Tanglewood Case 1

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There are thirteen strategic staffing decisions that should be identified and examined when developing a staffing plan. A change to any of these decisions can completely alter the entire staffing plan. Tanglewood department stores are a unique brand based upon how operations are handled, especially in relation to human resources and staffing. With the rate of Tanglewood’s expansion it is critically important to align all human resources policies and practices, especially those on staffing.

Acquire and Develop Talent-Most operations use a “pure staffing strategy” which basically means focusing on quality and not quantity. Tanglewood should not adopt this strategy at this time. With the acquisition of stores, the focus should be on training and development to have a uniformed style of employee. This means that when staffing plans are developed they should look for candidates who are willing to learn about the company, the customers and develop skills to meet the requirements of the company. This does not mean we won’t be diverse in the hiring process but it does mean that meeting the minimum qualifications is not enough. Lag or Lead System -Tanglewood should implement and operate with the lead system. Tanglewood has no option here as people have already been acquired from the previous mergers. External or Internal Hiring-For corporate and management positions it is recommend that Tanglewood use internal hiring. This allows new managers to use their tanglewood experience to their advantage in their new role. This also works well due to our acquisitions because there may be operating procedures by the individual stores that would be beneficial to the entire company. For entry level positions, it will be necessary to hire externally. Core of flexible workforce-With the industry being retail, there will be a need to have both core and flexible workers. Core workers provided stability and help keep training costs down while for seasonal purposes flexible...
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