1. Start by developing a recruitment guide like that shown in Exhibit 5.3 in the textbook. Note that the current situation differs from the example provided in the book because there is no specific timeline for hiring; this is a continuous recruiting effort because even as positions are being filled, new positions are becoming available. It is also different because Tanglewood does not have a specific list of minimal educational requirements as qualifications.
Position: Store Associate
Reports to: Department Store Manager
Qualifications: Excellent Customer Service
Relevant Labor Market: Retail
Activities to undertake to source exceptional customer service candidates: Post job opening on company website
General Employment Websites
Staff members involved:
HR Recruiting Manager
Department Store Managers
2. Describe the best “targets” for your recruiting efforts by considering the job and organizational context. Evaluate the various methods of recruiting in terms of whether they seem more like “open” or “targeted” recruiting, using the information in the book to help you make this decision. If some methods seem more “targeted,” whom do you think they target?
The best targets for Tanglewood are Branded and Open. “Branded”, it will allow them to describe the job in an appealing way. This would give potential employees a greater look into the organization and their expectations. Sales associates and customer service jobs are not as simply as people think. You have to have an “I can help you” mentality at all times. It takes patience to deal with multiple attitudes and personalities on a daily basis. I also feel that it will be more beneficial if Tanglewood used the open recruitment process. This would allow them to attract a diverse group of individuals. It would also help them to become successful in servicing all nationalities, which in turn could help them expand their customer base. Based on the reading Tanglewood uses more of the targeted method. Although all stores use more than one method, I believe the stores rely more on employee referrals. The reason is Tanglewood currently does not have much diversity within their organization. When Tanglewood is using the targeted method, they are looking for familiar faces, individuals whose characteristics are common their nature of the store and the environment. Not having diversity within their organization could be the reason for the high turnovers. Tanglewood has access to use a more open method to recruiting, however it appears that employee referrals over rule.
Western Washington used the Media as a recruiting source. It produced 1,400 applicants, 536 candidates, hired 204 individuals. Retention at 6 months was 124; in one year, 92 hires remained and total cost was $1,211,080.00. Referrals from current employees were 3,632 and hired 1,026 in 6 months 819 were still employed at year one, 703 were retained; the total cost was $3,391,680.00. Western Washington used a Kiosk, it produced 2,963 applicants, they hired 652, in six months they retained 502 employees by year one, 358 were still employed, and the total cost was $2,864,448.00. Job service was used it produced 4,236 applicants, hired 378, by 6 months 310 were still employed by year one 284 were still retained; the total cost was $1,712,720. North Oregon used the Media, it produced 2,616 applicants, they hired 374 in 6 months 218 were still employed, by year one only 168 were retained. The total cost was $847,040.00. The Kiosk produced 3,896 applicants, hired 656, by six months 342 were still employed, year one 436 were retained; the total cost was $1,000,000. They used an Agency, it produced 1,290 applicants, they hired 420, in 6 months 446 remained and by year one 402 were retained. The total cost was $250,000.00. South Oregon used referrals, it produced 1248 applicants, 396 were hired, in 6 months 316 were still there by year 1, 290 were retained....
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