Tanglewood free essay sample

The environmental scan for Tanglewood is very complex. According to the scan, there is a consistent supply of qualified individuals to fill managerial positions; however, it has been determined that Tanglewood may experience difficulties completing this task for several reasons. First, retail is often viewed as an undesirable market for recent college graduates. Secondly, many associate retail with working long hours, low pay, and frequent conflict with lower-level employees. These factors lessen as individuals move up in management, but many qualified candidates dont want to invest years of employment to reach this goal. Lastly, the hiring policy at Tanglewood requires employees to enter as store associates and slowly move up the hierarchy. Tanglewood strives to promote extensively from within, and its internal staffing strategy is seen as the real strength for the company, and a tool to increase the retention of lower level employees. Markov Analysis Action Plan According to the forecast of labor requirements found in Table 1. We will write a custom essay sample on Tanglewood or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page 1, next year’s projections suggest Tanglewood will need 4. 845 store associates, 42 shift leaders, 105 department managers, 21 assistant managers and 5 store manager. Based on Tanglewood’s practice of hiring internally, our hiring efforts will focus of hiring additional store associates. We will hire additional sales associates to met our staffing needs and to fill any vacancies created through our internal efforts to fill existing managerial positions. We will also strive to met our qualitative staffing objectives through making small adjustments in our organization’s recruitment efforts to employee a better quality of employees, develop talent and have an exceptional workforce. We will do this by erasing the negative perceptions of the retail industry. The first step to completing this task involves making adjustments to our employment arrangements. Flexible schedules will be offered to support a healthy work-life balance for employees. Also, Tanglewood will actively participate in campus job fairs, recruitment efforts and partner with local universities to be more visible in the community as a preferred employer and an employer of choice. It is also suggested that Tanglewood develop a management training program to recruit and retain promising college graduates. This program will use the Tanglewood philosophy of starting from the bottom and moving up to allow management trainees to be exposed to Tanglewood and its organizational culture and philosophy. For current employees that show promise, Tanglewood should create a management mentoring program that will allow them to partner with members of management. This partnership will expose high-speed and promising employees to a wealth of feedback, knowledge, experience, guidance and leadership needed to be successful in the Tanglewood family. Flex or multi-tasked work environment should be created allowing employees to work in and learn multiple departments and job functions. This promotes developing talent through developing new skills sets. We also suggest creating an employee appreciation campaign to allow employees to acknowledge each others’ efforts and hard-work or to simply say thank you. This campaign can include the disbursement of thank you points that can be used by employees to obtain discounts on merchandise purchased in the store or online. This effort promotes morale and employee appreciation. To continue with the employee appreciation pilot, Tanglewood should administer a semi-annual employee survey. This survey will serve as a report card for Tanglewood to determine how effective or ineffective they are in employee appreciation, and meeting its organizational goals to its employees. Disparate Impact Analyses After examining the percentages of employees represented across demographic categories for Tanglewood and the labor market, it is determined there are particular classes or jobs where the representation within Tanglewood appears to be out of line with the available workforce. The percentages employed for females and minorities is less than what would reasonably be expected by the availability percentage for shift leaders; 68. 9% and 70. 6% respectively. the percentage employed for females and minorities is less than what would reasonably be excepted by the availability percentage for department managers; 78.8%. To address this matter, Tanglewood needs to establish a incumbency percent goal to move the demographics representation in line with the available workforce. The best option to achieve this is to solicit employment through advertisement that will be target at the protected party. Adjustments are required; however, this is a goal that can be achieved within the current year. Efforts should be made to solicit external hires to better represent the party in whole.