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Tanglewood Case AnalysisHeather L HorvathBryant and Stratton HURS217 – Williams4/22/2017Case 1: Staffing StrategyAcquire or Develop Talent:Emmerson and Woods mission is to provide maximum value to their customers, shareholders and employees. They plan to accomplish this goal through adhering to core values of responsible financial management, clear and honest communication and keeping performance and customer service at the forefront. The position of “buy or make” your talent (Heneman, Judge, & Kammeyer-Mueller, 2012, p. 27), Tanglewood would benefit highly from a pure development strategy. Meaning, Tanglewood should adopt a strategy to “make” their talent. Training its own employees will create the atmosphere Tanglewood envisions within their mission statement. This strategy is more defined in which can be utilized for talent development within the organization to help develop future talent by investing in the Human Capital of the organization. Hire Yourself or Outsource:Outsourcing would mean, allowing someone who does not have their “finger on the pulse” of the organizational culture making decisions on whom is qualified to be hired. Outsourcing is also quite costly and could interfere with Tanglewoods mission of financial responsibility. Outsourcing is also very common when Human Resources (HR) functions do not exist within an organization or to relieve themselves of legal compliance such as, with equal opportunity laws (Heneman, Judge, & Kammeyer-Mueller, 2012, p. 27). With Tanglewood having quite a robust HR department that manages the many HR functions, specifically staffing services of the organization, outsourcing is quite un-necessary. Plus, with Tanglewoods current staffing strategy internal management is involved in the final decisions allowing for identification of quality employees that fit the organizational culture. External or Internal Hiring:Organizational staffing strategies use a combination of internal and external hiring may be necessary. However, to cultivate a stable committed workforce and to market launching long-term careers an emphasis on internal hiring is needed (Heneman, Judge, & Kammeyer-Mueller, 2012, p. 277). This will help develop a workforce of committed and qualified individuals to help carry on the Tanglewood philosophy to the future. Tanglewood currently has many layers to the organizational structures, especially management, in which the company needs to consolidate. Tangelwood emphasizes a culture of transparency through “straight talk” and employees at all levels of the corporation are encouraged to make suggestions regarding operations. Employee suggestions is the main portal through which promotion and advancement are achieved providing an internal talent pool. Building on the organizations human capital. External hiring is typically needed for hiring entry level positions or when there are no qualified internal candidates (Heneman, Judge, & Kammeyer-Mueller, 2012, p. 27). In recent, financial reports it shows that Tanglewood is a moderately sized organization with strong growth potential. Meaning, Tanglewood could potentially be in a situation where rapid growth is needed and external hiring would be beneficial in filling those needs. Core or Flexible Workforce: A core workforce is made up of regular full and part time employees while a flexible workforce is made up of temporary workers and used on a as needed basis. Each store is made up of approximately 215 employees, all of which are regular full or part time employees. Emmerson and Wood emphasize an environment based on employee participation and teams, which is described within their vision of an employee relations environment. Each shift is run based on a team concept and employee evaluations reflect teamwork. Flexible workforces lack strong cultural knowledge and behavior as well as teamwork. Core employees view a flexible workforce as having no loyalty and commitment to the organization due to turnover rates in flexible staffing. In order to, maintain Tanglewood’s philosophy on employee relations and quality a core workforce is essential for success. Hire or Retain:A healthy balance of hiring and retention is key. Hiring strategies are necessary when hiring new employees due to employee turnover. Whether the employee left due to retirement, termination, promotion, etc. Regardless, replacing employees can be expensive, so always hire to retain. Take your time and do it right. Hiring strategies should include clear, specific job descriptions so that candidates are aware of how they fit in and what learning opportunities they’ll have for future development. Once the employee is hired, retention becomes of high importance. Retention has a lot to do with employee value. Therefore, a company’s ability to retain employees is likely due to perks, benefits and incentives offered (Heneman, Judge, & Kammeyer-Mueller, 2012, p. 28). Tanglewood uses retention strategies through offering financial incentive to associates for their suggestion that has been implemented and financial incentives to department managers for developing and implementing the new policy or procedure. Other ways in which Tanglewood adds to the retention strategy is through open communication, engaging in employee development opportunities and promoting from within. National or Global:Outsourcing and offshoring are related but also very distinct from the another. While outsourcing is moving a business process to another vendor, whether inside or outside of the country, offshoring is setting up the organizations operations in another country (Heneman, Judge, & Kammeyer-Mueller, 2012, p. 28). Tanglewood has 243 stores located regionally. When they are ready to further expand, Tanglewood should look at expanding more nationally. This allow Tanglewood the ability to expand online ordering store pick up locations, lowering shipping costs. Tanglewood may also find other distribution centers in closer range in which they can manufacture or obtain services at lower costs. Attract or Relocate:Attracting staff is a cost save for an organization. It is cheaper to bring the labor to the organization versus the organization to the labor (Heneman, Judge, & Kammeyer-Mueller, 2012, p. 29). Part of Tanglewoods expansion strategy was purchasing existing stores rather than building new stores. Benefits of this strategy is that there is already an established customer base and an existing labor market.Overstaff or Understaff:Within the retail industry it is expected that there will be fluxuations in the demand for products and services. For example, seasonal and off season periods. Therefore, there are fluxuations in overstaffing and understaffing. If Tanglewood is working towards a retention strategy their focus should be on overstaffing. Overstaffing can act as a step-in succession planning strategies by stockpiling talent for internal advancement. Overstaffing is also part of expansion planning to prepare for growth.Short or Long Term Focus:Currently, Tanglewoods current staffing strategy function have not been strong due to variations between regional managers and how they run their HR practices. Therefore, it is inevitable that Tanglewood needs to focus on their immediate short term goals to create central staffing operation efficiencies within the organization to prepare for upcoming expansions. Tanglewood can then work on long term staffing strategies by implementing a talent management program that will collaborate with succession planning for internal promotion and advancement. Staffing QualityPerson/Job or Person/Organization MatchPerson/job match is when an individual is matched to a job based on specific knowledge, skills, abilities and other characteristics (KSAO’s). The person/organization match is when both have compatible beliefs and values in relation to the culture and behavior of the organization and its human capital. Tanglewood has a high expectation relating to commitment, value, honesty, responsibility, performance and customer service not only to their customers but to their employees as well. With the many levels of staff there are specific tasks and responsibilities in which person/job match is a priority. However, because of the high commitment to team orientation and employee advancement making tasks a bit more flexible Tanglewood would benefit with a person/organization match to meet current and future customer and employee needs. Specific or General KSOA’sStaying in line with the person/job and person/organization match, due to a variety of job levels at Tanglewood a blend of both specific and general KSAO’s would be beneficial. Some positions will require more specific KSAO’s such as human resources and department managers. While other positions may require more general KSAO’s such as store associates and operations managers where a variety of KSAO’s can be utilized. Exceptional or Acceptable Workforce QualityTanglewood sets a high bar as described in their mission statement. Although, an acceptable workforce will cost much less to hire it could ultimately cost more in overhead costs such as productivity, quality and turnover. Focusing on an exceptional workforce will allow for better quality of product and service provided, diversity and innovation. Thus, bringing in more of a profit for Tanglewood.Active or Passive DiversityIf Tanglewood continues to plan expansions they would benefit by adopting an active diversity plan. Advocates of an active diversity strategy argues that it is legally and morally appropriate and that a diverse workforce allows the organization to be more attuned to the diverse needs of the customers it serves (Heneman, Judge, & Kammeyer-Mueller, 2012, p. 32). Diversity is also the foundation of innovation and future operations. Case 2: PlanningForecasting Labor AvailabilityThe Washington market is very stable and Tanglewood uses internal promotions to fill many openings for several of their supervisory and management positions. The Markov Analysis is used to determine the staff that is available and the staff that will be needed. Forecast of Availabilities???Next Year (Projected)????Current Workforce(1)(2)(3)(4)(5)Exit(1) Store Associate850045055100003485(2) Shift Leader1200060019200408(3) Department Manager850004931020255(4) Assistant Store Manager150009691260(5) Store Manager5000003317Environmental ScansEnvironmental scans incorporate both internal and external influences. The two most important internal influences are the organizations strategy and culture (Heneman, Judge, & Kammeyer-Mueller, 2012, p. 92). Tanglewood relies on its experienced employees as a major source of talent. Because the company promotes from within its internal strategy increases employee retention. Plus, the internal strategy adds to the company’s strong culture. External influences include the current labor market when trying to fill positions. Filling positions externally can become a challenge in markets that have a consistent supply of qualified individuals as retail is undesirable due to long hours and low pay. An advantage that Tanglewood would seem to have in the labor market is in the Pacific Northwest where unemployment rates are high. However, as the labor market expands in professional and managerial sectors it will reduce the number of available candidates for Tanglewood. Gap Analysis???Next Year (Projected)????(1)(2)(3)(4)(5)Year End Total?4505111069417145External Hires Needed?399590156215Action PlanThe GAP Analysis shows that Tanglewood needs to fill approximately 4,000 sales associates, 90 shift leaders, 156 department managers, 21 assistant managers and 5 store manager positions. Considering, Tanglewoods internal hiring strategy shift leader and management roles will most likely be filled internally. External hiring needs will be focused mainly on store associates. Employee RepresentationBased on the Incumbency levels shown on Table 1.3 (p. 19) of the Tanglewood Case Book, women are under-represented in store associate and department manager positions while, other minorities are under-represented in store associate and shift leader positions (Kammeyer-Mueller, 2012, p. 19). Therefore, although woman and minorities have some prevalence in certain positions Tanglewood needs to ensure a more prevalent balance of woman in higher management positions and other minorities in store associate and shift leader positions to avoid future issues in these areas. Case Three: RecruitingOrganizational methods to determine best methods of recruitingTanglewood has a constant need to keep up with recruitment strategies to satisfy turnover rates. With continuing the organizational recruitment method, recruitment targets are more likely to be consistent and met. To promote and encourage an organized method a recruitment guide has been provided.Recruitment Guide for Sales Associate Position: Sales Associate Reports to: Department ManagerRelevant Labor Market: Eastern/Western Washington and Northern/Southern OregonTimeline: ContinuesActivities to Undertake, to source well qualified candidates:Employee ReferralsMedia (websites)KioskState job servicesStaffing agencyStaff members involved:VP of HRStaffing services directorStaffing services teamRegional managersBudget: $4,000 - $5,000Open versus targeted recruitment methodsTanglewood uses a variety of recruitment methods to attract candidates. Current methods used include; media advertisement, job referrals, in store kiosk, state job services, and staffing agencies. The methods primarily used vary by region.Open recruitment is a passive recruitment method. Meaning, anyone is open to apply regardless of qualifications. This method would typically attract a more diverse population. Open recruitment can be a primary method when in need of hiring many candidates. Open recruitment methods are achieved through a variety of media resources, as it has the potential to reach a much larger audience. An open recruitment method would be beneficial in filling a sales associate position as there is not a huge degree of KSAO’s, educational and qualification requirements.Targeted recruitment methods are just the opposite of open recruitment. Meaning, specific labor markets are identified, focus on KSAO’s. Targeted recruitment would be best when hiring for management positions or diversity groups. Previously, we noted that Tanglewood should focus recruitment methods on hiring woman and minorities into specific positions. Tanglewood can utilize employee referral, kiosk, job services and staffing agency methods to target specific applicants.Western WashingtonUtilizes the following recruitment methods to recruit candidates; media, referrals, kiosk, and state job services. Employee referrals and job services yield the highest volume of applicants and candidates. However, employee referral and kiosk methods yield the highest percent of candidates hired and retained after six months. With Tanglewood focused on minimizing turnover, looking at a one year retention rate employee referrals yield 69% and job services yields 75% retention. (Kammeyer-Mueller, 2012, pg. 61). This percentage is obtained by dividing the number of candidates hired by the number of individuals that stay. These two methods are also the most cost effective based on cost per hire; $3,305.73 employee referral and $4,531.01 for job services.Eastern WashingtonThe region where it all started. Although, western and eastern Washington embrace similar management philosophy’s their recruitment methods are very different. Eastern Washington relies primarily on media advertising resulting in a high number of applicants (4629). However, employee referrals (3996) is another main source which yields a higher number of candidates hired, 1016 US 676 from media recruitment methods. Employee referrals also have a much higher one year retention rate of 72%, while media yields 45%. The kiosk method also yields a higher retention rate of 65% over primary recruitment methods. Employee referrals in the eastern region is more cost effective at $3,339.21 per hire US. $3,369.13 upon hire. The kiosk method yields the highest cost ($5,566.59 cost per hire) however, it has the second-best success rate over primary media methods.Northern OregonThere are these major recruitment categories used in this region. Primarily media and kiosks. Secondary recruitment methods used are the utilization of staffing agencies. Due to a different operational philosophy in this region. They believe individuals and hiring methods are based primarily on making decisions that are financially sound. There recruitment methods yield the highest applicant pool of 3986 applicants almost 1400 more employees than the media method. The agency method yields the lowest applicant pool of 1290. The kiosk and agency method hire more employees than their applicant pool plus have the highest one year retention rates, 96% for agency and 66% for kiosk. It appears media may be the most cost effective at $3,895 cost per hire, but the least effective method. This is an example where lowest cost does not always appear to be the most effective.Southern OregonIs the smallest region yet the most innovative region? Many of the recruitment methods used in other regions were adopted from Southern Oregon. This region uses a combination of methods VS primary and secondary methods. The combo used includes; employee referrals, kiosk, and staffing agencies. While the kiosk method yields, the highest applicant pool it also yields the lowest one year retention rate of 62%. The kiosk is also the most expensive method, $5,961 cost per hire. Employee referral and agency methods are comparable regarding their applicant pool having a difference of 120 applicants. These methods also yield the highest percentage of individuals hired; 34% agency and 32% employee referral. While kiosk hire rate is only 13%. The referral and agency method are also more cost effective with cost per hire; $4,686 agency and $4,169 referral. Southern Oregon can save on overhead costs for recruitment by eliminating the kiosk method.Northern Oregon is very conservative about their recruitment methods and operational philosophy. Northern Oregon has suggested that the other regions follow their example and utilize a more “hands off” approach within their recruitment effects, using kiosks and staffing agencies. While, staffing agencies yields the most favorable results for the lowest across all regions. Plus, kiosks are one of the most expensive methods in comparison to other methods. While, other regions would most definitely benefit by utilizing the agency method as demonstrated by Norther Oregon, Northern Oregon would benefit by adopting an employee referral program as demonstrated by the other regions.Tanglewood management is committed to improving customer service quality. Their major concerns are influenced by turnover lag time, administrative process, lack of KSAO’s relating to positive customer service and targeted messages to attract appropriate candidates. The following recruitment methods should be utilized in each region to optimize recruiting methods. Sufficient quantity, quality, cost and impact on HR outcomes should be considered based on regional labor markets. It’s not always a “one size, fits all” method. Metrics should be designed, minimizing the number of unqualified candidates. Utilizing KSAO’s and personality assessments in the application process would filter out potential unqualified individuals, saving time and cost. These assessments can translate to internal talent management systems, leading to succession planning.Realistic messageA realistic message portrays the organization and the job as it really is rather than what they think applicants want to hear (Heneman, & Kammeyer-Mueller, 2012, pg. 223). Many argue that this does not send a positive message to attract candidates. However, it sends the message of what to expect in realistic terms. Tanglewood should include working long hours and holidays, hourly rate and specific tasks. Tanglewood should also mention their importance on human capital investment with internal promotion policies, benefits and referral programs.Employment board messageAn employment board message portrays an appealing message to attract a “employer of choice” (Heneman, & Kammeyer-Mueller, 2012, pg.225). Tanglewood should adopt a catchy phrase or tag to correlate with its culture and values.Targeted messageTargeted messages are used to attract specific audiences and their needs or wants (Heneman, & Kammeyer-Mueller, 2012, pg.226). Tanglewood should target labor markets to close the diversity gap and/or those looking for entry level work.Case Four: Measurement and ValidationStaffing ServicesMemoTo:Marilyn Gonzalez, Human Resources VPFrom:Heather L Horvath, Staffing Servicescc:Daryl Perrone, Staffing Services DirectorDate:4/22/2017Re:Recruitment Measurement and ValidationStatistical data was collected from a chosen test area that included 10 Seattle stores. Statistical data was also collected from the remaining Tanglewood stores to compare results.The data analysis demonstrates the traditional methods (Reference Table 3.1) of selection by estimating correlations between achieved measures of education, work experience, managerial interviews and the measures of citizenship, absence, performance and promotion potential. This information was collected from application blanks and interviews. A second data analysis (Reference Table 3.2) was also completed to gather correlations between traditional selection methods but also the proposed selection method that includes personality tests, biodata, and retail market experience. There is a positive correlation between selection methods that were utilized for both samples. Positive correlations are shown as p< value that is less than 0.5. Anything higher is not a positive correlation. Referencing the traditional data analysis education, work experience and interview score have a strong correlation with promotion potential. While the proposed data analysis shows a strong correlation between traditional and proposed predictors to an employee’s promotion potential. The traditional method also shows a strong correlation of all 3 predictors to performance. However, table 3.2 demonstrates the proposed predictors have a more significant value of correlation to performance. Meaning, there is a higher potential of a person/job or person/organization match. Therefore, the proposed method should be used to correlate with employee performance and promotion potential. Table 3.1 Data from Stores Employing the Traditional Selection MethodCitizenshipAbsencePerformancePromotion potentialEducationCorrelation0.03-0.020.150.17p-value< 0.010.03< 0.01< 0.01Work experienceCorrelation0.170.070.220.25p-value< 0.01< 0.01< 0.01< 0.01Interview scoreCorrelation0.130.010.040.32p-value< 0.010.26< 0.01< 0.01Table 3.2 Data from stores employing the proposed methodCitizenshipAbsencePerformancePromotion potentialEducationCorrelation0.01-0.010.080.14p-value0.770.770.02< 0.01Work experienceCorrelation0.04-0.040.160.18p-value0.250.25< 0.01< 0.01Interview scoreCorrelation-0.020.030.010.16p-value0.570.390.77< 0.01Retail knowledgeCorrelation0.02-0.070.120.33p-value0.570.04< 0.01< 0.01BiodataCorrelation0.17-0.170.220.34p-value< 0.01< 0.01< 0.01<0.01Applicant examCorrelation0.03-0.020.260.34p-value0.390.57< 0.01< 0.01ConscientiousnessCorrelation0.14-0.330.170.29p-value< 0.01< 0.01< 0.01< 0.01ExtraversionCorrelation0.090.090.220.06p-value0.010.01< 0.010.09The validity of a measure is defined as the degree to which it measures the attitude it is intended to measure (Heneman, & Kammeyer-Mueller, 2012, pg. 335). In this case, the measure is the correlation between recruitment selection predictors and the annual employee performance evaluation attributes. For example, work experience, retail knowledge, biodata, applicant exam, and personality test correlate to performance and promotion potential. Education, work experience and interview score and retail knowledge hold very little to no correlation to performance attributes. With Tanglewoods internal promotion commitment and their commitment to superior customer service excellence and team work the predictors that relate closely to store associate include the use of the proposed method. Based on the data collected the predictors that highlight good candidates include work experience, biodata, and conscientiousness. In which, they correlate with performance metrics that are important to Tanglewoods current and future employment. Due to positive correlations between the traditional and proposed methods the observed validity can be translated to the other stores. However, due to the significant difference in sample size the other stores could yield different results.The proposed method demonstrates the most favorable results. Although, traditional methods reveal a significant amount of detail regarding an applicant, the proposed method “dives deeper” to discover how predictors correlate to performance attributes that correlate with the company’s core values and culture. Case Five: Disparate Impact AnalysisTo, determine disparate impact within the hiring practices at Tanglewood we’ll take a close look at historical flow and concentration statistics. The flow statistics chart below will look at the 4/5 rule which looks at differences in selection rates among diverse groups for specific jobs. Historical Hiring and Promotion Data: Applicant FlowsOccupational categoryTotal White*Total Non-White African-American*4/5 Ratio Non-White4/5 Ration African AmericanStore AssociatesExternal hiresApplicants18226154362790594Hires38323221611135Selection ratio21.02%20.8721.9022.731.051.09Shift leaderExternal hiresApplicants3923207217??Hires615472??Selection ratio15.56%16.889.7211.76.58.70?Internal hiresApplicants86471215230??Hires280241396??Selection ratio32.41%33.8525.6620.76.59Department managerExternal hiresApplicants1242107416844Hires9482123Selection ratio7.57%7.647.146.82.93.89Internal hiresApplicants589 509 8021 Hires124 108 16 3 Selection ratio21.05%21.222014.29.94.67Asst. store managerExternal hiresApplicants146123237??Hires171520??Selection ratio11.64%12.208.700.710?Internal hiresApplicants108 90 184 ??Hires27 25 21 ??Selection ratio25.00%27.8011.1125.40.90Store ManagerExternal hiresApplicants504282Hires5410Selection ratio10.00%9.5212.5001.310Internal hiresApplicants8166154Hires13940Selection ratio16.05%13.6426.7001.960*Non-HispanicFor this case, the focus is on internal hires. The selection ratio points to the evidence of disparate treatment among African American and non-white minorities amongst shift leaders, African American department managers, non-white assistant managers and African American store managers. If we take a second look by utilizing concentration data, it is evident that there is higher concentration of white employees in all store positions. African American have the lowest concentration among the three groups. Historical Concentration DataOccupational categoryTotal White*Total Non-White African-American*Store AssociatesEmployees2760230745395Concentration83.59%16.41%3.44%Shift leaderEmployees5524648810Concentration84.06%15.94%1.81%Department managerEmployees391341509Concentration87.21%12.79%2.30%Asst. store managerEmployees696452Concentration92.75%7.24%2.90%Store ManagerEmployees231670Concentration69.57%30.43%0%TotalEmployees37953192603116*Non-HispanicTanglewood should be prepared to respond to Eaglette and Schubert promptly by expressing the success of their organization as well as their inclusion of diversity in the workplace.Tanglewood judge’s individual performance based on their performance and characterTanglewood incorporates a philosophy of openness, inclusiveness and diversityTanglewood has built a culture of human capital development and retention that focuses on internal promotionTanglewood should also present documentation of current diversity programs to show diversity measures and performance. To defend disparate treatment, Tanglewood should also respond by providing supporting evidence that there is a bona fide occupational qualification that may exist that supports reasons for disqualification. Tanglewood should also respond with adequate documentation that supports decision of decline. To improve internal recruitment efforts, Tanglewood should review all internal recruitment policies and practices to ensure that there is no room for discrimination. Tanglewood is also encouraged to:Encourage minority groups to applyActively recruit from a variety of sourcesAdvertise to target a variety of demographic groupsRecruit in areas that have large populations of minoritiesBase decisions primarily on performance and qualifications versus personality and word of mouthImplement management training relating to diversity recruitment practicesTanglewood would also benefit for promotion and career development policies and practices:Develop an Affirmative Action ProgramProvide additional training and mentoring to encourage advancementCase 6: InterviewTanglewood is seeking a structured interview selection process that can be utilized consistently across all stores. The idea of this approach is to ensure that each interview is presented with the same questions and scoring systems to remove any biases from the decision-making process. In this scenario, our focus is on a department manager position. A detailed selection plan for department manager is shown below to include KSAO’s from the job description to reflect important Tanglewood cultural attributes. Each KSAO was identified for necessity and importance in the selection process. Detailed Selection Plan for Department Manager Major KSAO CategoryNecessary for Selection?(Y/N)Experience CheckEducation CheckMarshfield Applicant ExamRetail Knowledge TestKnowledge of organizational policies and practicesyXXSkill in judgement and decision makingYXXAbility to think, develop original solutions within prescribed parametersYXXKnowledge of retail management policies and practicesYXXXKnowledge of legal precepts underlying personal managementYXXSkill in the analysis of financial and operational dataYXXXAbility to reason inductivelyYXXXKnowledge of customer service principlesYXXSkill in managing personnel resourcesYXCommunication and speaking skillsYXXIn a structured interview process, there should be a good mix of behavioral and situational interview questions that will capture and measure job related competencies regarding past experiences and hypothetical situations. All candidates are asked the same questions, in the same order. All responses are then evaluated using the same scoring key as shown below, “Interview Assessment Scoring Key”. Interview Questions and Measurement of KSAO’sBehavioral Interview Questions1. Skill in judgement and decision making: How do you handle implementing decisions that are not always popular? 2. Ability to think and develop original solutions within prescribed parameters: Give an example of how you worked on a team? 3. Skill in managing personnel resources: Share an example of how you were able to motivate employees or co-workers. 4. Knowledge of legal precepts underlying personnel management: Have you ever handled a difficult situation? How did you handle it and what was the outcome?5. Knowledge of retail management policies and practices: Tell me about how you worked effectively under pressure?Situational Interview Questions1. Knowledge of organizational policies and procedures: Give me a time in which you had to conform to a policy in which you did not agree? 2. Ability to reason inductively: Describe a time you disagreed with someone at work?3. Skill in the analysis of financial and operational data: Tell me about a time in which you made a mistake? How did you handle it?4. Knowledge of customer service principles: Describe a situation you had to work with a difficult customer.5. Communication and speaking skills: Describe a time when you had to provide criticism. Interview Assessment Scoring KeyQuestion 1: How do you handle implementing decisions that are not always popular? Comments:0123No answer ProvidedGeneral explanation provided. No details given.Provided an example. No explanation of decisions made.Detailed explanation, decision and outcome. Question 2: Give an example of how you worked on a team? Comments:0123No answer ProvidedGeneral explanation provided. No details given.Provided an example. No explanation of decisions made.Detailed explanation, decision and outcome. Question 3: Share an example of how you were able to motivate employees or co-workers. Comments:0123No answer ProvidedGeneral explanation provided. No details given.Provided an example. No explanation of decisions made.Detailed explanation, decision and outcome. Question 4: Have you ever handled a difficult situation? How did you handle it and what was the outcome?Comments:0123No answer ProvidedGeneral explanation provided. No details given.Provided an example. No explanation of decisions made.Detailed explanation, decision and outcome. Question 5: Tell me about how you worked effectively under pressure?Comments:0123No answer ProvidedGeneral explanation provided. No details given.Provided an example. No explanation of decisions made.Detailed explanation, decision and outcome. Question 6: Give me a time in which you had to conform to a policy in which you did not agree? Comments:0123No answer ProvidedGeneral explanation provided. No details given.Provided an example. No explanation of decisions made.Detailed explanation, decision and outcome. Question 7: Describe a time you disagreed with someone at work?Comments:0123No answer ProvidedGeneral explanation provided. No details given.Provided an example. No explanation of decisions made.Detailed explanation, decision and outcome. Question 8: Tell me about a time in which you made a mistake? How did you handle it?Comments:0123No answer ProvidedGeneral explanation provided. No details given.Provided an example. No explanation of decisions made.Detailed explanation, decision and outcome. Question 9: Describe a situation you had to work with a difficult ments:0123No answer ProvidedGeneral explanation provided. No details given.Provided an example. No explanation of decisions made.Detailed explanation, decision and outcome. Question 10: Describe a time when you had to provide ments:0123No answer ProvidedGeneral explanation provided. No details given.Provided an example. No explanation of decisions made.Detailed explanation, decision and outcome. Case 7: Selection Decision MakingTanglewood is looking for a new manager for its Flagship store location located in Spokane. The hiring of the most qualified manager is of high importance for the following reasons, Flagship is the largest and most elaborate of Tanglewood stores, it has very strong revenues, it is used as a training site for all new managers, it is used as a testing ground for new products and it services one of the largest diverse customer bases due to its location. A detailed selection plan for store manager is shown below to include KSAO’s from the job description to reflect important Tanglewood cultural attributes. Also, included in this selection plan are the resources utilized to capture and measure the KSAO’s for each applicant. Detailed Selection Plan for Store ManagerMajor KSAO CategoryNecessary for Selection(Y/N)BiodataMarshfield Applicant ExamRetail KnowledgeConscientiousnessExtraversionKnowledge of organizational policies and practicesYXSkill in judgment and decision makingYXXXAbility to think creatively and develop original solutionsYXXXKnowledge of retail management policies and practicesYXKnowledge of legal precepts underlying personnel managementYXXSkill in the analysis of financial and operational dataYXXXAbility to reason inductivelyYXXXKnowledge of the customer base served by the storeYXSkill in managing personnel resourcesYXXCommunication and speaking skillsYXXA closed recruiting process was conducted and only twenty potential candidates were chosen to compete in this process. Amongst these candidates were internal and external candidates that were nominated and carefully selected by trusted resources. Only ten expressed a strong interest in the store manager position. Below is the candidates Individual Applicant information data (Kammeyer-Mueller, 2012, p. 71). Individual Applicant InformationBiodataApplicant examRetail KnowledgeConscientiousnessExtraversionAndrews, David7045657570Greer, Shauna6065705090Renoir, Maxine8060409080Binghome, Bruce6055806555Yorn, John4080456060Thomas, Mindy7540308075Vacarri, Brenda5535456075Reznor, Thomas6590607080Durvall, Adam6060555065Heckman, Jane8555609090Corporate Average5050505050Managerial average6060655570Assessment scores for each candidate will be based on three separate multiple predictor methods: clinical prediction, unit weighting and rational weighting. Store Manager Applicant RankingsClinical PredictionUnit WeightingRational WeightingAndrews, David6532563.3Greer, Shauna6733565.6Renoir, Maxine7035060.6Binghome, Bruce6331567.1Yorn, John5728552Thomas, Mindy6030050.3Vacarri, Brenda6927048.1Reznor, Thomas6736568.9Durvall, Adam5829057.6Heckman, Jane7638069.5Clinical prediction is based on management expert judgement and subjective matter including the resume and the interview versus mechanical decisions (Heneman III, Judge, & Kammeyer-Mueller, 2012, p. 550 – 552). The top three candidates predicted through clinical prediction are as follows: Jane Heckman, Maxine Renoir and Brenda Vacarri. Utilizing unit weighting each predictor is weighted equally, however, this means that each predictor holds the same value as the others (Heneman III, Judge, & Kammeyer-Mueller, 2012, p. 552). The top three candidates include: Jane Heckman, Thomas Reznor and Maxine Renoir. Rational weighting combines a differential with each predictor based on what subject matter experts believe to be of importance to job success (Heneman III, Judge, & Kammeyer-Mueller, 2012, p. 552). Rational weighting predicts that Jane Heckman, Thomas Reznor and Bruce Binghome are the top three candidates. If we incorporate a multiple hurdles approach where an applicant must earn a passing score for each predictor without compensating high scores for low scores (Heneman III, Judge, & Kammeyer-Mueller, 2012, p. 554). The five finalists would include: Jane Heckman, Maxine Renoir, Thomas Reznor, Shauna Greer and David Andrews. Not one method is the perfect method in the selection process. However, choosing a combination of methods that hold the highest value to the person/job or person/organization match is ideal. Therefore, a combination of rational weighting and multiple hurdles are the most appropriate methods. Decision makers hold a critical role to the selection process and those who hold this role should have extensive knowledge in the following areas: hiring and selection process, job skills needed for the position as well as employment law and any other legal aspects that can affect hiring decisions. Therefore, Tanglewood should hold a panel of decision makers to include: The Eastern Washington regional manager, the staffing services director, selection manager, the EEO coordinator and possibly one or two experienced store managers. Official Guide for SelectionDevelop a Selection PlanAnalyze KSAO’s from appropriate job description along with cultural attributes necessary to the positionChoose Appropriate Selection MethodsUse a process of measurement and validation to correlate appropriate selection methods and predictors based on the positionUtilize Multiple PredictorsUse a combination of predictors to remove biases and potential adverse impact resultsDefine Decision MakersDecision makers should have extensive knowledge in the following areas: hiring and selection process, job skills needed for the position as well as employment law and any other legal aspects that can affect hiring decisionsCase 8: Retention ManagementDrivers of TurnoverThe top three reported reasons that managers leave Tanglewood include: departure because of superior reasons such as pay and benefits, dissatisfaction with the organizations direction and major life event reasons. Based on the information collected from the regional turnover data and exit interview there is correlation in the drivers or reasons that are creating turnover. The highest turnover regions include Northern California and Colorado, both reaching almost 50% turnover. These regions also have the highest competition index and reason for leaving is pay being the highest valued reason for retention. Where the competition index is high is typically where you see the highest turnover, supporting that performance is observable from the outside and successful managers will receive competitive offers from Tanglewoods competition even though Tanglewood is a market leader in compensation. However, across all regions pay satisfaction only comes in third for overall value and satisfaction. The highest rated component that employees value most is supervisor satisfaction, rated overall at 3.6. This demonstrates a correlation with departure reasons given due to dissatisfaction with the organizations direction. Employees are looking for consistency of behaviors demonstrated of Tanglewood management based on Tanglewoods mission and philosophy. Functional or Dysfunctional TurnoverBased on the data collected Tanglewood is experiencing dysfunctional turnover due to avoidable reasons of voluntary turnover. Dysfunctional turnover is “defined as the level that produces a divergence between the organizations optimal balance and costs associated with retaining employees (Abelson, 1984, p. 1).” Dysfunctional turnover negatively impacts Tanglewood financially and non-financially. No matter the type of turnover there are increased costs to the organization due to time and efforts exhausted from management and human resource staff, production and quality costs, customer service, replacement costs and training costs and much more. Tanglewood spends two months training management regardless of whether they were internal or external candidates to instill Tanglewoods, vision, mission and philosophy. Therefore, the burden is not only financially due to costs associated with training but also the non-financial emphasis on lost KSOA’s, customer service and quality measures. Exit Interview Process Tanglewoods current exit interview process is informal and provides no real structure to gather quality data on reasons for departure. It can be difficult to formulate or identify true reasons that may be problematic when exit interviews are based on informal, friendly conversations. Therefore, the following recommendations are being made to improve the quality of data being collected.The interviewer should be a neutral individual such as Human Resources or an anonymous third party vendorThose conducting exit interviews will go through a robust training program that emphasizes on an appropriate and structured format to gather quality data and focus on employee comfort and positive reinforcementA list of structured interview questions will be provided for consistency across all regions to ensure quality data is collected that can be correlated to other factors and components in the labor market The interviewer will be expected to study and prepare for each candidate to validate functional or dysfunctional turnover dataThe interview will be conducted privately and confidentially for collecting data for retention managementJob Satisfaction SurveyMost turnover types are voluntary, Tanglewood has taken the first step to potentially asses the root cause of employee dissatisfaction and potential causes of turnover by conducting job satisfaction surveys. This data will help Tanglewood to determine both intrinsic and extrinsic rewards that are most important to an employee’s job satisfaction to prevent dysfunctional turnover. Due to Tanglewoods current survey process they receive low participation. It is recommended that Tanglewood work with an outside vendor that specializes in job satisfaction surveys. Anonymous surveys tend to engage more employee response. Plus, due to approximately only a 50% response rate, it may be beneficial to send the survey to randomly selected employees. Staffing ServicesMemoTo:Marilyn Gonzalez and Daryl Perrone, Tanglewood Corporate OfficesFrom:Heather Horvath, Staffing Servicescc:Emerson and WoodDate:4/22/2017Re:Retention ManagementIt is best that organizations have a retention management plan in place before a problem arises so that they can identify and take the necessary steps to tackle turnover issues immediately versus allowing repeat turnover instances to occur. The top three reasons that managers leave Tanglewood include: departure because of superior reasons such as pay and benefits, dissatisfaction with the organizations direction and major life event reasons. Both intrinsic and extrinsic rewards should be included in the retention management plan to correlate with all job satisfaction values. Therefore, the following recommendations are being made to improve retention at Tanglewood:Provide above market salaryProvide a comprehensive menu of health benefits above industry normsIncrease communication to include organizational strategic directions, objectives and goalsProvide training and development opportunities for career growth to enhance promoting from withinOffer flexible work schedules to promote work/life balanceEnsure management provides a positive environment by conducting surveysIncrease frequency of performance management to build on the employer-employee relationship Link rewards to performance and tenure to promote motivation and loyaltyConduct “Stay” interviews to stay abreast of job satisfaction factorsReferencesAbelson, M. A., & Baysinger, B. D. (1984). Optimal and Dysfunctional Turnover: Toward an Organizational Level Model. Academy Of Management Review, 9(2), 331-341. doi:10.5465/AMR.1984.4277675Heneman III, H., Judge, T., & Kammeyer-Mueller, J. (2012). Staffing Organizations (7th ed.). New York: McGraw-Hill/ Irwin. Kammeyer-Mueller, J. (2012). Tanglewood casebook for use with staffing organizations (7thed.). Florida: Mendota House Inc. ................
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