• Tanglewood Case 1
    HRMG 5800: STAFFING AND SELECTION ASSIGNMENT #1 TANGLEWOOD CASE 1 I agree with Tanglewood’s decision to slow down and think about how further expansion will impact what they have already worked so hard to build, namely its culture. However, they need to figure this out quickly...
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  • Tanglewood Case 1
    Ana T Strategic Staffing- HR 594 January 14, 2012 Tanglewood Case 1 Introduction Tanglewood is a company in transition right now in regards to their staffing philosophy. In the following case, we will be examining the history of Tanglewood and the organizational direction that the...
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  • Tanglewood 3
    Tanglewood Case Study 3: Recruiting 1. Recruitment Guide for Store Associates Position: Store Associate Reports to: Shift Leaders, Department Managers, Store Manager, and Regional Manager Qualifications: All are welcome to apply *Having a basic knowledge of retail and customer service...
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  • Tanglewood
    Individual Project - Tanglewood Case Study: Each student will write a staffing organization model. This project permits students to apply concepts from the first 6 weeks of class. Although the project is not due until the last week of class, students must submit a 1 page summary of their plan...
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  • Tanglewood Case Two
    Tanglewood Case 2 Strategic Staffing (HR 594) Summer Session B comronf@gmail.com TANGLEWOOD CASE TWO ATT: Daryl Perrone After analyzing the data and performing an environmental scan it is clear that the demographics of Spokane, Washington will present you will problems filling vacancies...
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  • Tanglewood Case 5
    Stephanie Smalls MGT 210 Tanglewood Case #5 1a. Yes, the evidence does prove that disparate impact discrimination is present. Historical Hiring and Promotion Data: Applicant Flows Occupational category Total White* Total Non-White African- American* Store Associates External...
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  • Tanglewood
    Tanglewood Case Ass 3 Tanglewood Case – Assignment #3 Brenda Baker HR594 11-20-10 The way thatTanglewood’s recruiting methods are very different in each of their regions. By assessing these methods from the various and different ways that each of the regions hire and train we have a good...
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  • Case 1
    Tanglewood Case One ​The strategy that would best suite Tanglewood would be to acquire new talent. These types of employees would not need training, or they would need very little training. There is a different management style between Tanglewood’s original stores and the new stores. “A pure...
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  • Tanglewood Case 3 - Recruiting Mehtods
    case study, Tanglewood has a well-designed recruitment structure. References Charnov, B. (22). Message processing in realistic recruitment practices. Retrieved February 22, 2010, from http://www.allbusiness.com/human-resources/workforce-management-hiring/682299-1.html...
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  • Tanglewood
    are suggested recruiting methods for Tanglewood. 2. Open versus Targeted Recruitment With the open recruitment approach, organizations cast a wide net to identify potential applicants for specific job openings. Very little effort is made in searching the labor market to find applicants with...
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  • Tanglewood Case 3
    Tanglewood Case 3 Karrie McHugh karriemchugh@msn.com Keller Graduate School of Management Eric Simmerman 7/30/2011 HR594- Strategic Staffing Recruiting Like most retailers, Tanglewood experiences a fairly stable turnover rate keeping the recruiting efforts high. Tanglewood’s...
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  • Class Overview
    Discussion Topic 1 Discussion Topic 2 Week 2 TCOs A, B, DPlanningJob Analysis | Chapter 3: Planning Chapter 4: Job Analysis and Rewards Tanglewood CaseCase 2 | Tanglewood Paper Case 1Graded Discussion Topics | Lecture HR Planning linking staffing programs and activities to the...
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  • Tanglewood
    In this case study, I worked with 3 other team members to determine the current needs of the fictional ‘Tanglewood’ organization through careful examination of the workforce and the future of the store. I developed the selection ratios and percentages of the current workforce and then placed them...
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  • Tanglewod Case
    TANGLEWOOD-CASE 1 Tanglewood appears to be in a good position in terms of growth potential and profitability. Though thankful for being able to successfully expand the business, areas of improvement have been uncovered during the process. Currently there are three key issues. One is corporate...
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  • Tanglewood Case 3
    Tanglewood Case 3 Case Description/Introduction I will analyzed the information from the recruiting data and will prepare a report with the best recruiting strategy to fill up a job vacancy for a store associate at Tanglewood store. Also I will use the organizational data to determine the best...
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  • Tanglewood Case Study
    hiring , especially if they will be newly created positions for which there are no acceptable internal applicants. (Heneman, Judge, Smith, & Summers, 2010, p. 17) 4. Core or Flexible Workforce It has been given in the case that Tanglewood is interested in regular employees, either full...
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  • Tanglewood
    assistant store managers working beneath him or her. With 1 store manager, 3 assistant managers, 17 department managers, approximately 24 shift leaders, and approximately 170 associates. One Tanglewood store employs about 215 employees. Stores are organized into 12 different geographical regions with...
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  • Tanglwood Case 3
    The following report is phase 3 of the Tanglewood recruitment process consultation. The following report has six sections the first of which is a recruitment guide for store associates this can also be used as a template for other roles at Tanglewood. It also includes an analysis of methods of...
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  • Tanglewood Stores - Case 2
    Tanglewood stores Case two Conduct an analysis of Tanglewood’s staffing data and determine if their current staffing practices are sufficient to meet their ongoing needs, or if there will be problems in adequately staffing the organization in the near future. Recommend how Tanglewood should...
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  • Tanglewood Case Study 2
     Tanglewood Case Study #2 Markov Analysis Table 1.1 Current Workforce 1 2 3 4 5 Exit 8500 = 4505 510       3485 1200   600 192       850     493 102     150     9 69 12   50         33 17...
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