country. I recommend that instead of developing talent‚ well its better if we will focuses on acquiring it.Tanglewood should take on the talent development approach. Acquiring from within is always a good way to maintain a productive workforce. Tanglewood should take into consideration that potential employees for managerial position should be well-trained since these employees have already passionately worked for them for a year or more. These employees are determined to perform their tasks well
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Running Head: TANGLEWOOD Tanglewood’s Strategic Decisions Cody Hobson Upper Iowa University Table of Contents 1. Introduction…..P. 3 2. Staffing Levels….P. 3 a. Acquire or Develop Talent….P. 3 - 4 b. Hire Yourself or Outsource….P. 4 - 5 c. External or Internal Hiring….P. 5 d. Core or Flexible Workforce….P. 5 - 6 e. Hire or Retain….P. 6 f. National or Global…P. 6 - 7 g. Attract or Relocate….P. 7 h. Overstaff or Understaff….P. 8
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Tanglewood Case 1 The focus of this paper is to assess the current operational environment of Tanglewood and offer recommendations on how the organization should implement staffing strategies in regards to developing an effective selection plan. Organization Overview and Mission Tanglewood is a general retail store that has carved out a niche in the retail market providing outdoor clothing and equipment to a middle -and-upper income clientele base. Tanner Emerson and Thurston Wood founded Tanglewood
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Description/Introduction The Tanglewood Company is concerned with companies like Target and Kohl’s creating more direct competition for their company. With that‚ Tanglewood must ensure they set themselves apart from their competitors by hiring the most qualified staff who will deliver memorable experiences to their customers. This exceptional service will guarantee their store will stand apart from their competitors. Identification of Business Strategy/Goals Tanglewood is committed to hiring a
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in different departments as needed. This plan should cut cost on training. Hire Yourself or Outsource Tanglewood should begin to outsource for new employees. A vendor that specializes in selection will do a better job with recruiting new employees. The vendor will also be able to verify we are abiding by all equal opportunity laws. External or Internal Hiring It would be better for Tanglewood to hire internally. Hiring internally will not only help to build lasting relationships with our current
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Dana Tripp Tanglewood Stores - Case One – Week 2 HR594 Strategic Staffing‚ January 2011 Keller Graduate School of Management Professor Sheri Bias January 3‚ 2011 EXECUTIVE SUMMARY To: Donald Penchiala‚ Director of Staffing Services Marilyn Anchley‚ Vice President of Human Resources RE: Tanglewood Retail Store – Case #1 Date: January 3‚ 2010 In this report will be doing a Strategic Staffing Analysis that will focus on the key requirements about acquisition‚ deployment‚ and
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Case study 2 Planning Determining future human resource requirements Future HR requirements represent the number and types of employees that the organization will need in the future to produce its goods and services. The requirements represent the organizations desired work force of the future. Statistical techniques like Ratio analysis and regression analysis are generally used to forecast HR requirements. In this case study the estimates for coming year’s labor requirement is identical to
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discuss the Human Resource functions of Tanglewood Stores. The paper will discuss the staffing strategies required by Tanglewood in order to maintain its corporate culture and niche market while remaining competitive. The paper suggests strategic staffing decisions regarding the nine staffing levels and four factors of staffing quality. Acquire or Develop Talent According to the text‚ if Tanglewood wants to achieve a full acquisition strategy then Tanglewood is going to have to acquire new talent
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Tanglewood Case 1: Tanglewood Stores and Staffing Strategy Introduction: Tanglewood has experienced success and very fast growth over the years‚ due to the involved efforts of its founders‚ its core workforce and strategies around participative style of management. This report looks at the Tanglewood strategy and goals for the future‚ the two key elements of staffing decisions‚ namely staffing levels and staffing quality‚ to come up with recommendations on these elements which will help Tanglewood
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Tanglewood Case Study #1 Nellie J. Harris HRM594-Strategic Staffing Mr. Perrone‚ I am responding to your request to review Tanglewood’s staffing decisions currently in place. After reviewing Tanglewood’s 39 year history as well as current and potential competitors‚ I have reviewed the 13 sections per your request. Each recommendation is based on Tanglewood’s mission and values. Tanglewood is a 39 year old company looking to expand its’ organization while still maintaining its’ core
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