Tanglewood Case Study
MEMORANDUM
DATE: TO: FROM: RE:
April 4, 2012 Mr. Donald Penchiala, Tanglewood Staffing Services Director Kendra Novak Thornton, Tanglewood HR Planning Analyst Tanglewood Regional Divisions in the state of Washington
As you requested I have reviewed our staffing forecasts and our future hiring needs. My analysis consists of methods that will help us meet our staffing and organizational goals. To do so, I have made comparisons to our forecast availabilities with our future/ projected workforce. This information will identify our potential gaps and how these gaps may be filled. STEP 1: THE FIVE STAGES OF THE PLANNING PROCESS A. Because we expect our forecast for labor requirements to be constant from the previous year, I have used the same current workforce information you have given. B. In the spreadsheet below you will notice that I took our current workforce for Department Manager (850) and multiplied it by (.64). This total equals 544 and that is our year four projection for Department Managers. I used (.64) based on the information from the table you provided in our Transition Probability Matrix of those to be promoted. The remainder of the spreadsheet also includes our Assistant Store Manager projections and our Store Manager projections. They were derived as follows: Assistant Store Manager: (150 current workforce) multiplied by (.06 the total of assistant store managers who are expected to be promoted within three years) gave us nine as our Assistant Store Manager Workforce projection for year four. I did the same for Store Manager: (50) (.66) shows 33 store managers will be needed in year five.
Next year (projected) Current Workforce Store Associate Shift Leader Department Manager 8,500 1,200 850 Year (1) 3655 0 0 Year (2) 510 648 0 Year (3) 0 192 544 Year (4) 0 0 51 Year (5) 0 0 0 Exit
4335 360 255 1
Assistant Store Manager Store Manager
150
0
0
9
78
12
51
50
0
0
0
0
33
17
Year-End-Totals
3655
DATE: TO: FROM: RE:
April 4, 2012 Mr. Donald Penchiala, Tanglewood Staffing Services Director Kendra Novak Thornton, Tanglewood HR Planning Analyst Tanglewood Regional Divisions in the state of Washington
As you requested I have reviewed our staffing forecasts and our future hiring needs. My analysis consists of methods that will help us meet our staffing and organizational goals. To do so, I have made comparisons to our forecast availabilities with our future/ projected workforce. This information will identify our potential gaps and how these gaps may be filled. STEP 1: THE FIVE STAGES OF THE PLANNING PROCESS A. Because we expect our forecast for labor requirements to be constant from the previous year, I have used the same current workforce information you have given. B. In the spreadsheet below you will notice that I took our current workforce for Department Manager (850) and multiplied it by (.64). This total equals 544 and that is our year four projection for Department Managers. I used (.64) based on the information from the table you provided in our Transition Probability Matrix of those to be promoted. The remainder of the spreadsheet also includes our Assistant Store Manager projections and our Store Manager projections. They were derived as follows: Assistant Store Manager: (150 current workforce) multiplied by (.06 the total of assistant store managers who are expected to be promoted within three years) gave us nine as our Assistant Store Manager Workforce projection for year four. I did the same for Store Manager: (50) (.66) shows 33 store managers will be needed in year five.
Next year (projected) Current Workforce Store Associate Shift Leader Department Manager 8,500 1,200 850 Year (1) 3655 0 0 Year (2) 510 648 0 Year (3) 0 192 544 Year (4) 0 0 51 Year (5) 0 0 0 Exit
4335 360 255 1
Assistant Store Manager Store Manager
150
0
0
9
78
12
51
50
0
0
0
0
33
17
Year-End-Totals
3655