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Tanglewood Case Essay

Recruitment Guide
Position:Multiple Positions
Reports to:Store Manager, Sales Manager
Qualifications:High School Diploma or GED
Relevant labor Market:

Western Washington, Eastern Washington, Northern Oregon and Southern Oregon Timeline: Conducting interviews with qualified applicants until all positions are filled Activities to undertake to source well-qualified candidates
Employee referrals
Local organizations
Job Services
Media Advertising
Career Fairs
Internet/ Company website

Staff Members involved:
HR Recruiter
Departmental Managers
Store Manager
In order to determine what is the best recruiting efforts at Tanglewood, it is best to look at the varies regions methods in order to evaluate whether the methods that are currently being used are either “open” or “targeted”. An “open” recruitment method can be consider a passive approach for an organization because it doesn’t specify certain necessary skills needed and virtually anyone can apply for the positions. However, it does ensure that there is diverse group of applicants can apply and everyone can be considered. But this can be a problem at Tanglewood. Every company has a unique culture within itself, knowing the culture can assess whether the job will be a good fit for applicant as well as for Tanglewood. Depending on the culture of the organization, bringing the wrong candidate into a process oriented situation can potential present challenges further up the road whereby, the applicants that are qualified, can possibly be overlooked within the recruiting process. A “targeted” recruitment approach allows for Tanglewood to identify where likely candidates might be. Beginning to drive a pipeline of talent is the role of employment branding.

The goal of this step is proactively developing and deploying content about what makes Tanglewood a desirable place to work in the minds of the target talent populations. “Targeted recruitment can achieve the same ends of inclusion as open recruitment, though by a different mechanism. Whereas open recruitment achieves inclusiveness by encouraging everyone to apply, targeted recruitment may actually seek particular groups” (pg215)CITATION Her09 \l 1033 (Heneman III, 2009). In theory both methods can be utilized. Collectively, Tanglewood has used both methods for their recruiting efforts. The Western Washington (Region 1) uses the “open” approach to the recruiting process relying on employee referrals from current employees and the Kiosk method, which allows anyone to apply for an open position.

The Eastern Washington (Region 2) division uses the method of Media advertisement. This can also produce an “open” approach to the recruitment process. The Northern Oregon (Region 3) is unique because it uses both methods “open” and “targeted” for their recruitment process. “These methods include media, staffing agencies and in-store kiosks”. CITATION Her09 \l 1033 (Heneman III, 2009) Lastly, the Southern Oregon (Region 4) utilizes the “targeted” approach to recruitment staffing. This method ensures that Tanglewood can target their talent. Tanglewood has utilized both methods of recruiting, but perhaps in order to grow the business in the area in which it needs to go, Tanglewood should revisit the recruitment process in the other regions that might not be doing as well. “Using the open and targeted methods can be used to decide where to look.” CITATION Her09 \l 1033 (Heneman III, 2009)

Data Table Analysis

For each division analysis the data table provided for Western Washington the Job Services category received the most applications even though they hired less amongst the group. Their qualification rate was 38% with a hiring rate of 9%, however their (6mos/1yr) retention rates were highest among the group. Western Washington’s total and variable cost was the second lowest to Media. The group that had the highest hiring rate was the Referrals and the second highest retention rate at (6mos/1 yr), with their cost being the highest. In the Eastern Washington Region, the Media had most applicants, their hiring rate was the lowest at 15%, and their retention rate was the lowest for (6mos/1yr). Their variable cost was second lowest with their total cost being the lowest in comparison to Kiosk and Referrals. There was no Job Services in the Eastern Washington Region. Referrals had the highest hiring rate with the highest retention rate. The Kiosk had the highest cost for the division. Media had the total cost combined lower than any other category. In the Northern Oregon, the Kiosk had the highest applicant rate.

Their hiring rate was the second lowest with a 6 mos. retention rate being the lowest, but the 1 year was the highest. Kiosk also had the total and variable cost was the higher amongst the category. The Agency had the lowest applicants, their hiring rate, retention (6mos/1yr) was the highest. The Agencies total variable cost was the lowest. In Southern Oregon, Kiosk had the highest applicants with the lowest hiring rate and the lowest retention rate (6mos/1yr) while their total variable cost was the second highest and total cost was the highest. The Agency hiring rate was the highest with the highest retention rate (6mos/1yr) with less applicants. Their variable cost was the lowest and total cost was second to Referrals.

Northern Oregon (Region 3) suggested that the other division of Tanglewood adopt the policy of using kiosks and staffing agencies. By exploring this method, it could prove to be cost effective and the recruitment process streamlined. “Hiring kiosks allow for pre-screening and processing of applicant data, accelerating the hiring process and reducing administrative delays HR Self-Service applications can be layered onto retail kiosks for after-hours use, leveraging your existing investment”. CITATION Sys09 \l 1033 (Systems, 2009) For example:

Greatly reducing HR Staffing
Reduction in costs for advertisement
Fewer resources needed for processing new hires
Reduction in overall hiring transaction costs

These are only a few of the features that the Kiosks would provide. It could also offer self-service functions to employees without access to desktop computers, or those not located near an HR office 24×7 access to HR information without the need for human intervention reduces costs and increases convenience for employees. If a store does not have all of the necessary HR support needed, it could also serve as a virtual assistant for employee training, scheduling and other managerial functions which would serve as a support system for areas in which there is a shortage of management presence. With kiosk systems you can build interfaces that specify the need of the company. Providing optional touchscreen interface would enable those applicants or employees that are less computer-literate easier access to company. This could remarkably be a cost effective route. Tanglewoods top management recommendation to find the cheapest way to hire is not sufficient.

This temporary fix would potentially cost the company more to train and retain individuals that might not be the ideal candidate. Even though the Managerial focus groups have concerns with the reduction of employee turnovers this is due to the open methods used in the initial recruitment process in some divisions. The delay between contact with applicants and the initial hiring decides can also be contributed to the magnitude of applicants and the search to find the individual that possess the right KSAOS very hard. Perhaps, Tanglewood would need to continue to search for candidates in unlikely places. Use a different approach to recruiting. Once the ideal candidate is found it is import to find the time to develop the employee’s customer service skills while providing methods of diffusing situations.

Since this is a concern within the organizations focus groups, perhaps an alternative consideration could be a simulation fit. This is a good indicator of how a person will respond in a current situation based upon a past response. More often than not, though, behavior that is not in alignment with the company’s culture or expectations is a real reason for a high turnover rate amongst new hires. In conclusion, every step of the recruitment process will shape the impression that a potential employee has of the Tanglewood’s organization; influencing them one way or another. It’s vital that the experience reflects Tanglewood’s brand in an accurate and positive light, and in turn attracts and engages the right people.

BIBLIOGRAPHY \l 1033 Heneman III, H. &. (2009). Staffing Organizations 6th edition. Middleton: Mendota House Inc. Systems, K. I. (2009, October 18). kiosk. Retrieved 2014, from Kiosk Information System: http://www.kiosk.eu

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