Tanglewood Case 2
Tanglewood Case 2
The environmental scan for Tanglewood is very complex. According to the scan, there is a consistent supply of qualified individuals to fill managerial positions; however, it has been determined that Tanglewood may experience difficulties completing this task for several reasons. First, retail is often viewed as an undesirable market for recent college graduates. Secondly, many associate retail with working long hours, low pay, and frequent conflict with lower-level employees. These factors lessen as individuals move up in management, but many qualified candidates don't want to invest years of employment to reach this goal. Lastly, the hiring policy at Tanglewood requires employees to enter as store associates and slowly move up the hierarchy. Tanglewood strives to promote extensively from within, and its internal staffing strategy is seen as the real strength for the company, and a tool to increase the retention of lower level employees.
Markov Analysis
Action Plan
According to the forecast of labor requirements found in Table 1.1, next year’s projections suggest Tanglewood will need 4.845 store associates, 42 shift leaders, 105 department managers, 21 assistant managers and 5 store manager. Based on Tanglewood’s practice of hiring internally, our hiring efforts will focus of hiring additional store associates. We will hire additional sales associates to met our staffing needs and to fill any vacancies created through our internal efforts to fill existing managerial positions. We will also strive to met our qualitative staffing objectives through making small adjustments in our organization’s recruitment efforts to employee a better quality of employees, develop talent and have an exceptional workforce.
We will do this by erasing the negative perceptions of the retail industry. The first step to completing this task involves making adjustments to our employment arrangements. Flexible schedules will be offered to support a
The environmental scan for Tanglewood is very complex. According to the scan, there is a consistent supply of qualified individuals to fill managerial positions; however, it has been determined that Tanglewood may experience difficulties completing this task for several reasons. First, retail is often viewed as an undesirable market for recent college graduates. Secondly, many associate retail with working long hours, low pay, and frequent conflict with lower-level employees. These factors lessen as individuals move up in management, but many qualified candidates don't want to invest years of employment to reach this goal. Lastly, the hiring policy at Tanglewood requires employees to enter as store associates and slowly move up the hierarchy. Tanglewood strives to promote extensively from within, and its internal staffing strategy is seen as the real strength for the company, and a tool to increase the retention of lower level employees.
Markov Analysis
Action Plan
According to the forecast of labor requirements found in Table 1.1, next year’s projections suggest Tanglewood will need 4.845 store associates, 42 shift leaders, 105 department managers, 21 assistant managers and 5 store manager. Based on Tanglewood’s practice of hiring internally, our hiring efforts will focus of hiring additional store associates. We will hire additional sales associates to met our staffing needs and to fill any vacancies created through our internal efforts to fill existing managerial positions. We will also strive to met our qualitative staffing objectives through making small adjustments in our organization’s recruitment efforts to employee a better quality of employees, develop talent and have an exceptional workforce.
We will do this by erasing the negative perceptions of the retail industry. The first step to completing this task involves making adjustments to our employment arrangements. Flexible schedules will be offered to support a