Tanglewood Case 1
Case Study 1
Currently, Tanglewood is trying to achieve a companywide environment that mirrors their blueprint of how they ran their 10 stores in 1984. The structure at that time was focused on employee participation, customer satisfaction, and profitability. The company’s culture and values are distinct from most of their competitors. This allows each employee or associate an environment to grow and achieve various positions within the company. That being said, the following are my recommendations for how Tanglewood could staff their operations.
Staffing Levels
Continue to cultivate an environment where each department manager has the freedom to use distinct methods for running their departments in coordination with the employees they supervise. This allows for the development of talents in current employees and may inspire them to move higher in the organization. Tanglewood is currently at a place, size wise, where either outsourcing or hiring yourself could be beneficial. I would recommend a mixture of both. For new, entry level employee’s I would outsource. A vendor may be able to find more candidates in the event of a staff shortage. Allowing a vendor to fill entry level positions frees up the Human Resource department for interviewing possible candidates for higher vacancies, to which I would utilize internal hiring practices. Keeping a core workforce allows the employees the sense that they themselves are essential in delivering quality customer service to the customers.
Turnover in any organization is to be expected. Tanglewood can focus on retaining its current employees by maintaining the environment of unity, making each employee feel that they are valued. At this time, I see no reason to outsource any part of the organization globally. Keeping the staffing efforts national will provide jobs for people in the communities of our country. Since Tanglewood is a department type store, relocation is not necessary. Attracting the right people that
Currently, Tanglewood is trying to achieve a companywide environment that mirrors their blueprint of how they ran their 10 stores in 1984. The structure at that time was focused on employee participation, customer satisfaction, and profitability. The company’s culture and values are distinct from most of their competitors. This allows each employee or associate an environment to grow and achieve various positions within the company. That being said, the following are my recommendations for how Tanglewood could staff their operations.
Staffing Levels
Continue to cultivate an environment where each department manager has the freedom to use distinct methods for running their departments in coordination with the employees they supervise. This allows for the development of talents in current employees and may inspire them to move higher in the organization. Tanglewood is currently at a place, size wise, where either outsourcing or hiring yourself could be beneficial. I would recommend a mixture of both. For new, entry level employee’s I would outsource. A vendor may be able to find more candidates in the event of a staff shortage. Allowing a vendor to fill entry level positions frees up the Human Resource department for interviewing possible candidates for higher vacancies, to which I would utilize internal hiring practices. Keeping a core workforce allows the employees the sense that they themselves are essential in delivering quality customer service to the customers.
Turnover in any organization is to be expected. Tanglewood can focus on retaining its current employees by maintaining the environment of unity, making each employee feel that they are valued. At this time, I see no reason to outsource any part of the organization globally. Keeping the staffing efforts national will provide jobs for people in the communities of our country. Since Tanglewood is a department type store, relocation is not necessary. Attracting the right people that