Table of Contents Tanglewood Case 3 2 Recruiting Guide-Sales Associate Purpose…………………………………………………………………………………….3 Link to Tanglewood Code Principles and Indicators……………………………………..3 Recruitment………………………………………………………………………………..4 Role Job/Analysis………………………………………………………………………….4 Role Profiling/Job Description Writing…………………………………………………...4-5 Competencies……………………………………………………………………………...5 Process……………………………………………………………………………………..6 Attraction………………………………………………………………………………….6 Internal/External Candidates………………………………………………………………7 Advertising………………………………………………………………………………...7-8 Applications………………………………………………………………………………..9 Selection……………………………………………………………………………………9 Assessment Methods……………………………………………………………………..9-10 Offer and Due Diligence Checks………………………………………………………..10-11 Expenses…………………………………………………………………………………..11 Induction………………………………………………………………………………….11 Open v. Targeted Recruiting……………………………………………………………...12 Data Table Summary……………………………………………………………………...13 Northern Oregon………………………………………………………………………….14 Tanglewood “Bottom Line” Metrics……………………………………………………...15 Proposal Paragraphs………………………………………………………………………16 Works Cited………………………………………………………………………………17 Purpose of this guide Tanglewood Case 3 3 This guide offers guidelines to those responsible for developing a recruitment and selection policy. It aims to provide a brief introduction to the subject and suggestions based on recognized good practice and the experience of those within the organization. The guide examines the various elements that might be included in a recruitment and selection framework and some of the questions that an organization may wish to address as they develop their approach. We do not aim to replace specific legal advice and all HR practitioners and managers involved in recruitment and selection are strongly advised to make sure they are aware of the legal frameworks within which
Starting A Fast Food Franchise in Plymouth, MN Work Breakdown Structure (Rev. 1) 1. Planning Phase 2.1 Recruit a Project Team 2.2.1 Acquire and review resumes 2.2.2 Select Project Team 2.2.3 Notify Team Members 2.2.4 Commence project planning 2.2 Develop Project Charter 2.3.5 Draft Project Charter 2.3.6 Submit Draft Project Charter to Shareholders 2.3.7 Finalize Project Charter 2.3.8 Obtain Final Authorization from Shareholders 2.3 Develop a Scope Management Plan 2.4.9 Draft Scope Management 2.4.10 Communicate Scope Management Plan 2.4.11 Finalize Scope Management Plan 2.4 Develop Risk Management Plan 2.5.12 Draft Risk Management Plan 2.5.13.1 Follow PMBOK and ATOM Requirements 2.5.13.2 Identify Positive and Negative Risks 2.5.13.3 Analyze and Develop Response 2.5.13 Communicate Risk Management Plan 2.5.14 Finalize Risk Management Plan 2. Research Phase 3.5 Evaluate Franchisee Business Strategy 3.6.15 Identify Franchisee’s aims and objectives 3.6.16 Perform SWOT Analyses 3.6.17 Evaluate Financial Strength and Capability 3.6.18 Align Franchisee’s Business Strategy 3.6 Identify franchisor 3.7.19 Research Fast Food Franchisors in the industry 3.7.20 Evaluate financial requirements and match up performance with project goals 3.7.21 Research legal requirements 3.7.22 Perform Cost/Benefit analysis in terms of profitability and growth 3.7.23 Narrow down list of Franchisors 3.7 Identify Lender 3.8.24 Identify loan options 3.8.25 Compare options 3.8.26 Communicate with Shareholders 3.8
BSBADM502B Manage Meetings Assessment task 1 Appendix 1: Assessment Task 1 submission form Meeting name | Conference Venue Choosing | Meeting purpose | To recommend to the General Manager a venue for the conference. | Participants Participant name | Reason for participation | Sybil | Chairperson | Mr Lee | Representing members from NSW, will calculate the costs of three possible venues | Ms Singh | | Mr Jones | Representing members from VIC, Will conduct research on the residency status of the senior managers | Ms Yi | | Meeting format Topical meeting, because this meeting is a gathering called to discuss one work issue – choosing venue for the upcoming conference. Invitation Send out e-mails to invite all
Hult INTERNATIONAL BUSINESS SCHOOL sTRATEGY: TEAM PAPER | Strategy Project: “Cruise Line Industry” | Mt. Tamalpais Team Three | Ramil Ablaev Emily Bonnell | Lingfang Chen | Antonio Modestini Tadashi Soga | Sanchit Talwar D Due : Wednesday, April 13th, 2011 | | | | Table of Contents 1. Industry Overview……………………………………………………………..p.3 1.1 Industry Size………………………………………………………………..p.3 1.2 Industry Growth Prospect………………………………………………...p.4 1.3 Industry Profitability……………………………………………………....p.4 2. Michael Porter’s Five Forces Analysis..............................................................p.5 2.1 Supplier Power……………………………………………………………..p.5 2.2 Buyer Power………………………………………………………………..p.6 2.3 Threat of New Entries..................................................................................p.7 2.4 Threat of Substitutes.....................................................................................p.8 2.5 Rivalry among Established Competitors………………………………....p.8 2.6 Significant Industry Structural Changes..................................................p.10 3. Leading Company.............................................................................................p.10 4.
Relevant labor market: Washington and Oregon Timeline: Continuous Process Activities to undertake to source well-qualified candidates: Request employee referrals State job referrals Radio, television, local and regional newspapers Accessibility of a kiosk on site Employ a staffing agency Staff members involved: Human Resource Staff Regional Managers Store Managers Budget: $3,300 - $6,000 2. Describe the best “targets” for your recruiting efforts by considering the job and organizational context. Evaluate the various methods of recruiting in terms of whether they seem more like “open” or “targeted” recruiting, using the information in the book to help you make this decision. If some methods seem more “targeted,” whom do you think they target? Tanglewood utilizes both open and targeted recruiting but because of their attrition and the continuous amount of new hires that they have, I would say that “open recruiting” would be most beneficial for their
BUS 599 Discussion Questions Week 1 to 11 Purchase here http://homeworkonestop.com/BUS%20599/bus-599-discussion-questions-week-1-to-11 Product Description Week 1 DQ1: Business Strategy" Please respond to the following: Select a company to which you have been loyal for several years. Assess the company’s current strategy and the effectiveness of the strategy execution. Suggest a modification that company should make to its strategy and how it may impact the success of the company DQ 2: "Strategy Planning" Please respond to the following: Many companies invest substantial resources to the strategic planning process only to put the strategy document on a shelf until the process rolls around the next year. Create an argument
~H.E. Luccock ” Calendar of Events Event Canvasser Training United Way Campaign Kickoff Workplace Kickoff Event Special Event Special Event Impact Speaker / Lunch & Learn Days of Caring Poverty Simulation Workplace Wrap-Up Event Date August September 5 Description Book with United Way TACTICS The campaign strategy will be executed by following the timeline below: Example of Best Practices Date March Attend ECC Feedback Session Confirm campaign dates Review past results & develop your 2013 plan Liaise with management on gaining support Recruit internal speakers ECC / CI / Committee Committee / United Way Committee / United Way ECC or Exec Sponsor Committee ECC & United Way ECC ECC Not started Not started Not started Not started Not started Not started Not started Not started Not started Please ensure you have enough volunteers recruited to fill the volunteer opportunity before booking your Days of Caring Complete Activity Action Owner Status Notes April Strategic Planning Sessions between company and United Way Form Committee & sub-committee members Regular monthly committee meetings begin
JULIO OLAGUE MARRIOTT CORPORATION: The Cost of Capital (Abridged) March 25th, 2015 Company Description Marriot Corporation is a major competitor in the lodging and food service industry in the United States. Its three major lines of business are lodging, which includes 361 hotels, contact services, which provides food and service management to institutions and airline catering through its InFlite services, and restaurants, which includes Bob’s Big Boy, Roy Rogers, and Hot Shoppes. Key Points (Changes to the WACC) Marriott’s WACC: Lodging WACC: Contract services WACC: Restaurants WACC: 8.57% 10.24% 7.55% 10.68% Recommendation Marriott Corporation should use a different weighted average cost of capital (WACC) for each division in order for projects to be valuated correctly. Share repurchases should only be done when there is excess cash to both, buy back the shares, and to fund future investment projects. EXECUTIVE SUMMARY Based on our weighted average cost of capital calculation (WACC) we determined that Marriott Corporation should use a different hurdle rate for each of its three divisions, as well as for the entire firm.
In 2002, an internal transfer pricing dispute involving three divisions came to a head in a meeting called by the companies managing director, Mr. Rolf Fettinger. Mr. Fettinger needed to hear the details of the dispute so he could decide on the best possible outcome for the organization while taking into consideration each division managers’ concerns. The three divisions involved were heavily impacted by the Imaging Systems Division’s (ISD) manger, Conrad Bauer’s, decision to outsource a component of a new product, X73. The Heidelberg division was asked to provide a bid for the needed component and was subsequently outbid by two outside organizations. ISD was one of Heidelberg’s major inside customers and its manager, Paul Halperin, was furious that ISD was taking its business elsewhere.
This is where evaluation will happen and deliverables will either me met or unmet (PMBOK 39). Projects should take into account the amount of risk that is associated with a project prior to beginning the project. Kendrick states in his book on Identifying and Managing Project Risk, that projects “without volunteers are risky” (61)