Running head: tanglewood case human resource analysis

Tanglewood Case – Assignment #2

STAGE 1.

We will write a custom essay sample on
Running head: tanglewood case human resource analysis
or any similar topic specifically for you
Do Not Waste
Your Time
SEND

By clicking "SEND", you agree to our terms of service and privacy policy. We'll occasionally send you account related and promo emails.

More Essay Examples on Economics Rubric

Question1 - Running head: tanglewood case human resource analysis introduction. – Answer 1

Markov Analysis Information – Tanglewood Dept. Store Requirements

Transition Probability Matrix

Current year
(1)
(2)
(3)
(4)
(5)
Exit
(1) Store associate

0.43
0.06
0.00
0.00
0.00
0.51
(2) Shift leader

0.00
0.54
0.16
0.00
0.00
0.30
(3) Department manager

0.00
0.00
0.64
0.06
0.00
0.30
(4) Assistant store manager

0.00
0.00
0.06
0.52
0.08
0.34
(5) Store manager

0.00
0.00
0.00
0.00
0.66
0.34

STAGE 2.

Question 2. – Answer 2

Note: The current year ratios are based on the previous year’s data.

Forecast of availabilities
Next year (projected)
(1)
(2)
(3)
(4)
(5)
Exit

Current Workforce

Previous year
(1) Store associate
8,500
3655
510
0
0
0
4335
(2) Shift leader
1,200

648
192

360
(3) Department manager
850

544
51

255
(4) Assistant store manager
150

78
12
51
(5) Store manager
50

33
17

STAGE 3

QUESTION 3 – ANSWER 3 Factors in Environment Affecting Vacancies

The environment for staffing managerial employees at Tanglewood in the state of Washington is fairly complex. Externally, there is a consistent supply of qualified individuals in the urban markets of Seattle and Spokane. Individuals from these urban areas often are transferred to small towns as they move up the promotion chain. However, retail is often seen as an undesirable market for recent college graduates. Many know of retail work experience, and see it (partially correctly) as requiring long hours, low pay, and frequent conflict with lower-level employees. While these factors lessen as individuals move up the hierarchy, many individuals are reluctant to put in several years in the shift leader and department manager positions to be promoted.

The labor market in the Pacific Northwest has been relatively “soft” in recent years, meaning that unemployment rates are high and it is usually difficult for individuals to find new jobs. This weakness in the labor market has made it somewhat easier for Tanglewood to find new candidates for the managerial positions, but recent forecasts suggest that expansion in the professional and managerial sectors of the labor market may reduce the number of individuals available for these jobs.

Internally, Tanglewood has relied on its experienced employees as a major source of talent. As noted earlier, the company promotes extensively from within (Figure 1). As a result, managerial employees often have significant experience with the company’s social environment and culture. This internal staffing strategy is seen as a real strength for the company, because the possibility of being promoted is believed to increase retention of lower level employees.

Figure 1 Workforce Planning Model (U.S. Department of Interior, 2009).

STAGE 4

QUESTION 4 – ANSWER 4 Year End Totals Gap Analysis

Gap analysis
Next year (projected)

(1)
(2)
(3)
(4)
(5)

Year end total
3655
1158
736
129
45

External hires needed (current workforce-total)
4845
42
114
21
5
STAGE 5

QUESTION  5 – ANSWER  5 Action Plan

Having developed a picture of the number of individuals Tanglewood will need to fill their positions in the coming year, there are several important decisions to be made regarding how to fill these gaps. The company’s philosophy for filling vacancies is a combination of tactics. Tanglewood has one managerial track that promotes sales associates to be shift leaders, then promotes shift leaders to be department managers, and so on up the managerial hierarchy. An alternative managerial track is bringing in either recent college graduates or individuals who have extensive experience in another store chain directly into the assistant store managerial position.

Regardless of where employees come from, the corporate staffing function endorses a strong commitment to developing long-range relationships with its workers. Many employees initially have difficulty adapting to the unique culture of Tanglewood, so the company is not happy to see experienced employees who have been socialized leave. There are also concerns that having too many employees come and go will dilute the company’s strong culture. To reiterate the environment for staffing managerial employees at Tanglewood in the state of Washington is fairly complicated. Externally, there is a consistent supply of qualified individuals in the urban markets of Seattle and Spokane. Individuals from these urban areas often are transferred to small towns as they move up the promotion chain. However, retail is often seen as an undesirable market for recent college graduates. Many know of retail work experience, and see it (partially correctly) as requiring long hours, low pay, and frequent conflict with lower-level employees. While these factors lessen as individuals move up the hierarchy, many individuals are reluctant to put in several years in the shift leader and department manager positions to be promoted.

The labor market in the Pacific Northwest has been relatively “soft” in recent years, meaning that unemployment rates are high and it is usually difficult for individuals to find new jobs. This weakness in the labor market has made it somewhat easier for Tanglewood to find new candidates for the managerial positions, but recent forecasts suggest that expansion in the professional and managerial sectors of the labor market may reduce the number of individuals available for these jobs.

Internally, Tanglewood has relied on its experienced employees as a major source of talent. As noted earlier, the company promotes extensively from within. As a result, managerial employees often have significant experience with the company’s social environment and culture. This internal staffing strategy is seen as a real strength for the company, because the possibility of being promoted is believed to increase retention of lower level employees.

STAGE 6

QUESTION  6 – ANSWER  6

Yes. There are classes or jobs where the representation is out of line.

®    Female Store Associates are comfortably in line with a representation of 83.5%. This is well above the desired level of 80% (Praxiom Research, 2008).

®    Female shift leaders fall short of the incumbency percentage mark by 11.1%. Their level is 68.9% as compared to 80%. This will need to be brought up to 45% as this is the availability.

®    Female Department Managers fall short by 1.2%. Their level is 78.8% as compared to the required level of 80%. It needs to be brought up to 3.9% which is the availability.

In terms of the incumbency of minorities, the Store Associates and Dept. Managers well exceed the required 80% standard.

®                Shift Leaders fall short by 9.1% of the required 80%. Their goal will be set at 6.8%; currently at 4.8%.

STAGE 7

QUESTION  7 – ANSWER  7

Changes to recruiting and promotion practices.

The basic strategies for staffing levels are discussed below and their relationship to Tanglewood Department Stores.

Acquire or Develop Talent

Acquisition staffing is a strategy of getting completely new employees who are qualified, competent, and can pick up on the organizations principals, culture, mission and vision and help it grow to further steps. These employees should be productive from when they are employed without having any problems, complications or need for training; as they should use their acquired skills and talents. This strategy aims at getting or targeting any qualified personnel who can easily and readily learn the KSAOs (knowledge, skills, abilities and other characteristics of the organization) required by the job.

An organization’s staffing strategy should guide the organization on whether to buy or to make talent through training. If the organizations job is urgent or demanding, for example production companies who need to keep producing more goods, to keep up with the growing demand and competitions from upcoming or already existing companies, that perform similar operations; then there is needs to acquire develop talent. This is because in such a situation there is no time to train and the internal employees already have duties to perform. Adding them more duties may make them less productive due to overloading of jobs or complications brought about by executing the two jobs. If the organization deals with procedures that is not urgent or demanding, like retail shops that sell furniture, then there is no need in wasting your resources employing new people, just train the ones employed to make them more efficient and productive. Tanglewood Department Store should rely on acquisition staffing strategy because it deals with consumer goods which are nondurable; it’s also a chain of general retail stores thus needing more employees to be able to run the store’s chain. It will be inappropriate to develop the talents of the already employed staff because the store will be understaffed.

Lag or Lead System

Lag system of staffing is when an organization lays down its objectives, principle and future plans and uses this as a criterion of classifying job seekers when they are employing them. They develop KSAOs which will act as a guide in the selection of staff. They already know how many people they need to employ and the type of talent required. Lead system of staffing does not involve any layouts, principles, or objectives to be observed. Tanglewood Department Store should uses the lag system of staffing, which I would encourage, but would also urge the store to consider using the lead system of staffing in their sales and customer care department.

Affirmative action goals

Reaching the affirmative action goals within the year would be possible because the capacity and availability of the required additional staff in the area is sufficient. The acquisition process and company standards would also suffice.

Tanglewood should use the internal method as far as possible (A Bacal & Associate, 2009). However, promoting or moving minority/ethnicity staff, which may be scarcer within the organization, may be difficult. In this case the external acquisition method would need to be used. In terms of the gender acquisitions, the same may apply, but should not be as difficult to achieve as that of the minority positions.
References

A Bacal & Associate. (2009). Who Should Be Involved in Strategic Planning.

Retrieved March 22, 2009 from http://work911.com/planningmaster/faq/processwho.htm

Praxiom Research Group. (2008). Gap Analysis Tool. Retrieved March 22, 2009 from

http://www.praxiom.com/iso-gap.htm

U.S. Department of  Interior. (2009). Workforce Planing Instruction Manual. Retrieved

March 22, 2009 from http://www.doi.gov/hrm/WFPIManual.html#Step%20Three

Haven’t Found A Paper?

Let us create the best one for you! What is your topic?

By clicking "SEND", you agree to our terms of service and privacy policy. We'll occasionally send you account related and promo emails.

Haven't found the Essay You Want?

Get your custom essay sample

For Only $13/page

Eric from Graduateway Hi there, would you like to get an essay? What is your topic? Let me help you

logo