Planning Process for Tanglewood’s Labor Requirements
1.The planning process has been involving preparing forecasts for an association in recruiting methods for association. The planning methods have been a combination of the forecasting needs and methods for the development of the company in the market (De Bruecker et al. 2015). The objectives of company have been planning activities including hiring of new employees in the workforce. The demographic content in the workforce have been playing an important role in development of company.
a.The Washington market has settled for Tanglewood. Various stores have been in existence for ten years that has been indirectly managed by Emerson and Wood. The internal promotions for filling many openings as department manager and store manager has been depended on the operations of the company (Addicottet al. 2015). It has been projected that 16% of shift leaders has been promoted to rank of department manager, 12% of department managers have been promoted to assistant store managers and 8% of assistant store managers have been promoted to store managers (Gupta and Wilson 2017).
b.Forecast of availabilities
|
Previous |
year |
(1) |
Store associate |
|
(2) |
Shift leader |
||
|
(3) |
Department manager |
||
|
(4) |
Assistant store manager |
||
|
(5) |
Store manager |
|
Next year (projected) |
||||||
|
(1) |
(2) |
(3) |
(4) |
(5) |
Exit |
|
|
Current Workforce |
||||||
|
8,500 |
4505 |
510 |
0 |
0 |
0 |
3485 |
|
1,200 |
0 |
144 |
||||
|
850 |
0 |
680 |
||||
|
150 |
0 |
55 |
||||
|
50 |
0 |
28 |
c.The staffing managerial employee environment at Tanglewood has been complex. Therefore, person have been in urban areas are transferred into small towns as they move up in promotion chain. Therefore, retail has been observed undesirable market for current graduates. Retail work experience has been playing an important factor in the development of the associations (Hewitt et al. 2015). The rate of unemployment have been high and becoming difficult for individuals for finding new jobs. Tanglewood has been depended on its experienced employees. The company has been promoting experiences within the social culture and environment (Goodman et al. 2015). Therefore, this strategy might create problems for the recruitment process of the Tanglewood in future. There have been no fresher in the workforce as only experience employees are being hired.
d.The recent focus of staffing has been targeted on filling up vacant positions in the company. However, the company has been focusing on minimizing employee resignation rate from workforce. The planning phase has been focused on number of person required to be hired in company for the growth of the company in the market. The real process of recruiting has been turning towards actual employees for covering in recruitment process (López and Nembhard 2017).
e.Tanglewood has been able to promote sales associate to be shifted to leaders. After that promote them to department managers in managerial hierarchy. There has been an alternative track of manager for bringing current college graduates having experiences in another store chain into assistant store managerial position. Therefore, promotional strategies of the Tanglewood have been depended in promoting low level employees to huge level including managerial chain (Ryan et al. 2018). Therefore, several workers have not been able to adapt unique culture of Tanglewood. Fluctuation in economy have been carrying excess employees during same periods of year. There has been seasonal hiring for store associates, managerial workforce numbers have been fixed. For preserving the culture of the company, all new managerial employees have to spend little time in Washington stores for getting an idea of sales and working of stores.
Five Stages of Planning
2.The issue of selection planning has been made complex due to Employment Opportunity (EEO) requirements fall on organizations with federal government. Various stores of Tanglewood have been located near military bases and government offices. Tanglewood has been using data from staffing records for examining if company has changes in outcomes for several groups (Doumic et al. 2017). There have been growing concerns with organization for a collection of fast growth issue for creating real issues in terns if demographic breakdown of employees in organization. The store has 75% more employees in the corporate flagship in Spokane. There are total 30 department managers, 42 shift leaders and 300 store associates. The pattern suggests that Tanglewood has been focusing on recruiting employees in the company.
3.The issues in the organization have been focused on the recruiting procedure of employees. The strategy for recruitment action plan has been engaged in mentioning proper employees at work. The promotion strategy in the company has been beneficial for the working in the market (Ryan et al. 2018). The internal promotion of employees have been helping in providing enhancement in working procedure of the employees. There have been experienced employees in the companies that have been stagnant. The recruitment of fresh individuals have been initiated for the development of the external promotion. The gender of the employees have been major concern in Tanglewood.
4.memo
To: Store manager
From: CEO
Subject: resolving gaps by hiring and promotion practices
There have been several gaps found in the recruiting strategies in our company. Therefore, there is a need of sharp changes in the recruiting policies in the company.
Store Managers are required to start their hiring and promotion process as soon as possible for the development of the company in the market. The sales of the company have to be increased in certain time period. Promotion of employees have been an essential part of the recruiting policy in Tanglewood. The demographic data has been analyzed properly in the report. This shows that most of the hired employees have been experienced. Therefore, there is a need of recruiting and hiring fresh individuals in the company.
Signature
References
Addicott, R., Maguire, D., Honeyman, M. and Jabbal, J., 2015. Workforce planning in the NHS. King’s Fund.
De Bruecker, P., Van den Bergh, J., Beliën, J. and Demeulemeester, E., 2015. Workforce planning incorporating skills: State of the art. European Journal of Operational Research, 243(1), pp.1-16.
Doumic, M., Perthame, B., Ribes, E., Salort, D. and Toubiana, N., 2017. Toward an integrated workforce planning framework using structured equations. European Journal of Operational Research, 262(1), pp.217-230.
Goodman, D., French, P.E. and Battaglio Jr, R.P., 2015. Determinants of local government workforce planning. The American Review of Public Administration, 45(2), pp.135-152.
Gupta, D., Li, F. and Wilson, N., 2017. Extraboard-driver workforce planning for bus transit operations.
Hewitt, M., Chacosky, A., Grasman, S.E. and Thomas, B.W., 2015. Integer programming techniques for solving non-linear workforce planning models with learning. European Journal of Operational Research, 242(3), pp.942-950.
López, C.E. and Nembhard, D., 2017. Cooperative Workforce Planning Heuristic with Worker Learning and Forgetting and Demand Constraints. In IIE Annual Conference. Proceedings(pp. 380-385). Institute of Industrial and Systems Engineers (IISE).
Ryan, C., Bergin, M., White, M. and Wells, J.S.G., 2018. Ageing in the nursing workforce–a global challenge in an Irish context. International nursing review.
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