Chapter 1 Component
Acquire or Develop Talent-For either of these should how should Tanglewood handle how they want their applicants to be?
Hire yourself or Outsource- What experience would either applicant or candidate bring?
Core or Flexible Workforce- When it comes to cost, how effective will either be for Tanglewood?
Hire or Retain- What is best for the company if one is done?
National or Global- Would this candidate of such matter to Tanglewood?
Attract or Relocate- Would Tanglewood wants someone that is willing to do either?
Overstaff or Understaff- How would employees be handle in either situation?
Short-or long-term focus- Where does the Tanglewood see itself for both focuses?
Person/Job or Person/Organization Match- Would Tanglewood match a person to a job based on experience or qualities?
Specific or General KSAOs- Does Tanglewood want someone that has knowledge and experience or someone that ...view middle of the document...
Sometime doing the flexible strategy can turn out to be a permanent position for someone. But if they are looking to hire people for a more permanent position, the flexible workforce strategy should not be a consideration. Tanglewood would need to stick the core workforce.
3. The estimation for representation for women and minorities is Tanglewood has more women and minorities as store associates. Their focus is to more on gender representation.
Chapter 5 Component
1. Identity on how to attract applicant to the organization. Administrative issues on requisitions, timing, number and types of contacts, recruitment budget, development of a recruitment guide, how are they going to accept applications and how to keep with them.
2. Using organization web site, posing jobs on general internet employment web sites, co-op and internships advertisement, employer networks, job fairs are good recommendations for Tanglewood recruitment to be successful. Tanglewood should use both open and targeted recruiting. The reason being in they are giving people the opportunity to apply but through the applicants target the ones that meet the criteria they are looking for. That way is the person that is chosen and does not accept the position or leave the job, they can choose someone else from the applications they already have.
3. Recruitment Guide
Position: Department Manager
Reports to: Assistant Store Manager
Qualifications: Knowledge in retail management policies and practices
Skills in decision making and judgment
Knowledge of customer service principles
Communication and speaking skills
Relevant labor market: Pacific Northwest
Timeline: week of 09/17/10: Conduct interviews for qualified applicants
10/01/10: Targeted hire date
Activities to undertake to source well-qualified candidates:
Organization web site
Television, newspaper advertisements
Post on General Internet Employment web sites
Contact regional insurances and other associates
Contact HR recruiter for further candidates
Staff members involved:
HR Recruitment Manager
Assistant Store Manager