Tanglewood Case Study 1

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Currently, the Manager of Operations and Human Resources in each store is in charge of planning, recruiting, and initial screening (Kammeyer-Mueller, 2012). The owners of Tanglewood want to establish a central planning body in staffing to sustain efficiency while preserving the unique qualities of the organization (Kammeyer-Mueller, 2012). Corporate responsibility to project employment gaps for each store would be an overwhelming task. This responsibility will fall on the Assistant Store Manager for Operations and HR at the store level. Using Markov Analysis, the manager can predict future employment gaps by using historical data (Heneman III et al., 2012). Pairing the statistics from corporate with the Markov Analysis will give
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Also, separating military members are ideal candidates because they possess a strong work ethic. Even more, veterans are accustomed to working as a team and encompassing pride for their organization (Etler, 2013).
Two internal methods of selection at Tanglewood are soliciting employees for outside recommendations and promoting ready and responsible personnel into management positions (Kammeyer-Mueller, 2012). Supervisor recommendations identify the contenders for the title of manager. This method is reasonable because it maintains the culture of Tanglewood, which can aid new workers adjust to the culture of the organization.
The Staffing Services Director at the corporate office supervises the design and analysis of staffing policies (Kammeyer-Mueller, 2012). The owners consider the interview to be the most important selection tool; therefore the director will develop a structured interview process to distribute to all the stores for action (Kammeyer-Mueller, 2012). The HR consultant will review the questions and rating methods to safeguard the questions vary according to responsibility level and eliminate potential opportunities for
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Competencies are quantifiable groups of KSAOs that a supervisor can use to evaluate performance (Aguinis, 2013). The performance reviews will distinguish high-performing staff who are eligible for promotion and rewards.
Tanglewood will use satisfaction surveys and exit interviews to gauge employee approval. Corporate will disseminate the annual satisfaction survey to employees asking questions about several aspects of their employment. The results will identify trouble areas in different job segments and provide HR the potential to improve the process. The store’s HR staff will complete the exit interviews with questions corporate develops. The staff will have the leisure of expanding on the questions, but they must ask the base questions and provide the responses to corporate for
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