With this company growth and continuous growth, I believe this company should of take advantage of advancing their internal employees first. Thereafter fill positions that are left with hiring external employees. Every company should offer room for advancement. Core or flexible workforce: Tanglewood should enforce a core workforce. Even though company has ups and down.
External recruitment by means of applications and resumes may increase the chances of hiring an individual who does not perform well at the job. However, when employees contact a company on their own, there is an increased chance that the employee will perform better than an employee who has been recruited by college placement services or newspaper ads (Bohlander & Snell, 2007). Employees hired through employee referrals usually perform well at a job. Most employees are very cautious about recommending employees who may not perform well because they understand that it will make them look bad. One of the largest disadvantages of employee referrals is that there is an increased chance that a company may violate Equal Employment Opportunity laws and regulations (Bohlander & Snell, 2007).
They are responsible for the employee retention, recruiting, and selection. Centralization will also serve to create staffing operations efficiencies. • External or Internal Hiring- Tanglewood should concentrate on internal hiring to create a stable committed workforce. This will allow the seasoned and experienced employees to move up into management positions. The external hiring will be necessary when new employees are hired.
Russell/Chapter 1/TC1 Mr. Penchiala our goal is to look into your staffing strategies and see where decisions can be made that will improve the work environment, recruit the best people, and provide opportunities for creativity and increase productivity as well as profits for Tanglewood. Our first step is to look at the areas of staffing and decide the position in each area that will benefit Tanglewood. This is an overview of those areas and my recommendations for the position Tanglewood should take in those areas and why. We will address each area in more detail as we move forward. With each area there is a continuum that has an either/or extreme on each end.
Developing talent refers to the acquisition of employees who have the ability to acquire the skills, knowledge, and abilities of a job. Based on an overview of the organization’s current condition and a combination of factors derived from the mission statement, organizational structure, and cultures and values, I would recommend concentrating primarily on a talent development strategy versus an acquisition strategy. The following are statements are the grounds for this recommendation: Mission Statement * “We are committed as a company to providing maximum value to our customers, shareholders, and employees.” Organizational Structure * Employees at all levels of the corporation are encouraged to make suggestions regarding operations * A core workforce is viewed as essential for the organizational values and culture, described below, that Tanglewood seeks to develop and maintain. Organizational Culture and Values * From its inception, this company has emphasized employee participation and teams. * Efforts are made to involve employees in the decision process when possible.
(Henneman III, & Judge, 2012). In addition, the quality of the employees at Tanglewood is essential to the expansion and future of the company. The knowledge, skills and motivational traits that each employee possesses are critical. Throughout my recommendation I will continue to expand upon these ideas in order to help create a more central workforce that will guarantee the future of Tanglewood. Staffing Levels Acquire or Develop Talent Current employees are critical to the success of maintaining the culture that has been instilled in Tanglewood since the day it was founded.
An outsource recruiter does not know well the company’s culture and value as well as an internal recruiter. External or Internal Hiring Tanglewood should go for internal hiring. This will allow employees to use the internal market and a springboard for launching long-term careers within the company. External may be necessary to fill out the entry-level positions or any other position where there are no acceptable internal applicants. Core or flexible workforce Tanglewood should focus on Core Workforce when selecting employees.
First step of recommendations to properly start staffing for the expansion is: Staffing Levels Acquire or Develop Talent. Tanglewood is wanting to expand quickly and they want qualified personnel for their positions. Best case is for them to acquire new employees who can “hit the ground running” and be at peak performance the moment they arrive. These employees would bring their talents with them to the job, with little or no need for training or development. Hire Yourself or Outsource: Definitely outsource hiring activities, a vendor specialized in staffing has the skills and the time to identify potential candidates.
1. Acquire or Develop Talent To acquire externally or hire more employees is not feasible for Tanglewood at the moment. I recommend that Tanglewood develop talent that is already a part of the organization. Acquiring internally in an organization will allow the existing employees to grow within the company and further help meet company goals. By applying the KSAO (knowledge, skill, ability, and other characteristics) needed to perform the job effectively and more efficiently.
The method that Tanglewood currently uses to hire managers is similar to the method that is used to hire store associates. I feel that a change is required when it comes to the selection plan if Tanglewood expects to hire the best employees out there. The department manager position requires that the potential employees take on a greater responsibility, and perform their work more intelligently. So in order to accomplish that, and hire employees that will perform those types of duties, Tanglewood must tailor our selection methods to match the specific KSAO’s that are required for the position. The more closely we measure the applicants KSAO’s to match to what is required for the position at hand the better results we would produce.