Tanglewood Case 7 Report Tanglewood is currently in need of a new manager for their flagship store in Spokane. 20 individuals were contacted as potential candidates‚ with internal candidates contacted via referrals by regional managers and external candidates that were based on nominations from corporate offices. A total of 10 candidates have taken up the application. The company is in possession of their resumes‚ retail knowledge tests‚ standardized test scores from the Marshfield Applicant
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1. Tanglewood currently uses traditional predictors such as work experience‚ education and interview‚ to predict whether a candidate has the characteristics to excel in the areas of citizenship‚ absence‚ performance and promotion. These predictors are proven to predict a future employee’s promotion potential. However‚ only work experience can also predict performance‚ the rest of the selection tools do not statistically predict citizenship‚ absence or performance. The worst statistical predictor
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Blanca Sanchez MGMT 4305 Case 1: Tanglewood Stores and Staffing Strategy Staffing Levels 1. Acquire or Develop Talent I would strongly recommend that Tanglewood focuses on developing talent rather than acquiring it. It seems that this company would do best if they hired internally because they say that all of the new employees that they hire‚ even those with college degrees‚ are required to spend time working in the store as an associate. They do this in order to preserve the company’s unique
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Tanglewood Case 1 Report Tanglewood is a chain of nondurable general retail stores and operates in the moderate price niche‚ targeting middle- and upper-income customers. Competition and Industry The retail industry accounts for over $4 trillion in annual sales. Recent estimates indicate that the retail industry employs approximately 15 million people. The financials show that Tanglewood is a moderately sized organization with strong growth potential. The company’s specific niche is similar
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This report addresses the HR planning analysis and staffing procedures for two regional divisions of Tanglewood in the state of Washington requested by the Staffing Services Director of Tanglewood‚ Donald Penchiala. Most of the Tanglewood stores have been in existence for 10 or more years and known for their stability. Most stores were indirectly managed by Emerson and Woods when they were first established. Due to this stability‚ the organization expects estimates their forecast for next year’s
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ALIGNMENT OF STAFFING AND ORGANIZATIONAL STRATEGIES Devry University Keller Graduate School of Management (KGSM) HR 594 Strategic Staffing Instructor: Dr. Jennie Wong‚ EdD‚ MBA‚ SPHR 12/11/2009 Alignment of Staffing Strategies with Organizational Strategies By Carlos Molina Carmoli76@hotmail.com Human Resources Alumni Keller Graduate School of Management (KGSM) Table of Contents Abstract 3 Introduction 4 Concepts 6 Staffing Strategies 6 Importance of Staffing Strategies
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MGMT 364 Tanglewood Case Study 6 1. Develop a detailed selection plan for this position. In this case‚ you should determine what you want to measure by analyzing KSAOs from the job description and the information on organizational culture in the case‚ and fitting the selection measures into the plan format as shown in Exhibit 8.2 in the book. The current selection methods are the experience check‚ education check‚ Marshfield Applicant Exam‚ and the Retail Knowledge Test. Do not include the current
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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 hires Applicants 18023 15193 2830 595 Hires 4145 3464 681 143 Selection ratio 23.00% 22.80% 24.06% 1.05 24.03% 1.05 Shift leader External hires Applicants
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| (1) | (2) | (3) | (4) | (5) | Exit | Previous year | (1) Store associate | 0.53 | 0.06 | 0.00 | 0.00 | 0.00 | 0.41 | | (2) Shift leader | 0.00 | 0.50 | 0.16 | 0.00 | 0.00 | 0.34 | | (3) Department manager | 0.00 | 0.00 | 0.58 | 0.12 | 0.00 | 0.30 | | (4) Assistant store manager | 0.00 | 0.00 | 0.06 | 0.46 | 0.08 | 0.40 | | (5) Store manager | 0.00 | 0.00 | 0.00 | 0.00 | 0.66 | 0.34 | | | Forecast of availabilities | Next year (projected) | | (1) | (2) | (3) | (4) | (5) |
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Tanglewood Case Study #1 Dear Donald Penchiala‚ I am external consultant for staffing services‚ and I would like to make some suggestions on staffing quantity and staffing quality strategies for Tanglewood. In my professional opinion‚ developing current talent would be a better and more cost effective strategy for Tanglewood than acquiring new talent. Going forward‚ new employees with minimal or no retail background should have a chance to develop retail experience as an associate while growing
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