Assignment 1-4 Tanglewood Case 1: Staffing Strategy Caseyne Sanford Carol Pitman November 13‚ 2011 Staffing Levels Acquire or Develop Talent- Since its inception in 1975 Tanglewood has focused on developing its talent rather than acquiring it. At this point it is this analysts opinion that Tanglewood instill this development plan to all its new acquisitions to retain its historical reputation for customized and personalized service from its staff. Lag or Lead System- In order to unify the
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1. Describe the internal labor market of the company in terms of job stability (staying in the same job)‚ promotion paths and rates‚ transfer paths and rates‚ demotion paths and rates‚ and turnover (exit) rates. ANSWER: Sales Department (Full-time) 50% of the sales department stayed the same it was no changes 10% of the full-time transferred to a part-time position 5% of the full-time was promoted to an Assistant Sales Manager 0% of the full-time was promoted to Regional
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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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Recruiting Like many retailers‚ Tanglewood experiences a stable rate of turnover‚ and thus recruiting efforts remain high. The methods used by Tanglewood vary from many regions in which they serve‚ and by gauging these methods we are able to optimize and perhaps unify company operations. By reviewing the recruiting methods used by Tanglewood‚ we will be able to devise a guide that can be functional along with Tanglewood developing recruiting services which reflect Tanglewood’s unique personality
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2. How should the company recognize revenue based upon the two possible FOB structures mentioned in the case? According to GAAP‚ four conditions must be met in order to recognize revenue: 1. Persuasive evidence of an arrangement exists: although the case does not provide extra information on this aspect‚ it seems clear that there is an ongoing relationship between Biovail and the Distributor and that certainly there was a bill‚ purchase order and/or invoice in order to support this sale.
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Assignment 1 Feb 4‚ 2013 Tanglewood Stores Case Study Current Environment Assessment Due to fast growth rate and purchasing of smaller companies‚ legacy procedures are still found in HR practices among stores. Current polices and procedures managing the human asset must resonant with original mission statement. Competitors The competitor list would be any company that does business in non-durable general retail industry. Specifically‚ listed in the case study has Kohl’s and
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RECOMMENDATIONS REGARDING TANGLEWOOD STAFFING In regards to talent‚ my recommendation would be for Tanglewood to develop the majority of its core workforce rather than acquire. The importance for employees to share in the long term organizational value and culture gives way to the need for internal development of the core workforce. Due to the organizational structure of each store having an assistant manager that is responsible for Human Resource‚ and also because of the organization
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Tanglewood Case Study 3: Recruiting 1. Recruitment Guide for Store Associates Position: Store Associate Reports to: Shift Leaders‚ Department Managers‚ Store Manager‚ and Regional Manager Qualifications: All are welcome to apply *Having a basic knowledge of retail and customer service principles is a plus Relevant labor market: Washington and Oregon Timeline: None- continuous recruiting Activities to undertake to source well-qualified candidates: Local newspapers‚ radio‚ television Post
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Executive Summary The methods used by Tanglewood vary from each region. Our studies have concluded that referral is one of the most effective methods of recruiting in the Washington region and agency use in the Oregon region because of the following reasons: Recruiting Average 1 Year Retention Rate is 71% Average Cost per Hire is $3‚604.81 Average Cost per 1 Year Survival is $5‚050.95 Agency Average 1 Year Retention Rate is 90% Average Cost per Hire is $4‚712.16 Average Cost per 1 Year
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Memo:_________________________________________________________________ To: Marilyn Gonzalez and Daryl Perrone From: Date: October 16‚ 2014 Subject: Tanglewood Case 4: Measurement and Validation ____________________________________________________________________________ We have conducted an analysis of the new selection methods used in our processes for Store Associate. We have included 10 Seattle-based stores‚ and an adequate sample size of employees both in the pilot locations
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