Tanglewood Case 1

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Introduction In this report regarding Tanglewood’s staffing strategies, I will be giving my recommendations on how to move towards a more unified and centralized staffing system. The main issues at hand are the quantity and quality of the work force. These two issues combined require a lot of attention in order to create a staffing system, which performs at maximum efficiency. When it comes to the quantity of staffing, being able to forecast and balance the amount of employees needed in comparison to the amount of employees available in today’s workforce is essential in determining the company’s likely staffing levels. (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. Since these employees have already proved to be motivated and loyal to working within this company, developing their talents is critical in order to retain these people that have helped make Tanglewood what it has become today. These employees possess the talents and skills needed to continue to grow as a company. Since Tanglewood has such a specific niche in the retail industry, it is important that the current employees develop the talent needed to continue expanding. Tanglewood already has 215 employees in each of the 243 stores. (Kammeyer-Mueller, 2012). Therefore, it seems impractical to acquire new talent. So many devoted employees already exist in each store,

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