Tanglewood 1
RECOMMENDATIONS REGARDING TANGLEWOOD STAFFING
In regards to talent, my recommendation would be for Tanglewood to develop the majority of its core workforce rather than acquire. The importance for employees to share in the long term organizational value and culture gives way to the need for internal development of the core workforce.
Due to the organizational structure of each store having an assistant manager that is responsible for Human Resource, and also because of the organization having the best perspec tive when it comes to the KSAOs that it requires in its workforce that it needs, the best approach for a hiring strategy is to execute hiring procedures internally versus outsourcing where the integrity in terms of decision making in regards to hiring is kept pure when it comes to staffing each of its stores.
Tanglewood has an hierarchy organizational structure, therefore it is recommended that in order to fill its entry level positions, most of those fills need to be hired externally. Once an employee becomes a member of the team and has gained time within the organization, the process to fill higher level positions should be conducted internally in regards to hiring.
Acceptions can be made from a percentage base(i.e. 10%) of higher level positions may be open to external hiring consideration depending on criteria set in regards to years of experience in a similar field.
Tanglewood is concerned that companies like Target and Kohl’s are going to create more direct competition for the company. Therefore, Tanglewood must ensure they differentiate themselves by having the best possible staff that will deliver positive experiences to their customers and make their stores stand out among the competitors.
The organization feels there must absolutely be a workforce of committed, qualified individuals who will help carry the Tanglewood philosophy into the future. They believe they can do this through the strategy of
In regards to talent, my recommendation would be for Tanglewood to develop the majority of its core workforce rather than acquire. The importance for employees to share in the long term organizational value and culture gives way to the need for internal development of the core workforce.
Due to the organizational structure of each store having an assistant manager that is responsible for Human Resource, and also because of the organization having the best perspec tive when it comes to the KSAOs that it requires in its workforce that it needs, the best approach for a hiring strategy is to execute hiring procedures internally versus outsourcing where the integrity in terms of decision making in regards to hiring is kept pure when it comes to staffing each of its stores.
Tanglewood has an hierarchy organizational structure, therefore it is recommended that in order to fill its entry level positions, most of those fills need to be hired externally. Once an employee becomes a member of the team and has gained time within the organization, the process to fill higher level positions should be conducted internally in regards to hiring.
Acceptions can be made from a percentage base(i.e. 10%) of higher level positions may be open to external hiring consideration depending on criteria set in regards to years of experience in a similar field.
Tanglewood is concerned that companies like Target and Kohl’s are going to create more direct competition for the company. Therefore, Tanglewood must ensure they differentiate themselves by having the best possible staff that will deliver positive experiences to their customers and make their stores stand out among the competitors.
The organization feels there must absolutely be a workforce of committed, qualified individuals who will help carry the Tanglewood philosophy into the future. They believe they can do this through the strategy of