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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Tanglewood stores Case two Conduct an analysis of Tanglewood’s staffing data and determine if their current staffing practices are sufficient to meet their ongoing needs‚ or if there will be problems in adequately staffing the organization in the near future. Recommend how Tanglewood should design its overall staffing mission and strategy based on their upcoming needs. Calculate representation statistics for various jobs within a single Tanglewood department store to determine where the most critical
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Tanglewood Case Study #3 - Recruiting Dawn Zmecek DeVry/Keller University HRM 594: Strategic Staffing Dr. Burnell G. Carden‚ Jr. 6/1/14 Case Description Tanglewood‚ like any other retail organization‚ finds that there is a constant need for new employees because of turnover. In a typical year‚ approximately 50% of the sales associates will turnover. Recruiting‚ therefore‚ is of great concern for managers in the field. However‚ the organization has not had any centralized method for recruiting
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Tanglewood Case 1 Brief Introduction Tanglewood is a chain of retail department stores that was founded in 1975 by two friends Tanner Emerson and Thurston Wood. The store was started by a concept named‚ TannerWood‚ which was a store that sold outdoor clothing and equipment. They two paired themselves together to create Tanglewood. The goal for the store is to be the best department store for customers that thrive on customer service‚ quality‚ value and durability. All of which helps the
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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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Tanglewood Stores Case 3 1) Recruitment Guide for Store Associate Position: Store Associate Reports to: Department Manager/Store Manager Qualifications: College graduate or any individual who has retail and/or customer service experience Relevant labor market: The states of Washington and Oregon Timeline: No specific timeline‚ ongoing recruitment process Activities to undertake to source well-qualified candidates: Kiosks Referrals Staffing Agencies Staff Members Involved: Corporate
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S p ri n g 2 0 0 7 V O L . 4 8 N O. 3 Michael Hammer The 7 Deadly Sins of Performance Measurement and How to Avoid Them REPRINT NUMBER 48302 S P E C I A L R E P O R T: M E A S U R I N G T O M A N A G E THE OF PERFORMANCE MEASUREMENT [and How to Avoid Them] By Michael Hammer 7 Sins DEADLY SPRING 2007 MIT SLOAN MANAGEMENT REVIEW Operational performance measurement remains an unsolved problem. Despite the relatively little attention it gets in the management literature
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discrimination case Ms. Riyadh will have to establish a Prima Facie Case proving religious and gender or sex discrimination. The company (ABC) will have the burden of proof of proving their failure to promote Ms. Riyadh to a higher position is not related to her religion or her sex. Ms. Riyadh has to prove she was intentionally discriminated against due to said reasons. Ms. Riyadh’s Prima Facie will be based on both sex and religious discrimination. Her religious discrimination case is based on the
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WebHR 3 Appointment of a WebHR Administrator 3 Responsibilities of a WebHR Administrator 4 Recommendation from WebHR 4 User Assignments in WebHR 5 WebHR Customer Edition 6 WebHR Automated HR Edition 6 Administrator Menus in the HR Edition 7 PAID Menu 9 System Menu for HRIS Staff only 13 Users>Roles Option for WebHR Administrators only 14 Troubleshooting 17 Update User Profile 17 Cannot Access the Application 17 Cannot View the SF-52 to Approve 18 Cannot Find Appropriate
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Recruitment guide for customer service representative: Position: Customer service representative Reports to: Department Manager Qualifications: Ability to read and write. Some customer service experience desired but not required. Timeline: open Ability to undertake to source qualified candidates: Regional newspaper‚ media advertising Post job opening on company website Request employee referral Contact state job services Contact‚ if necessary‚ staffing agencies to source candidates Staff
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