Tanglewood Stores Case 3 1) Recruitment Guide for Store Associate Position: Store Associate Reports to: Department Manager/Store Manager Qualifications: College graduate or any individual who has retail and/or customer service experience Relevant labor market: The states of Washington and Oregon Timeline: No specific timeline‚ ongoing recruitment process Activities to undertake to source well-qualified candidates: Kiosks Referrals Staffing Agencies Staff Members Involved: Corporate
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Introduction 1 Documentation 2 Administrator Role in WebHR 3 Appointment of a WebHR Administrator 3 Responsibilities of a WebHR Administrator 4 Recommendation from WebHR 4 User Assignments in WebHR 5 WebHR Customer Edition 6 WebHR Automated HR Edition 6 Administrator Menus in the HR Edition 7 PAID Menu 9 System Menu for HRIS Staff only 13 Users>Roles Option for WebHR Administrators only 14 Troubleshooting 17 Update User Profile 17 Cannot Access the Application 17 Cannot
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Tanglewood Case Study 7 Mgmt 364 Staffing Abby Gilpin Question 2: The top 3 candidates will be Max Renoir‚ Thomas Reznor and James Heckman based on using the Compensatory Model. When looking at these 3 candidates they are the strongest in the unit weight with 70‚ 73 and 76 respectively and rational weight with 67.5‚ 69 and 76 respectively. Reznor and Renior have done well on the testing‚ conscientiousness and extraversion. Heckman’s testing was not outstanding‚ but his scores for conscientiousness
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Recruitment guide for customer service representative: Position: Customer service representative Reports to: Department Manager Qualifications: Ability to read and write. Some customer service experience desired but not required. Timeline: open Ability to undertake to source qualified candidates: Regional newspaper‚ media advertising Post job opening on company website Request employee referral Contact state job services Contact‚ if necessary‚ staffing agencies to source candidates Staff
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Tests & Case Interviews – How to do well? Michael Holst‚ HR Leader March 2010 Deloitte Business Consulting A/S Copenhagen‚ May 2009 -1- Agenda Why and how to assess candidates Three candidates: Let’s see how they do... The CV The case The logical / analytical test The Personality profile analysis Summary -2- Why assess candidates? The best way to ascertain whether or not a person will be a success in a specific job is to hire them – This however is
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1. Describe the internal labor market of the company in terms of job stability (staying in the same job)‚ promotion paths and rates‚ transfer paths and rates‚ demotion paths and rates‚ and turnover (exit) rates. ANSWER: Sales Department (Full-time) 50% of the sales department stayed the same it was no changes 10% of the full-time transferred to a part-time position 5% of the full-time was promoted to an Assistant Sales Manager 0% of the full-time was promoted to Regional
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Assignment 1 Feb 4‚ 2013 Tanglewood Stores Case Study Current Environment Assessment Due to fast growth rate and purchasing of smaller companies‚ legacy procedures are still found in HR practices among stores. Current polices and procedures managing the human asset must resonant with original mission statement. Competitors The competitor list would be any company that does business in non-durable general retail industry. Specifically‚ listed in the case study has Kohl’s and
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Section II. Building the Business Plan: Beginning Considerations Chapter 3 Designing a Competitive Business Model and Building a Solid Strategic Plan Part 1: Learning Objectives 1. Understand the importance of strategic management to a small business. 2. Explain why and how a small business must create a competitive advantage in the market. 3. Develop a strategic plan for a business using the nine steps in the strategic planning process. 4. Discuss the characteristics of three basic
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Executive Summary The methods used by Tanglewood vary from each region. Our studies have concluded that referral is one of the most effective methods of recruiting in the Washington region and agency use in the Oregon region because of the following reasons: Recruiting Average 1 Year Retention Rate is 71% Average Cost per Hire is $3‚604.81 Average Cost per 1 Year Survival is $5‚050.95 Agency Average 1 Year Retention Rate is 90% Average Cost per Hire is $4‚712.16 Average Cost per 1 Year
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Case Seven: Selection Decision Making My name is _____ and I am currently a consultant of Manger Consulting. Our mission is to provide our expertise in management and staffing services of other organizations I’ll have recommendations on selection decision making for Tanglewood. A detailed selection plan will be generated for the new manager position in Spokane‚ a panel will be developed for the selection making decision‚ and guidelines that can be used throughout the chain will be completed. Selection
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