Tanglewood Case Essay

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Tanglewood Case Essay
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  • Words: 1462

  • Pages: 6

Tanglewood Case

Recruitment Guide
Position:Multiple Positions
Reports to:Store Manager, Sales Manager
Qualifications:High School Diploma or GED
Relevant labor Market:

Western Washington, Eastern Washington, Northern Oregon and Southern Oregon Timeline: Conducting interviews with qualified applicants until all positions are filled Activities to undertake to source well-qualified candidates
Employee referrals
Local organizations
Job Services
Media Advertising
Career Fairs
Internet/ Company website

Staff Members involved:
HR Recruiter
Departmental Managers
Store Manager
Budget:
$4500
:
In order to determine what is the best recruiting efforts at Tanglewood, it is best to look at the varies regions methods in order to evaluate whether the methods that are currently being used are either “open” or “targeted”. An “open” recruitment method can be consider a passive approach for an organization because it doesn’t specify certain necessary skills needed and virtually anyone can apply for the positions. However, it does ensure that there is diverse group of applicants can apply and everyone can be considered. But this can be a problem at Tanglewood. Every company has a unique culture within itself, knowing the culture can assess whether the job will be a good fit for applicant as well as for Tanglewood. Depending on the culture of the organization, bringing the wrong candidate into a process oriented situation can potential present challenges further up the road whereby, the applicants that are qualified, can possibly be overlooked within the recruiting process. A “targeted” recruitment approach allows for Tanglewood to identify where likely candidates might be. Beginning to drive a pipeline of talent is the role of employment branding.

The goal of this step is proactively developing and deploying content about what makes Tanglewood a desirable place to work in the minds of the target talent populations. “Targeted recruitment can achieve the same ends of inclusion as open recruitment, though by a different mechanism. Whereas open recruitment achieves inclusiveness by encouraging everyone to apply, targeted recruitment may actually seek particular groups” (pg215)CITATION Her09 \l 1033 (Heneman III, 2009). In theory both methods can be utilized. Collectively, Tanglewood has used both methods for their recruiting efforts. The Western Washington (Region 1) uses the “open” approach to the recruiting process relying on employee referrals from current employees and the Kiosk method, which allows anyone to apply for an open position.

The Eastern Washington (Region 2) division uses the method of Media advertisement. This can also produce an “open” approach to the recruitment process. The Northern Oregon (Region 3) is unique because it uses both methods “open” and “targeted” for their recruitment process. “These methods include media, staffing agencies and in-store kiosks”. CITATION Her09 \l 1033 (Heneman III, 2009) Lastly, the Southern Oregon (Region 4) utilizes the “targeted” approach to recruitment staffing. This method ensures that Tanglewood can target their talent. Tanglewood has utilized both methods of recruiting, but perhaps in order to grow the business in the area in which it needs to go, Tanglewood should revisit the recruitment process in the other regions that might not be doing as well. “Using the open and targeted methods can be used to decide where to look.” CITATION Her09 \l 1033 (Heneman III, 2009)

Data Table Analysis

For each division analysis the data table provided for Western Washington the Job Services category received the most applications even though they hired less amongst the group. Their qualification rate was 38% with a hiring rate of 9%, however their (6mos/1yr) retention rates were highest among the group. Western Washington’s total and variable cost was the second lowest to Media. The group that had the highest hiring rate was the Referrals and the second highest retention rate at (6mos/1 yr), with their cost being the highest. In the Eastern Washington Region, the Media had most applicants, their hiring rate was the lowest at 15%, and their retention rate was the lowest for (6mos/1yr). Their variable cost was second lowest with their total cost being the lowest in comparison to Kiosk and Referrals. There was no Job Services in the Eastern Washington Region. Referrals had the highest hiring rate with the highest retention rate. The Kiosk had the highest cost for the division. Media had the total cost combined lower than any other category. In the Northern Oregon, the Kiosk had the highest applicant rate.

Their hiring rate was the second lowest with a 6 mos. retention rate being the lowest, but the 1 year was the highest. Kiosk also had the total and variable cost was the higher amongst the category. The Agency had the lowest applicants, their hiring rate, retention (6mos/1yr) was the highest. The Agencies total variable cost was the lowest. In Southern Oregon, Kiosk had the highest applicants with the lowest hiring rate and the lowest retention rate (6mos/1yr) while their total variable cost was the second highest and total cost was the highest. The Agency hiring rate was the highest with the highest retention rate (6mos/1yr) with less applicants. Their variable cost was the lowest and total cost was second to Referrals.

Northern Oregon (Region 3) suggested that the other division of Tanglewood adopt the policy of using kiosks and staffing agencies. By exploring this method, it could prove to be cost effective and the recruitment process streamlined. “Hiring kiosks allow for pre-screening and processing of applicant data, accelerating the hiring process and reducing administrative delays HR Self-Service applications can be layered onto retail kiosks for after-hours use, leveraging your existing investment”. CITATION Sys09 \l 1033 (Systems, 2009) For example:

Greatly reducing HR Staffing
Reduction in costs for advertisement
Fewer resources needed for processing new hires
Reduction in overall hiring transaction costs

These are only a few of the features that the Kiosks would provide. It could also offer self-service functions to employees without access to desktop computers, or those not located near an HR office 24×7 access to HR information without the need for human intervention reduces costs and increases convenience for employees. If a store does not have all of the necessary HR support needed, it could also serve as a virtual assistant for employee training, scheduling and other managerial functions which would serve as a support system for areas in which there is a shortage of management presence. With kiosk systems you can build interfaces that specify the need of the company. Providing optional touchscreen interface would enable those applicants or employees that are less computer-literate easier access to company. This could remarkably be a cost effective route. Tanglewoods top management recommendation to find the cheapest way to hire is not sufficient.

This temporary fix would potentially cost the company more to train and retain individuals that might not be the ideal candidate. Even though the Managerial focus groups have concerns with the reduction of employee turnovers this is due to the open methods used in the initial recruitment process in some divisions. The delay between contact with applicants and the initial hiring decides can also be contributed to the magnitude of applicants and the search to find the individual that possess the right KSAOS very hard. Perhaps, Tanglewood would need to continue to search for candidates in unlikely places. Use a different approach to recruiting. Once the ideal candidate is found it is import to find the time to develop the employee’s customer service skills while providing methods of diffusing situations.

Since this is a concern within the organizations focus groups, perhaps an alternative consideration could be a simulation fit. This is a good indicator of how a person will respond in a current situation based upon a past response. More often than not, though, behavior that is not in alignment with the company’s culture or expectations is a real reason for a high turnover rate amongst new hires. In conclusion, every step of the recruitment process will shape the impression that a potential employee has of the Tanglewood’s organization; influencing them one way or another. It’s vital that the experience reflects Tanglewood’s brand in an accurate and positive light, and in turn attracts and engages the right people.

References
BIBLIOGRAPHY \l 1033 Heneman III, H. &. (2009). Staffing Organizations 6th edition. Middleton: Mendota House Inc. Systems, K. I. (2009, October 18). kiosk. Retrieved 2014, from Kiosk Information System: http://www.kiosk.eu

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Tanglewood Case Essay

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Tanglewood Case Essay
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  • University/College:
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  • Type of paper: Thesis/Dissertation Chapter

  • Words: 2780

  • Pages: 11

Tanglewood Case

Tanglewood has organizational plans to staff open store associate positions on an ongoing, continuous basis. The first stage staffing plans must take into consideration is recruiting from the labor market. Tanglewood management team must clearly consider the different methods available as well as the associated cost benefits of each. This case study will provide Tanglewood with a recruitment guide for its open store associate position, describe the best targets for its recruitment, estimate the yields and costs of each method, and finally offer proposed recruiting messages. The organizational date provided was used to determine what Tanglewood’s best method for recruiting are.

Recruitment Guide for Tanglewood Store Associate

Position: Store Associate
Reports to: Director of Retail
Qualifications: High School Diploma; Some college preferred; 6 months experience in retail; strong interpersonal skills.
Relevant labor market: Washington and Oregon
Timeline: Continuous
Activities to undertake to source well-qualified candidates:
Regional print, radio, and television advertising
Request employee referrals
Administer and facilitate kiosk-recruiting operations
Coordinate state job services
Contact staffing agency
Staff members involved:
HR Recruiting Manager
Director
Store Managers
V.P. Human Resources
Potential peers and direct reports
Budget: $2,500-$4,500 per hire

Targets

Considering the open Store Associate position and the organizational context of Tanglewood, the best target group for its recruiting efforts is the passive job seekers or noncandidates. Tanglewood’s organizational culture encourages employee participation and development. A proven benefit of job seekers is that they typically are happier in their positions of employment (recruitips). Employees content with their position are more likely to get involved than an employee that is discontented. In addition, passive employees are open to new learning opportunities (recruitips), improving Tanglewood’s development programs. Ultimately, recruiting passive employees can identify and provide qualified candidates that no one else has contacted or even considered contacting (Active). Overall, employees who are happy and are open to new learning opportunities will best align with Tanglewood’s organizational culture.

Methods of Recruiting
Media

Media advertising involves typical media sources such as newspaper, radio, and television. This method of recruiting should be considered as an open method of recruiting, as this form of advertising isn’t targeted but rather open for all people. Media advertising will provide Tanglewood with a large pool of untargeted applicants.

Referrals

Referrals are considered a targeted method of recruitment. Employees providing the referrals are familiar with the business requirements and will make referrals to those they know are qualified for such a position. This recruitment effort targets applicants who are familiar and capable of performing in the retail industry. While referrals are targeted recruiting they can sometimes result in open recruitment if the referrals are based on anything other than the business requirements and position qualifications.

Kiosk

Kiosks should be considered an open method of recruiting. All potential applicants can submit an application using a kiosk. Kiosks will accept applications from anyone in search of an open position, whether they qualify for the position or not. Kiosks can only provide the details of an open position and not engage in any specific targeting strategy. Similar to media advertising, Tanglewood can expect a large pool of untargeted applicants when utilizing kiosks for recruitment.

State Job Services

State Job Services should be considered a targeted recruiting method. Tanglewood will provide a set of qualifications required for the open store associate position to the state job services. This method of recruitment will be targeting high school graduates who have worked in the retail business industry for a minimum of 6 months and possess strong interpersonal skills. Tanglewood can expect a smaller, yet more qualified pool of applicants using this method as opposed to media advertising or a kiosk for recruitment.

Staffing Agency

Similar to the state job services, utilizing a staffing agency is a targeted recruitment effort. Essentially, Tanglewood would be outsourcing it recruitment process to the staffing agency. This type of recruitment would target applicants that specialize in the retail industry. A benefit to outsourcing it is that the employees provided are temporary, allowing Tanglewood to hire permanently only those that best fit the organization. A staffing agency would provide Tanglewood with a smaller, specialized, pool of applicants.

Data Tables
Western Washington

The Western Washington Division utilizes media advertising, referrals, kiosk, and job service recruitment methods. The referral efforts are producing the best results for this division of Tanglewood. The cost per fire for referrals is second only to job services. However job services returns a 22% less hiring rate than referrals, a difference of 670 employee hires. The 6-month retention between referrals and job services is almost equal at 80% with a slightly lower 1-yr retention rate difference of just 7%. After referrals, kiosks lead the way in the number of hires. However, the cost per hire for kiosks are the highest of the four methods used. Overall, referrals provide the Western Washington division the most hires and the second highest 1-yr retention all with the second lowest cost per hire.

Eastern Washington

The Eastern Washington Division uses only three recruiting methods. The methods used are media advertising, referrals and kiosk. In the Eastern Washington Division, referrals reign supreme. Referrals provide the most hire, retains the highest 6-mo and 1-yr employee retention, with the lowest cost per hire. While media advertising is Eastern Washington’s is its most common method, it returns 340 less hires with 23% less of a 1-yr retention rate. In addition, the cost per hire is hirer for media advertising than for referrals. Overall, referrals are the best recruiting method for Tanglewood’s Eastern Washington Division.

Northern Oregon

Tanglewood’s Northern Oregon Division utilizes three methods of recruitment. This division uses media advertising, kiosk, and a staffing agency as part of their recruitment effort. While the media advertising method is less costly, the hiring rate and retention rate is also lower than the other two methods. Kiosks provide an increase in both the retention rate and cost per hire. The higher cost per hire can be attributed to the high cost of set up as well as the popularity of the kiosk. In comparison to media advertising and staffing agency, kiosks receive 1,200 and 2,600 more applications respectively. The staffing agency provides Tanglewood’s Northern Oregon the highest hiring and retention rate. While the cost of the set up is higher than the kiosk, its nearly 40% hiring rate greatly reduces its cost per hire. The staffing agency provides the division the best chance at reducing it’s overall recruiting costs as well as turnover rate.

Southern Oregon

The Southern Oregon Division of Tanglewood uses referrals, kiosks, and staffing agency methods of recruiting. Similar to the other division, kiosks continue to return the highest cost per hire with the lowest overall hiring rate. In addition, the high cost of kiosk set up is second only to using a staffing agency. The staffing agency reports the highest hiring and retention rates of the three methods. However, the hiring and retention rates of referrals are a close second with an average of 8% difference (hiring rate -6%, 6-mo -5%, 1-yr -13%). Referrals continually return a lower cost per hire than the staffing agency as well. Considering the similarities in the hire and retention rates, along with lower costs per hire and equal number of hires (392 vs. 396), referrals are the best method of recruiting for Southern Oregon.

Northern Oregon has suggested that the other division of Tanglewood forgo the touchy-feely referral method and opt for kiosks and staffing agencies. The Northern Oregon Division has a point in that while the referral method seems beneficial in the short-term, the potential for long-term issues exist. The clear positive of Tanglewood referrals has been the increased hiring and retention rate, as well as the lower cost per hire (short-term). However, referrals can produce some negative indirect cost issues (long-term). For instance, an employee referral reward program can cause employees to indiscriminately recommend unqualified candidates, concerning themselves with the reward rather than the organizational fit and/or qualifications of the position. As a result, Tanglewood will need to recruit more candidates and spend time and money on training the new employees. In addition, such reliance on referrals can strip an organization of its organizational diversity.

Employees tend to refer those who are most like them, usually family or close friends. This issue can compound as it also provides an environment of nepotism and favoritism (smallenterprisinindia.com). The aforementioned referral related issues could cost Tanglewood much more money in the long run in the form of a discrimination lawsuit. It would be prudent for Tanglewood to set some clear strategies and objectives for its referral program. While it is evident that Tanglewood has potential issues utilizing the referral program, they have proven successful to the other divisions in regards to cost.

Under the referral method, the other divisions are keeping their costs per hire to a minimum while increasing its hiring and retention rates. Converting to kiosks and staffing agencies will result in higher recruitment cost for the other divisions. The cost per hire of kiosks and staffing agencies would almost certainly increase, which in turn would increase the overall business costs. Such increases will eventually have the effect of fewer hires being made. The success of a referral program hinges on its conception, execution, and maintenance (smallenterprisinindia.com). It is not recommended that Tanglewood replace its internal hiring program with a strictly external one. A mix of recruiting methods is preferable, capitalizing on the benefits both internal and external hiring brings.

Other Measures

Improving the customer service quality of Tanglewood should not be limited to the cost and retention of hires. Other measures are available to measure employee performance. Operation and training costs could be increased as to better prepare new hires for their position. Simply relying on their qualifications and minimal training can lead to unsatisfactory performance. The results of less operation and training costs can skew the overall recruitment costs as employees are released due to lack of performance. Likewise, increased operation and training costs could improve the overall recruitment costs as more employees remain with Tanglewood. Enhancing employee satisfaction through proper training and development will return quality customer service.

The alternative consideration of increasing operation and training costs would be aligned with the managerial focus groups concerns. It is management’s directive that cost alone not be the determining factor in improving customer service. When given the proper training, employees will have the skills to provide quality customer service. In addition, skilled employees are more likely to stick around, reducing employee turnover. A decreased turnover rate will equate to greater employee customer service qualities.

Proposals
Targeted

Tanglewood’s management team and HR department should create a message that makes known its corporate mission and culture. Additionally, the message needs to target high school graduates and college students with retail experience. Highly educated people place a high importance on a company’s mission and culture (Executives). The target message will need to identify the specific KSAO’s required for the store associate position. For example, a targeted message indicating the need for strong interpersonal skills will ensure hires have the ability to contribute to Tanglewood’s improving customer service.

Tanglewood’s message must indicate its preference to promote within, as college students are attracted to these types of organizations. Applicants looking for full time work often place heavy emphasis on long-term benefits and growth opportunities when searching for a job (Executives). Tanglewood’s compensation structure should be included in the targeted message as a means of further attracting college students (Link). Lastly, Tanglewood’s message should disclose the preference for those that have retail experience. Overall, Tanglewood’s recruitment message will target high school graduate/college students with retail experience who are looking to work for a company that offers a great organizational culture, benefits, and opportunities for growth.

Realistic

Unlike the targeted message, Tanglewood should not convey the message that they think applicants want to hear. A realistic message will portray the organization and open position as they really are. While the message should continue to describe itself and the position in a positive manner, it must also disclose the roles and responsibilities that will be expected of the position. Both the positive and negative attributes of the position should be disclosed. The required skills and qualifications should also be realistically described. A realistic message will reduce the overall number of applicants as they consider first of all if they qualify and secondly if the position is even worth the duties required of them. This type of message can be advantageous for Tanglewood in that realistic recruiting messages tend to reduce early employee turnover (Social).

Branded

Tanglewood’s branded message should promote Tanglewood as an organization, promoting its position in the industry. The branded message should first of all be honest (Login). It would is not advantageous to paint an unrealistic picture of the organization. Tanglewood’s messages must communicate its mission statement, divulge its organizational culture, and explain its benefits, in effort to convince applicants that Tanglewood is the ideal place to be employed. The overall goal of the message should be to create a persuasive and distinctive view of Tanglewood the organization. Developing a branded recruiting message would most definitely increase the number of applicants for Tanglewood.

Realistic Recruiting Policy Arguments

Traditional arguments can be made for realistic recruiting policies. Realistic recruiting messages provide higher job satisfaction results. Employees are made aware up-front of the downside of the job and therefore aren’t chased off as a result. Realistic messages also create a lower turnover rate of employees. By explaining the negatives in a realistic message, applicants can make a better decision as to apply or not. Not applying for the job is preferable to an employee quitting shortly after being hired due to dissatisfaction. Of course, realistic messages are not without its negatives. One of the biggest negatives to realistic recruiting messages is the difficulty in hiring high-quality applicants. Applicants with high-quality skills possess a leverage that affords them to avoid potentially negative job offers. In the end, realistic messages will produce fewer applicants to choose from.

Conclusion

As Tanglewood continues its effort in recruiting for its open store associate position, it now has a clear understanding of how to best approach its recruitment. The creation of its recruitment guide has established a plan and course of its targeted applicants. While recruiting methods may change from division to division, Tanglewood as a whole has established its potential hiring base. No matter the method used, Tanglewood’s culture and customer service should better align with its mission and culture statements.

Works Cited

“Active vs. Passive Job Seekers.” Suite101.com. N.p., n.d. Web. 27 Nov. 2012. .

“Executives: Your Company Isn’t Attracting the Best Talent.” Executives: Your Company Isn’t Attracting the Best Talent. N.p., n.d. Web. 27 Nov. 2012. .

“Link to “VitalSource EBook for Staffing Organizations”.” Bookshelf :. N.p., n.d. Web. 27 Nov. 2012. .

“Login.” Login. N.p., n.d. Web. 27 Nov. 2012. .

“Smallenterpriseindia.com.” Smallenterpriseindia.com. N.p., n.d. Web. 27 Nov. 2012. .

“Social Media Recruiting – The Passive Job Seeker Solution.” Social Media Recruiting – The Passive Job Seeker Solution. N.p., n.d. Web. 27 Nov. 2012.

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Tanglewood Case Essay

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Tanglewood Case Essay
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  • University/College:
    University of Chicago

  • Type of paper: Thesis/Dissertation Chapter

  • Words: 2509

  • Pages: 10

Tanglewood Case

Each branch of Tanglewood uses distinct methods for recruiting. With the employee turnover very high is the retail industry, Tanglewood is no exception. For that purpose, they need to constantly hire new employees. To fill these positions Tanglewood uses a variety of recruiting methods, though each region need not necessarily follow all. While the methods used for recruiting are Media, Referrals, Kiosks, State Job Services and Staffing Agencies, individual branches determine which staffing method suits best for them to use for hiring store associates. Tanglewood needs a uniform recruiting strategy and a recruiting guide that will not only help them hire a candidate with the Person/Organization match but also attract a culturally diverse workforce. This will lower the chances of employee turnover and also make them compliant with the EEO and other laws.

Having a standardized recruiting process across the chain will also create staffing operational efficiencies and help maintain the culture of the organization. In order to have a successful recruiting plan, the first thing that needs to be addressed is having a Job description for each position that is there in the organization. This can be done by Job Analysis which will determine what KSAOs are needed for a certain position. After job Analysis and Job description, a detail selection plan has to be made which will rank the KSAOs and how they can be assessed. For any recruiting plan to be successful, Tanglewood has to determine which method to use. Though each division uses a variation of methods to search for their job candidates, there has to be some consistency across the whole organization.

WESTERN WASHINGTON

It is the largest and most profitable region of all the Tanglewood stores, mainly because it is centered around Seattle which is a big urban city. In keeping with the company’s culture and values, this region strongly believes in employee participation and autonomy. This region’s primary method of recruiting is employee referral. In the Seattle area, job Services is also heavily used for recruiting. Lastly, to fill positions that have not been met with the initial methods, the Kiosk method is used. Western Washington heavily relies on employee referral recruiting method. Data shows that it gets the largest number of applicants that is 3362, of which 1564(47%) are qualified and 1048(31%) are hired. This method has one of the highest rate of retention of 712(68%) next only to Job service which is 75% of the hired workforce. The setup cost for employee referrals is the same as Media and Job service which is $250,000. However, it has the highest variable cost amongst all the methods of $2,356,240, thus putting the total cost to $2,606,240 which is even higher than the Kiosk method.

The cost per hire is $2,486.87 and the cost per 1 year survival is $3,660.45. This reveals that even though the employee referral method costs almost $1,100 more than Job service, in terms of qualification rate, hiring rate and employee retention it yields better. Job service data shows that it yields 4236 applicants, of which 1398(33%) are qualified and only 378(9%) are hired. This method has the highest rate of retention after 1 year of 284(75%). But if we look at the number it is only 284 employees versus 712 in referral. The setup cost for Job service is the same as Media and employee referrals, but it has the lowest variable cost amongst all the methods of $462,720, thus putting the total cost to $712,720 which is the lowest of all the methods. The cost per hire is $1,885.50 and the cost per 1 year survival is $2,509.58. This reveals that this is the cheapest method used for recruiting however the retention rate for this method is also the lowest.

The kiosk method in the recruiting data shows that it yields 3114 job applicants, of which 1278(41%) are qualified and only 652(21%) are hired. This method has a retention rate after 1 year of 358(55%). This method is the most expensive with the setup cost of $40,000 and the variable cost of $1,413,574, thus putting the total cost to $2,413,574 which is the highest of all the methods. The cost per hire is $3,701.80 and the cost per 1 year survival is $6,741.83. This reveals that this is the second most expensive method used for recruiting per hire. The Media method in the recruiting data shows that is it the most expensive method in terms of applicants attracted and hired. It yields only 1430 job applicants, of which 536(37%) are qualified and only 204(14%) are hired.

This method has a retention rate after 1 year of 92(45%). The setup cost is $10,000 and the variable cost of $469,280, thus putting the total cost to $719,280 which is slightly higher than Job service. However, the cost per hire is $3,525.88 and the cost per 1 year survival is the highest at $7,818.26. This reveals that this is the most expensive method used for recruiting per hire. Seeing the methods used and their results in attracting and retaining employees, western Washington should continue using Employee referral method as their primary method, along with job service and Kiosk.

EASTERN WASHINGTON

Eastern Washington is very similar to western Washington in its management styles. It is where the company originated. It has 25 stores like Western Washington but the area apart from Spokane is largely rural. Though this region has pioneered all the organizational policies, since it the birthplace of the organization, it has created some variations due to its geographical differences. It largely uses traditional media methods of Advertising for recruiting more than any other method. Data shows that Media yields the most applicants 4592, of which 1608(35%) are qualified and 676(15%) are hired. This method has a rate of retention after 1 year of 352(52%). The total cost is $1,799,200 and the cost per hire is $2,661.54 and the cost per 1 year survival is $5,111.36. Employee referral data shows that it gets 4046 applicants, of which 1720(43%) are qualified and 1016(25%) are hired. This method has the highest rate of retention after 1 year of 762(75%).

The total cost for employee referrals is the highest at $2,565,760. However, the cost per hire is $2,525.35 and the cost per 1 year survival is $3,367.14 which is the lowest amongst all the methods used. The kiosk methods in the recruiting data shows that it yields the lowest number of job applicants that is 2776, of which 1110(40%) are qualified and only 444(16%) are hired. This is mainly due to the fact that the area has a rural population who probably feel more comfortable applying for the job through an advertisement than physically going to the store and applying at the Kiosk. This method has a retention rate after 1 year of 284(64%) which is the second highest only after Media. The cost per hire is $4,466.07 and the cost per 1 year survival is $6,982.17. This reveals that this is the most expensive method used for recruiting per hire. This reveals that the region should make necessary changes to yield better results for recruiting more effectively. They should focus more on employee referral which has yielded the highest rate of retention, and the lowest cost per hire as well as cost per 1 year survival.

NORTHERN OREGON

Northern Oregon has a very different philosophy for running its operations which is more professional in nature. It has a hierarchical decision making structure which is opposite to the company’s culture. It largely uses traditional media methods of Media, Kiosk and Staffing Agencies for recruiting. The kiosk method yields the most applicants that is 3896, of which 1656(43%) are qualified and only 696(18%) are hired. This method has a retention rate after 1 year of 446(64%) which is the second highest only after Agency. The total cost is $2,246,696 which is the highest. The cost per hire is $3,228.01 and the cost per 1 year survival is $5,037.43. Data shows that Media yields 2686 applicants, of which 1102(41%) are qualified and 364(14%) are hired. This method has a rate of retention after 1 year of 164(45%).

The total cost is $1,022,720 and the cost per hire is $2,809.67 and the cost per 1 year survival is $6,236.10 which is the highest amongst all the methods used in Northern Oregon. The Staffing Agency method in the recruiting data shows that it yields the lowest number of job applicants that is 1290, of which 614(48%) are qualified and only 490(38%) are hired. This method has the highest retention rate after 1 year of 402(82%). The setup cost is the highest at $900,000, whereas the total cost is $1,451,400. The cost per hire is $2,962.04 and the cost per 1 year survival is $3,610.45 which is the lowest. This region should focus more on getting qualified applicants from staffing agencies as it yields the lowest cost per hire as well as cost per 1 year survival.

SOUTHERN OREGON

Southern Oregon is known for its innovativeness as a lot of recruiting methods were first tried in this region. It is the smallest division with only 16 stores, tough they are looking to expand into northern California. The primary methods used for recruiting in this region are Staffing agencies, referrals and Kiosk. Data shows that employee referral gets 1384 applicants, of which 610(44%) are qualified and 396(29%) are hired. This method has the second highest rate of retention after 1 year of 290(73%). The total cost for employee referrals is $1,054,880. However, the cost per hire is $2,663.84 and the cost per 1 year survival is $3,637.52 which is the lowest amongst all the methods used. The kiosk methods in the recruiting data shows that it yields the highest number of job applicants that is 2280, of which 866(38%) are qualified and only 346(15%) are hired.

This method has a retention rate after 1 year of 216(62%) which is the second highest only after Agency. The total cost is $1,409,600 which is the highest of all the three methods used. The cost per hire is $4,073.99 and the cost per 1 year survival is $6,525.93. This reveals that this is the most expensive method used for recruiting per hire. The Staffing Agency method in the recruiting data shows that it yields 1132 applicants, of which 522(46%) are qualified and 392(35%) are hired. This method has the highest retention rate after 1 year of 336(86%). The setup cost is the highest at $800,000, whereas the total cost is $1,245,120. The cost per hire is $3,716.33 and the cost per 1 year survival is $3,705.71. Therefore, this division should focus on referrals and agencies for getting the best recruits.

CASE 6 – INTERVIEW

Hiring the right person starts with the interviewing process. Conducting a successful interview requires a skilled interviewer to adequately prepare for the meeting and to recognize and respond to the dynamics of the situation. Although being a skilled interviewer is part of the equation, applying the correct interview technique can be just as important. There are several types of interview techniques used by managers: traditional interview, behavior interview and situational interview techniques. Tanglewood is looking to revise its selection methods for the department manager position. Presently, there is no structure to the selection process for this position.

The current method of hiring department managers is similar to the one used for store associates. Tanglewood is looking to have a more efficient policy for screening. They would like to create a good sequence of staffing procedures by creating a selection plan for the department manager position as well as building a structured interviewing format which would include both situational and behavioral questions. A selection plan establishes an understanding of the job so you can hire the most qualified applicant. The plan lays out the major responsibilities of the job, identifies what KSAOs are needed to perform the job, and identifies the most effective selection procedures to use.

INADEQUATE KSAO MEASURES

There are a couple of inadequacies as far as the KSAO measurement is concerned. Those are the knowledge of legal Precepts and skill in analysis of financial and operational data. Both these KSAOs are not sufficiently measured during the selection process. It is essential for the department manager to be knowledgeable about the legal aspects concerning the retail business. The department managers in addition to having knowledge of legal aspects of the business need to have some kind of financial skills as well. A candidate’s knowledge in these fields can be tested through the interview process.

4. Knowledge of customer base served by the store| Yes| X| 5. Skills in managing personnel resource| Yes| X X| 6. Communication and speaking skills| Yes| X X| BIO=Biodata, MAE=Marshfield Applicant For, RK=Retail Knowledge, CON=Conscientiousness, EXT=Extroversion The current selection plan for the store manager bears some resemblance to the hiring process of store associates, but at a higher level. Tanglewood is seeking to change their hiring process for this position so as to hire the most appropriate applicant. Furthermore, the Spokane store where they are trying to fill this position has a symbolic value to the organization. It is not only the largest store in the chain but also nearly all managers are send to this store as part of their initial training. Therefore, it is important to create a hiring model that will help fill the position of store manager for this store but also help standardize the hiring process so that other stores can follow too. When we look at two of KSAOs, that is “Knowledge of Organizational policies and practices” and “Knowledge of Retail management policies and practices”, we can consider two options.

One is that the applicant should be knowledgeable about basic Organizational and Retail management policies and practices. Second is that if he is an external hire, he cannot be expected to know the Tanglewood’s Organizational and retail policies and practices. Only an internal hire would know that. As a result, we have marked the KSAO “Knowledge of Organizational policies and practices” and “Knowledge of Retail management policies and practices” as both “Yes” and “No”. “Yes” to be aware of basic Organizational and Retail management policies and practices, and “No” to the need to know Tanglewood’s Organizational and retail policies and practices.

Tanglewood uses various methods to measure the KSAOs needed for the position of store manager. This position needs Behavioral KSAOs which measure soft skills which are the attitudes and approaches the applicants take to their work, such as a ability to collaborate on team projects or the ability to communicate orally with a broad range of individuals. Hence it is very important that the store manager possesses skills like sound decision making and communication skills. Other KSAOs necessary for the selection should be weighed depending on their importance to the job and as to whether they can be further enhanced by training on the job. Following a standardized selection process can help recruit the best candidate to achieve Tanglewood’s goals and maintain its corporate culture.

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