Tanglewood Case Staffing Plan

Topics: Term, Organizational studies, Organizational culture Pages: 6 (1174 words) Published: January 29, 2012
Ana T
Strategic Staffing- HR 594
January 14, 2012

Tanglewood Case 1

Tanglewood is a company in transition right now in regards to their staffing philosophy. In the following case, we will be examining the history of Tanglewood and the organizational direction that the company would like to head and using such knowledge propose our evaluation of where the company should stand on the following 13 strategic staffing decisions.

Staffing Levels
* • Acquire or Develop Talent
* • Hire Yourself or Outsource
* • External or Internal Hiring
* • Core or Flexible Workforce
* • Hire or Retain
* • National or Global
* • Attract or Relocate
* • Overstaff or Understaff
* • Short- or Long-Term Focus
Staffing Quality
* • Person/Job or Person/Organization Match
* • Specific or General KSAOs
* • Exceptional or Acceptable Workforce Quality
* • Active or Passive Diversity

Tanglewood Staffing and Business Goals

Mission: Tanglewood will be the best department store for customers seeking quality, durability, and value for all aspects of their active lives. We are committed as a company to providing maximum value to our customers, shareholders, and employees. We will accomplish this goal by adhering to the core values of responsible financial management, clear and honest communication, and always keeping performance and customer service in the forefront.

Tanglewood’s organization staffing function has not been centralized before based on an employee participatory philosophy. The hiring decisions and philosophy was more localized; however, with the company’s goals of expansions, the company has decided to create a uniformed plan in the area of their staffing so they are better equipped to achieve their mission and organizational goals without any interruptions.

Strategic Staffing proposal

1. Acquire or Develop Talent
The recommendation is that Tanglewood spend some time developing a list of what they would consider “mission critical” positions. These positions would be those considered critical to the organization’s successful accomplishment of an important mission and require a higher level of expertise. Failure to have these positions would be prove detrimental to the health of the organization. Having made that assessment, Tanglewood HR should focus on a training and development plan to prepare higher performance and potential employees to fill those positions from the lower positions (i.e. associates). Associate positions can be acquired and then those exhibiting high potential can be developed to fill mission critical positions.

2. Hire yourself or outsource

Since Tanglewood has a very strong hands-on commitment to employee participation and culture, they should maintain the staffing responsibilities to retain control on the culture they would like to build. They also have had some success with their hiring already, but just need to build a stronger, uniformed framework.

3. External or internal hiring

Mission critical positions as outline above should be hired internally; those deemed non-mission critical and entry level (i.e. associates) can be an external hiring process. This strategy will also help support the strong need for the company culture.

4. Core or Flexible Workforce

It is important that Tanglewood continue its distinction from the competition by cultivating the shopping experience and one of the tactics to do such is through their employee/teamwork culture. This means that a core workforce that shares the values of the organization and support the recommendation of internal promotion is critical.

5. Hire or Retain

Retention of employees to support the recommendation of internal promotion and to reduce costs of the hiring...
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