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Date of Submission Tanglewood Stores To have a better understanding of how Tanglewood Stores indulge in their staffing, it would be important to consider their organizational structure. The thing to note is that all the different stores that are operational tend to have a very similar structure. This is something that looks very familiar, as it is the common type of organizational structure that is used, where each store is managed by a single manager, who then has three assistant store managers working under him or her. These assistant managers are responsible for the Soflines (which include clothing and jewelry), Hardlines (which
For instance, Tanglewood can have various types of strategies in place with regards to whether they want to hire new recruits or develop their own talent. This is because of the company’s unique strategy that works to encourage all the employees to be self-sufficient and for them to be able to speak out about anything that they want to talk about. The company has a very friendly open-door policy and this is something that has worked in the favor of the company before, as many good ideas have come from various employees who have given their insights into the operations. This is why a good option for the company would be to train the employees to be managers so that once they are ready, they can be moved into various locations that require their managerial skills. This is something that would also be in in line with the company’s mission and vision. This would mean that internal hiring would be something that would work best for Tanglewood. The company culture is such that it encourages the people to rise up from the bottom to the top if they work hard enough and if they have the drive and ambition. This is why hiring internally would be much more beneficial for the
It is extremely important to hire employees that are a good match with the company and its mission and vision. As noted, Tanglewood has a specific set of values that are aligned with its mission and vision. In this regard, we find that for the recruiters, it would be important to find employees that are not just aware of the company policies, mission, and vision, but that they are also aligned towards the same ideas. This means that the employees must be assessed not only on their talents and qualifications but also on their willingness to assimilate into the Tanglewood culture and for them to feel comfortable in it. If the employees do not feel like they belong, they are not going to be able to perform well in the company and the company is going to face many
Introduction The retail industry has always been a very competitive environment when dealing with sales and maintaining up to date with the current trends. Ross Stores has become one of the most successful companies in the apparel business since established in 1982 by Stuart Moldaw. (Ross Stores, Inc. History, n.d.).
An uninvolved workforce will work to support Tanglewood because it is a retailer and the representatives and clients can identify with each other. They both have an energy for similar exercises and items.
Employers will always want hard-working employees, as the company as a whole will benefit and have the best outcomes. At John Lewis, teamwork would be a quality that is essential, as there would be many tasks that would require good teamwork. To have good team work qualities, you would have to have nice personal qualities, so people will find it easy to get along with you. This links in with the co-operation skills. It is imperative that you get along with your colleagues, to have a good working environment. Co-operation skills are vital not just for cooperating with co-workers, but with customer’s as well. Willingness to work hard and complete deadlines is a big quality that employers will look for. John Lewis will also want professional employees, that make the business look professional and themselves. This doesn’t only mean dressing smartly and appropriately, but how you interact with customers and clients. A candidate of John Lewis would need the ability to observe and raise professional standards, which means they would have to observe the professional feel of the company, and ...
The second implication for the Boston Market was unable to retain skillful employee, lost of key employees, lost of skills and knowledge, turnover cost. The implication is the observation that comes out from Sash, AJ and April. These three people are very talented in their jobs. They are fast learner, very energetic in their work, and have a positive thinking. Boston Market needs to retain their talented employee in order to keep the important source of competitive advantage from others competitor. Therefore, employers must take good care of their employee in order to retain the employee and give them trust and loyalty because it is the foundation of relationships in the organization to achieve the organization’s goal (Aguenza & Som, 2012).
I want to start of by saying that I truly enjoy reading and researching about The Container Store, a lot of my family members are employed by TCS and absolutely love it. Therefore, I have some viewpoints from the Home Office in Coppell to the warehouse to the sales floor and the traveling training team. Everyone has nothing but positive raves regarding this company and how Kendell truly believes empowering and motivating your employees is the two most successful keys to operating a fortune 100 Company year after year. TCS is ultimately where I would love to have my career flourish. I would like to see myself as part of their people development team within the human resources department. Since before TCS went public, I have always been intrigued
Another very important facet to HR recruiting should include a proactive approach to developing these internal candidates through mentorships and employees who are taking business and management courses that the company reimburses cost. Employees who take the initiative to take classes are internally motivated to advance within the company and in this case it is clear that CompTech has not taken full advantage of these internal candidates. One other aspect is that the HR managers are not all in one accord working together and are being maligned by the district managers who want external hires over their internal candidates. To this end, it is clear that for this company to get recruiting and hiring cost under control there should be a more structured approach that curtails expensive advertising practices. Additionally, it is important to develop more internal candidates through mentorships where proficient assistant managers are engaged in a processes known as a fast track model. Once these assistant managers complete this mentoring process they should be interviewed and back fill the company’s needs for store
After creating an environment that fulfills the needs of your employees, there are four keys to success that must be followed. The first key is to search for your employee’s talents. Normally, managers try to hire those with experience, intellect and determi...
The last dimension discussed is the environment. The scores for environment are quite close and even exceed that of other sustainable businesses. Jury (2015) indicated that Michaels Stores Inc. is an arts and crafts store, most of their products are made from paper and there might be other products that contain substances that will be harmful to the people if not properly disposed. Therefore there is a facility where products from paper and cardboard are disposed of properly. Also there is a company that comes in to take away harmful chemicals and dispose of them accordingly.
Companies should also consider how they could protect the company’s knowledge advantage. If the organisation is hiring a lot of outside workforce, the same workers might also work for direct competitors. The loyalty of temporary workforce is not necessarily the same as permanent employees, who have formed lasting relations inside the
lose their receipt and are still able to return their item which is another demonstration of the flexibility of the return policy.
It can be quite beneficial to hire from within for several reasons. First, it creates good morale among employees. Javitch (2005) states that other employees are pleased when “one of their own" has been promoted to a management-level position. He thinks that increased morale among employees has a positive effect on productivity. second, when vacancies are filled by hiring from within, there is no recruitment cost.
Values come in handy when trying to solve problems. There are at least two ways to solve problems; one is to just take a stab without consideration of background forces. The other is to analyze before acting. Analysis starts with descriptions of past and current states and ends with prescriptions of how to make positive changes. Value is obtained by moving from descriptions through predictions to prescriptions (Fitz-enz & II, 2014). A recruiter with the values to help his judgment of solving problems to the best of the firm is an asset. Competence being the ability of an individual to do a job properly is a very important aspect of being an excellent recruiter, as he needs to know the who to hire and who not to and why. Competencies can provide a structured model that can be used to integrate management practices throughout the organization and align their recruiting, performance management, training and development and rewards practices to reinforce key behaviors that the organization values. To emphasise excellent and effective recruitment practices are to monitor and reward their effective recruitment behaviour and end results. Rewards can be tied with performance
The selection and recruitment of workers best suited to meeting the needs of the organization ought to form a core activity upon which other human resource management policies focused towards development and motivation could be build. The endeavor of this strategy is, therefore, to ensure that a firm achieves competitive advantage by employing more capable people than its competitors in the market. These people will have a wider and deeper range of skills and will perform in ways that will maximize their involvement (Armstrong, 2010).The organization attracts such people by being ‘the employer of choice’. It retains them by providing better rewards and opportunities in work environment than others and by developing a positive psychological contract that increases commitment and creates mutual trust. Furthermore, the organization deploys its people in ways that maximize the added value they supply. Resourcing Strategies exist to provide people and skills required to support the business
If an organization wasn’t producing to its potential and needed improvement, then hiring externally would allow an organization to maximize any outside talent, skills or even fill positions of weakness necessary (Rue, Ibrahim, & Byars, 2016, p. 122). The talent pool of potential candidates is far greater than can be found internally and can reduce costs that can come from having to develop internally (Rue, Ibrahim, & Byars, 2016, p. 122). With the hiring of external sources new talent, skills, ideas, visions, perspectives can benefit an organization greatly (Rue, Ibrahim, & Byars, 2016, p. 122). Hiring externally can be more effective in regard to not only cost, but also time wise, especially if there are no individuals qualified at the time to promote or replace (Rue, Ibrahim, & Byars, 2016, p. 122). Also, decreased production and inconsistency can play a role in an organizations decision to recruit externally (Rue, Ibrahim, & Byars, 2016, p.
With increasing, market competition retailers are often left guessing as to what is the buying behaviour of the consumer. What is that the consumer wants to shop and how much he/she is willing to spend on a particular product still remain a topic of concern with no definite answers in the pocket. Any attempt to provide with a consistent shopping experience to stabilise the scenario is disrupted with new competition. The report is based on the survey by PwC in 2017 which tracks the buying behaviour and trace the pattern as to why they do, what they do of consumers. It takes into account the feedback from 24000 people distributed over 29 territories and 11 categories.