Tanglewood Case 1: Staffing Strategy
November 13, 2011
Acquire or Develop Talent- Since its inception in 1975 Tanglewood has focused on developing its talent rather than acquiring it. At this point it is this analysts opinion that Tanglewood instill this development plan to all its new acquisitions to retain its historical reputation for customized and personalized service from its staff. Lag or Lead System- In order to unify the new acquisitions to the original business strategy and mission of Tanglewood it is suggested that a Lead system be structured. Under this system, managers would be acquired from outside the company, trained in the core concepts and missions of Tanglewood and be charged with the business of management and operation of all branches. External or Internal Hiring- With the recent expansions and acquisitions, it would be suggested that Tanglewood maintain an Internal Hiring process. This serves two purposes. One is to create career opportunities and enable the company to harvest tangible human capital, the second is to create a loyal and attractive work environment. Both these elements hold strong to Tanglewoods traditional mission and commitments. Core or Flexible Workforce- In its attempt to create a cultivatable workforce, Tanglewood would benefit best by creating a core workforce that utilizes both full and part-time employees. At this time Tanglewood would lose a competitive edge to the cost of a the rotated training schedual of a flexible workforce because its products are specialized and its service customized. A key element to Tanglewoods success is its knowledgeable staff and this can be lost in a flexible uncommitted workforce. Hire or Retain- Again, Tanglewood should seek for retention in its employees because their knowledge is invaluable. National or Global- At this time, Tanglewood is reasonable at a National level. This region is reliable in its interest in...
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