperson ability to read non-verbal cues of affect on service quality. Journal Of Marketing Management, 29(3/4), 356-373. doi:10.1080/0267257X.2013.766631