The labor market of the Pacific Northwest indicates a high unemployment rate, and therefore difficult environment for individuals to find new jobs. There tends to be a consistent supply of qualified individuals in the urban markets of Seattle and Spokane, however it is difficult to recruit these college-educated individuals into entry-level positions in a retail environment. Retail stores tend to have a reputation of requiring long hours of work, including weekends and holidays, with little compensation. It is difficult to hire individuals that are willing to start in an entry-level position and work their way up over the years into managerial positions.
Tanglewood prefers to promote from within, allowing the managerial employees to grow with the company, already experienced with the social and cultural environment. This limits the ability to hire an individual directly into a managerial position, but increases the loyalty of entry-level employees that are willing to stick it out until there are advancement opportunities.
Preliminary Statement of Action Plan for Hiring for Washington Next Year
To: Tanglewood Store Managers
From: Jane Doe
Date: November 1, 2013
Re: Action Plan for Hiring at Washington Stores in the Next Year
Tanglewood is known for using internal promotions to fill vacancies for
department manager, assistant store manager, and store manager. It has been projected that 16% of shift leaders will be promoted to department manager, 12% of department managers will be promoted to assistant store manager, and 8% of assistant store managers will be promoted to store manager.
After conducting the Markov Analysis, it has been determined that in order to meet projected staffing levels we will need to fill the following positions:
Store associates: 3995
Shift leaders: 90
Department Managers: 156
Assistant Store Managers: We actually have a projection of 21 too many in this position Store Managers: 5
Current sales associates should be given the opportunity to request promotions when available, or to transfer to other sales positions throughout the company. This will allow associates the ability to increase knowledge of the company, and increase their loyalty to the company as well. With the projections of only 46-66% of employees staying in the same position over a one-year period, it is important to ensure current associates feel appreciated and important.
Tanglewood believes that, in order to preserve the company’s unique culture and values over time, all new employees spend a period of time working in the store as an associate. This requires that store associate openings would need to be filled by external hiring.
In in order to fill the 3,995 positions for store associates Tanglewood should focus on hiring entry level employees such as high school students, college students, retired individuals, or high school graduates that have not continued their education. With the past success of interenet-based hiring strategies, Tanglewood should develop recruitment ads for employment websites. Another method of recruitment that should be considered is through employee referrals. It is important that Tanglewood retain sales associates that are experienced and reliable. By hiring high school
students, retirees, and college students, there will be the opportunity to retain these employees for several years before they may exit the company or other opportunities.
Examine the percentages of employee representation across demographic categories for Tanglewood and the available labor market for Table 1.3. Are there any particular classes or jobs where the representation within Tanglewood appears to be out of line with the available workforce? What does the pattern suggest to you?
A comparison of percentages of employee representation across the Spokane, WA area, as well as within the Spokane, WA Tanglewood store was performed. “When a percentage is less than would be expected by the availability percentage, a placement goal must be established” (Henemann 131). According to the information provided by the Bureau of Census EEO Residence data results for Spokane, WA, Tanglewood has minority representative gap for shift leaders and a female representative gap for store associates. These suggest that Tanglewood should be recruiting to minorities and females in a more aggressive pattern in order to fulfill the placement goals.
Question 3: Based on your analysis and the affirmative action plan, do you think the company should engage in a specific strategy to change their recruiting and promotion practices? Do you think it is realistic for the company to try to meet their affirmative action goals in a single year? What are the pros and cons of using internal promotions vs. external hiring to rectify the problems with gender and ethnicity representation in supervisory positions?
Based on my analysis and the affirmative action plan, I think that it would benefit Tanglewood to change their recruiting and promotion practices. While I believe it is desirable to promote within an organization to maintain the company’s values, the culture of the company will benefit from the addition of a more diversified staff. By only promoting from within the company Tanglewood runs the chance of maintaining the same percentages employee representation.
When hiring from external means, there is an opportunity to recruit from a more diverse offering. Targeting women and minorities in the recruitment process will help Tanglewood meet its goals. Advertising openings in local minority news media and women’s interest media, providing information to organizations that represent minorities and women, and recruiting at high schools and colleges that have a predominate minority and/or female enrollment are just some of the ways that Tanglewood can improve recruitment practices (Henemann 134).
It is important to remember, however, that the goal of the company is to recruit/promote individuals that are qualified. If there are not any qualified minority individuals, then the company would not be expected to choose a less qualified individual for the position (Henemann 131). It is not realistic for a company to try to meet their affirmative action goals in a single year. A matter such as this will take time to correct. Vacancies open there is an opportunity to even out percentages at that point.
Question 4: In addition to the specific targets for employee representation for the Spokane Flagship location, Tanglewood wants to use this opportunity to establish estimates for the entire chain’s staffing policy regarding demographic representation of the workforce. How do you think individual stores can respond to overarching organizational objectives? Prepare a memo to be disseminated to the individual stores that gives a sense of your targets for the organization as a whole, and also gives the stores advice on how they can assist in narrowing any representation gaps you find through their recruiting, hiring, and promotion practices.
To: Tanglewood Store Managers and Assistant Store Managers
From: Jane Doe
Date: November 1, 2013
Re: Organization Staffing Targets and EEO Goals
Tanglewood takes great pride in the company’s unique culture and values. The current practice of utilizing internal promotions to fill management positions has allowed the company to maintain this vision, but has limited our ability to create a more diverse work environment. It is in the best interest of Tanglewood to recruit, and hire, talented individuals from all aspects of the population.
Tanglewood has the opportunity to improve our workforce, and to better serve the communities we operate in. By hiring minorities from the communities we operate, we allow the customer to relate to the sales associates and managers, and will also create an environment that will provide competitive advantage.
The current Tanglewood promotion policy will be reconstructed to assist the company in reaching the EEO goals that were set following our recent analysis of the Spokane, WA store. Store Managers and Assistant managers will be asked to attend regional meetings to discuss the shortfalls in EEO areas, and how these can be addressed in the hiring process. The information gathered during these meetings will be used to create our new Employment Policy.
It is the goal of Tanglewood to be a forerunner in the industry by recruiting and hiring a diverse group of talented and qualified individuals.
Census.gov. Bureau of the Census EEO. Retrieved 1 November 2013 from
Heneman, H., Judge, T., Kammeyer-Mueller, J. D. Staffing Organizations-7th Ed. 2012. Mendota House-Middleton, Wisconsin.
Kammeyer-Mueller, J. Tanglewood Casebook-7th edition. 2012. Warrington
College of Business. Mendota House-Middleton, Wisconsin.
Cite this Tanglewood Management and Promotion Policy
Tanglewood Management and Promotion Policy. (2016, Nov 14). Retrieved from https://graduateway.com/tanglewood-management-and-promotion-policy/