Tanglewood Case One

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Tanglewood department stores are a moderately sized organization that has a strong growth potential. Tanglewood is going up against large-scaled, well-known department stores, and they are holding their own. They have a positive revenue growth of 4.2%, more than Dillard’s, JC Penny, Sears, Target, and WalMart’s revenue growth. Tanglewood’s employee growth of 3.75% is also beating out the other department stores, all except JC Penny. In order for keep the company’s current growth to continue, the staffing levels and qualities are going to have to be re-evaluated and changed when needed. The staffing levels include determining if the company should acquiring or developing talent, hiring yourself or outsourcing, external or internal hiring, having a core or flexible workforce, focusing on hiring or retention, national or global outsourcing, attract or to relocate, to be overstaffed or understaffed, and whether to be short or long-termed focused. The staffing qualities that need to be determined is whether the company should try to meet a person/job or person/organization match, specific or general KSAOs, having an exceptional or acceptable workforce quality, and having active or passive diversity. By making the correct decisions in regards to the staffing, Tanglewood will be able to continue the positive growth of their company. Acquire or Develop Talent The first decision to be made would be whether to acquire talent externally or to develop talent internally. If a company decides to use a purely acquisition staffing strategy focuses on finding and hiring new employees who already have the talent or skills needed, so very little training is needed. On the other side of the spectrum is to have a purely developmental staffing strategy. A company that focuses on this strategy hires anyone who is willing to learn the KSAOs required of the job. It would be

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