which three predictors would you suggest Tanglewood use in selecting Store Associates? Conscientiousness: This predictor is important for Tanglewood to base their applicant selection on because of what it represents. According to the data presented in the case‚ more conscientiousness is associated with less absent days by employees. In a sense‚ more conscientiousness can be interpreted as more commitment to the corporation which is a value that Tanglewood can really benefit from. For a retailer
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Memorandum To: Marilyn Gonzalez and Daryl Perrone From: Maggie Jones Date: 6 February 2012 Subject: Tanglewood Case 4: Measurement and Validation Below is an analysis of the potential new selection methods for hiring the Store Associate position. The study of 10 Seattle-based stores resulted in an adequate sample size of 832 applicants. New selectors being evaluated are the retail market knowledge exam‚ Marshfield customer service biodata questionnaire and essay‚ Marshfield
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Case Description/Introduction Tanglewood has organizational plans to staff open store associate positions on an ongoing‚ continuous basis. The first stage staffing plans must take into consideration is recruiting from the labor market. Tanglewood management team must clearly consider the different methods available as well as the associated cost benefits of each. This case study will provide Tanglewood with a recruitment guide for its open store associate position‚ describe the best targets for
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Tanglewood Case 2 Strategic Staffing (HR 594) Summer Session B comronf@gmail.com TANGLEWOOD CASE TWO ATT: Daryl Perrone After analyzing the data and performing an environmental scan it is clear that the demographics of Spokane‚ Washington will present you will problems filling vacancies based on the Equal Employment Opportunity requirements. Spokane is the second largest city in Washington and according to my research 84% of these people are white. The next largest minority group‚ Hispanic
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promotions‚ harassment‚ training‚ wages‚ and benefits. Affirmative action is intended to promote the opportunities of the protected classes within a society to give them equal access to that of the privileged majority population. Tactics of Tanglewoods for recruiting. Recruiting: The typical recruiting and hiring practices for Northern California are based on a model that has been successful in finding qualified‚ energetic salespeople and talented managers. When openings occur‚ there is a two-pronged
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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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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 2 Specific Assignment Details For the store manager group‚ you will analyze the information and prepare a report showing the results of the Markov analysis and the EEO investigation. The Director asked you to address these questions in your written report: 1. Currently the organization expects that their forecast for labor requirements is essentially constant from the previous year. Based on this assumption complete the five stages of the planning process: a. Currently the
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Transition probability matrix | Current year | | (1) | (2) | (3) | (4) | (5) | Exit | Previous year | (1) Store associate | 0.43 | 0.06 | 0.00 | 0.00 | 0.00 | 0.51 | | (2) Shift leader | 0.00 | 0.54 | 0.16 | 0.00 | 0.00 | 0.30 | | (3) Department manager | 0.00 | 0.00 | 0.64 | 0.06 | 0.00 | 0.30 | | (4) Assistant store manager | 0.00 | 0.00 | 0.06 | 0.52 | 0.08 | 0.34 | | (5) Store manager | 0.00 | 0.00 | 0.00 | 0.00 | 0.66 | 0.34 | | | Forecast of availabilities | Next year
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Tanglewood Case 3 Recruitment MDezzerlie HR 594 DESCRIPTION/INTRODUCTION: Tanglewood is in need of new employees because of turnover just like any other retail organization. The managers of Tanglewood realize this is a concern‚ but realize they do not have any centralized method for recruiting new employees. Evaluating the recruiting methods and creating a guide for Tanglewood will assist in developing a recruiting service to follow the mission statement of the unique company culture
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