Taglewood Case

Mr. Penchiala,

I am responding per your request to review Tanglewood's at present strategic staffing decisions. Upon my research into your current and potential competitor's, I will present my findings in sections listed below. Tanglewood Retail stores is one of the largest retailers in the world. In order for the organization to maintain a strong staffing strategy they must continue to be competitive and successful in all aspects of the workforce. My recommendations are provided below.

Acquire or Develop Talent:

Tanglewood has discerned itself from its opposition in its change of a structure that provides its staff with a level of knowledge that far out weighs its competition. The key factor here as in any organization is to have the ability to provide the structure to reach the goals. This approach will come from employee engagement. Developing your employee will provide the organization with a far better outcome.

Hire Yourself or Outsource:

When hiring for retail, I think perhaps you should be apart of hiring. It is your knowledge of the organization that will provide the facts of the overall decision of whom to hire. It will be clear that you have chosen the best candidate that fits within your organization goals, missions and expectations. Ultimately, this is considered the best approach that enables Tanglewood to grow in the way it sees fit by your leadership.

External or Internal Hiring:

When an organization like Tanglewood has dignity with cores and values within the workplace, they should hire from within the company. This creates a better relationship with employees within the organizations goals. You are providing a stronger workforce by rewarding those who are performing the job requirements. This will create the job alignment structure that is required for the performance outcome. External hiring for this organization is for entry-level positions.

Core or Flexible Workforce:

Providing a core for your organization is not only profitable but also rewarding. The organization's structure is better with a core workforce because the employees feel like they are involved. This experience leads the core workforce to better knowledge to consideration to commitment to reward for your organization. The flexible workforce is great during holiday hiring. This approach will perhaps provide Tanglewood with a core worker if needed.

Hire or Retain:

It is always beneficial for a growing organization like Tanglewood to keep its options open for potential new hires. However, retaining is beneficial to the organization. This saves time and money for the organization in the long run. Employees need to feel vested, so providing them with new training and advancement opportunities will aide in retaining them.

National or Global:

An organization like this should be open to both. Tanglewood should have a strategic analysis of trends and opportunities through a database for the organization will be beneficial for this process. The organization should have the best information to the industries market research for this strategy.

Attract or Relocate:

Tanglewood should promote to attract its potential market. The key is to have the right location, good appearance, fair prices, knowledge of the product, friendliness, and the right advertising. A few reasons that may arise for relocation would be perhaps the organization has out grown its location or demographical changes have occurred within the area.

Overstaff or Understaff:

Tanglewood should have light overstaffing. Entry-level retail positions often have a high turnover rate. The light overstaffing will result in preparedness of having the already trained employee ready for action. The enables the organization to have full advantage of the employees