Tanglewood Paper Case

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Tanglewood Paper Case 1

Melinda Roberson

Keller Graduate School of Management

Strategic Staffing HR 594

Professor Simmerman

07/16/2011

Mr. Penchiala,

After an in-depth review of Tanglewood’s processes for staffing I have concluded that to be successful in expansion Tanglewood needs to address its staffing strategy by making key decisions about acquisition, retention and deployment of the organization I will address the 13 key elements in staffing strategy. They are:

Staffing Levels

• Acquire or develop talent

• Hire or retain

• External or internal hiring

• Hire yourself or Outsource

• Core or flexible workforce

• National or global

• Attract or relocate

• Overstaff or understaff

• Short or Long Term Focus

And Staffing Quality

• Person/Job and Person Organizational Match

• Specific or General KSAO’S

• Exceptional or acceptable quality

• Active or Passive Diversity

Each will be discussed as to how it can be affective for Tanglewood and which the best decision for Tanglewood is.

Acquire versus developing talent

As Mr. Wood noted in his interview with Business Monthly, the success of Tanglewood is due entirely to its strong culture. In order to retain this culture, Tanglewood should develop their talent as well as acquire talent. It seems the current employees have the culture of the store embedded into their work ethic. Thus to keep a workforce of committed and qualified individuals who will carry the Tanglewood philosophy into the future, Tanglewood must develop their talent. The three biggest categories when looking at strategic staffing are acquire or develop talent, hire or retain and hire external or internal. All of these can be one in the same. From Tanglewood’s perspective it needs to use all of these techniques. Currently when a new hire comes in and is slated for a management position or corporate position they must work the sales and...