According to our forecast of labor requirements found in Markov analysis, we will need 3,995 store associates, 90 shift leaders, 157 department managers, 5 store managers, and currently have a surplus of assistant managers. As a result, we will need to hire mostly store associates, keeping them at the associate level, while promoting some into shift leaders. In order to fulfill these variations of staffing level in management positions, we can begin targeting recent college graduates.
Utilizing a managerial training program will allow Tanglewood to specifically target recent college graduates, a once problematic candidate pool for Tanglewood, and set them on track to climb the managerial hierarchy. The managerial training program will also build a candidate pool at an exponential rate that is not just quantity based but quality based, as the training program will include cultural induction alongside corporate practices to adhere and grow the unique culture of Tanglewood.
Alongside, the managerial training program, we will implement a rotation strategy amongst departments. The rotation with a competitive spot bonus implementation will allow Tanglewood to inheritally increase job satisfaction and job culture as more individuals will be knowledgeable about the company as a whole instead of specialized in a department-subculture. Question 2 When examining table 1. 3 in further detail starting with female store associates, there is a small gap in the number of female associates compared to the percentage of incumbency.
This shows that Tanglewood is able to keep their female store associates working and is able to hold the incumbency ratio at the appropriate percent. However, there is room for improvement for female incumbency in shift leaders. There is a 13. 2% difference in the number of females who hold this position, compared to the percentage of the availability within the workforce. This representation is similar with female department managers. There is a 12% gap in the workforce availability and the actual incumbency percentage. Both of these positions have room to improve in order to increase with a protected class.
Tanglewood has a high percentage of female associates therefore it might be a good idea for Tanglewood to search within the company and promote a few females within the store to these leadership roles. It may help the overall moral as well. The reason there might be such a significant gap in these leadership roles could be due to factors that are not within the company control. The pattern suggests that the female associates may not be at a level to take a leadership role within the company yet. It may also be because there are more women who are taking time out from the labor force to raise families.
Moving onto the minority incumbency and availability, the percentage of both store associates and department managers are in line with the workforce. However, the shift leader percentage availability within the workforce is a significant amount higher than the incumbency percentage. It is a possibility that there isn’t top talent in the availability of store associates to be promoted to shift leaders. This could go hand in hand with the female numbers too. Question 3 The specific strategy the company should engage in for recruiting and promotion practices is to be creative and competitive.
The recruiting of top talent is key to success and by offering sign on bonuses and attractive employee discounts that are stronger than the competition may attract candidates. Also, by offering a retention bonus to sales associates who are willing to stick out the time necessary to grow in the position may entice employees to stick it out and become a long term employee. It is not realistic for the company to try to meet their affirmative action goals in a single year, and is partly due to the pool of candidates available.
Our analysis has shown that it may take some time to develop and promote internal female employees as well as being able to staff and promote minorities as this can pose a challenge in some geographic locations. Also, we want to allow enough time to ensure candidates are qualified for the positions and this may result in some time to identify, source, and develop talent. As far as the pros and cons of using internal promotions vs. external hiring in rectifying any problems with gender and ethnicity representation in supervisory positions, internal promotions will be more cost effective than external hiring.
Since the internal employee is already familiar with the culture and Tanglewoods philosophy this will save time and money by not needing to train employee on the culture or social environment. Also, by promoting from within will form a sense of positivity and motivation for new employees hired in sales associate roles. This can be an internal growth opportunity and also be a benefit for attracting all potential candidates for the sales associate roles. The cons that are related with hiring from within can be linked to a number of factors. By increasing employee morale, hiring from within can also decrease employee morale.
It can cause situations where peers are now managing their peers. There is also possibility of potential favoritism if a current manager hires a subordinate. Lastly, although hiring from within can seem like a good idea to cut costs and help save on training, there is potential for a conflict within affirmative action. The company may need to search outside for candidates who help the affirmative action plan. The same issues go hand in hand with hiring external candidates. First and foremost there is a much wider candidate pool to choose from.
This may be helpful because the recruiter can have many options to find the right fit. Also, hiring an external candidate can help bring employee morale up because fresh eyes to the company culture aren’t necessarily a bad thing. This same tactic can be useful in creating a little bit of competitiveness within the firm. Internal employees might be more motivated if they realized that the company was looking at outside candidates. This could help with certain practices within the company become better. Another positive with hiring from outside the company is the possibility of adding diversity into the firm.
This tactic can also help with affirmative action plans. Just like with internal hiring, there are cons to external hiring, too. First, outside candidates have the ability to weaken the company culture. Internal hires may feel like the company doesn’t care about their growth and development which could cause a riff between coworkers. Another prospective con with external hiring is the chance that the new hire might take longer to adjust to the company culture as well as the job itself. With this, might come a higher turnover rate because the new hire isn’t invested within company culture.
Another thing to take into consideration is the fact that external recruitment tactics are on an ever changing basis and it might be difficult to find top talent that isn’t already taken. Question 4 To: Tanglewood Store Managers From: FKV Consulting, LLC Date: February 4, 2016 Subject: Tanglewood Stores We appreciate the opportunity to perform an analysis on Tanglewood stores and provide you with staffing forecast needs while maintaining compliance with EEOC and supporting the affirmative action plan. Along with the company’s strong commitment to its employees, more of the employees will be promoted from within the company as a whole.
Staffing forecast have been made to ensure each store within Washington’s regions will operate at the optimal level of staffing at all time. To combat the gap of employees through various departures we have implemented multiple training programs to ensure this happens. To ensure that satisfaction and loyalty to Tanglewood is meet, the profits of the company will rise and inherently be returned to the employee through our profit sharing moto and continue better overall service. Based on our analysis, the following positions are listed with the anticipated number of new hires.