Tanglewood Case Study 2 Essay Example
Tanglewood Case 2
Table 1.1 Markov Analysis Information
Transition probability matrix
Current Year
Previous year: ( 1 ) ( 2 ) ( 3 ) ( 4 ) ( 5 ) Exit
( 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 (projected)
( 1 ) ( 2 ) ( 3 ) ( 4 ) ( 5 ) Exit
Previous year: Current Workforce ____
( 1 ) Store associate 8,500 3655 510 0 0 0 4335
( 2 ) Shift leader 1,200 0 648 192 0 0 360
( 3 ) Department manager 850 0 0 544 51 0 255
( 4 ) Assistant store manager 150 0 0 9 78 12 51
( 5 ) Store manager 50 0 0 0 0 33 17
Gap analysis Next Year (projected)
( 1 ) ( 2 ) ( 3 ) ( 4 ) ( 5 )
Year end total 3655 1158 745 129 45
(column sum)
External hires needed 4845 42 105 21 5
(current workforce-total)
Environmental Scan
Upon performing an environmental scan, we have determined that Tanglewood might have problems filling their vacancies in the future for a variety of reasons. According to the scan, there are available candidates who are ready to fill managerial positions. However, our hiring policies at Tanglewood require employees to start out as store associates and work their way up in the organization if they choose to do so and if the store needs these positions filled.
We also strive to hire an exceptional workforce. One way we may want to go about hiring an exceptional workforce may be to hire motivated, intelligence college graduates. However, according to the environmental scan, we have found that recent college graduates do not necessarily want to start at the bottom of an organization as a store associate in order to work their way up to a higher position. Additionally, the retail industry holds a negative (and partially accurate) image of providing
Table 1.1 Markov Analysis Information
Transition probability matrix
Current Year
Previous year: ( 1 ) ( 2 ) ( 3 ) ( 4 ) ( 5 ) Exit
( 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 (projected)
( 1 ) ( 2 ) ( 3 ) ( 4 ) ( 5 ) Exit
Previous year: Current Workforce ____
( 1 ) Store associate 8,500 3655 510 0 0 0 4335
( 2 ) Shift leader 1,200 0 648 192 0 0 360
( 3 ) Department manager 850 0 0 544 51 0 255
( 4 ) Assistant store manager 150 0 0 9 78 12 51
( 5 ) Store manager 50 0 0 0 0 33 17
Gap analysis Next Year (projected)
( 1 ) ( 2 ) ( 3 ) ( 4 ) ( 5 )
Year end total 3655 1158 745 129 45
(column sum)
External hires needed 4845 42 105 21 5
(current workforce-total)
Environmental Scan
Upon performing an environmental scan, we have determined that Tanglewood might have problems filling their vacancies in the future for a variety of reasons. According to the scan, there are available candidates who are ready to fill managerial positions. However, our hiring policies at Tanglewood require employees to start out as store associates and work their way up in the organization if they choose to do so and if the store needs these positions filled.
We also strive to hire an exceptional workforce. One way we may want to go about hiring an exceptional workforce may be to hire motivated, intelligence college graduates. However, according to the environmental scan, we have found that recent college graduates do not necessarily want to start at the bottom of an organization as a store associate in order to work their way up to a higher position. Additionally, the retail industry holds a negative (and partially accurate) image of providing