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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1. In the selection process predictors are used to help identify a good potential job performer utilizing an interview‚ standardized knowledge and personality tests and also running job trials. Often there are both practical and statistical significances to the data collected. As part of Tanglewood’s selection process herein the predictive and proposed methods were utilized for the position of Store Associate. For the predictive design only interviews and application blanks were utilized. The proposed
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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 applicant exam‚ and personality exam. All stores‚ including those employing the traditional
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1. Start by developing a recruitment guide like that shown in Exhibit 5.3 in the textbook. Note that the current situation differs from the example provided in the book because there is no specific timeline for hiring; this is a continuous recruiting effort because even as positions are being filled‚ new positions are becoming available. It is also different because Tanglewood does not have a specific list of minimal educational requirements as qualifications. Position: Store job associate Reports
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Case one: Tanglewood Stores and Staffing Strategy Staffing Levels I. Acquire or Develop Talent Over seeing the information presented in the case Tanglewood should develop their talent in house‚ due to Tanglewoods strong culture and values that strive for employee participation. This would pull the workforce closer together and portray the family workforce image. Furthermore‚ it is beneficial if employees see the opportunity for advancement. It will strengthen the employee work ethics and
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Tanglewood Stores Case #3-Questions 2-4/Doug Brandenburg 2) Describe the best targets for your recruiting efforts. There are three targets that should be utilized in hiring for the store level associate position. The first one is print media. Through advertising in local papers‚ we could reach a large number of individuals at a low cost. This would be an example of open recruiting. Secondly‚ we should use kiosks. This would be a smart way that people that come to the store could
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MGMT 364 Tanglewood Case Study 6 1. Develop a detailed selection plan for this position. In this case‚ you should determine what you want to measure by analyzing KSAOs from the job description and the information on organizational culture in the case‚ and fitting the selection measures into the plan format as shown in Exhibit 8.2 in the book. The current selection methods are the experience check‚ education check‚ Marshfield Applicant Exam‚ and the Retail Knowledge Test. Do not include the current
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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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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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Assignment 1-5 Robert 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
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