| (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 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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country. I recommend that instead of developing talent‚ well its better if we will focuses on acquiring it.Tanglewood should take on the talent development approach. Acquiring from within is always a good way to maintain a productive workforce. Tanglewood should take into consideration that potential employees for managerial position should be well-trained since these employees have already passionately worked for them for a year or more. These employees are determined to perform their tasks well
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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
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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 Tanglewood should hire internal to develop talent. Providing good people with opportunities to grow not only helps the individual‚ but also helps the company because it builds a stronger team within the organization. Developing talent is one of the key responsibilities of a leader‚ and finding the right stretch opportunities for people is one good way to exercise leadership. Hiring internal l candidate will also be less expensive than hiring externally. Tanglewood should focus on Core
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Tanglewood Case Study #2 Markov Analysis Table 1.1 Current Workforce 1 2 3 4 5 Exit 8500 = 4505 510 3485 1200 600 192 850 493 102 150 9 69 12 50 33 17 Gap Analysis 1 2 3 4 5 Exit Year End total 4505 1110 694 171 45 External Hires needed 3995 90 156 -21 5 Environmental Scan Tanglewood
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Ryan Schmidt MGT 451 Dr. Scroggins Tanglewood Case #6 Major KSAO Category Necessary for selection (Y/N) Method of Assessment Exp. Educ. MAE RKT Skills in personnel resource management Y x x Communication/Speaking skills Y x x Knowledge of customer service principles Y x Knowledge of organization policies/procedures N x Ability to analyze financial and operational data Y x x Problem solving skills/ability to resolve conflict Y x x x Skill in judgment and decision making
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Driscoll Franklin University Assignment 1-5 Reviewing the Tanglewoods staffing practices I have found that there is little disparity involved at the entry levels. Furthermore‚ it is shown that of all applicants applying for all job positions had very minute disparity in the company’s hiring characteristics. Each of the three groups (white‚ non-white‚ and African American) had a selection rate of 21%. With the statistical evidence of Tanglewoods staffing practices‚ there is no evidence to show that
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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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