Tanglewood Case

I would like to begin this meeting by saying thank you for the opportunity to be a part of Tanglewood. I recognize the tremendous efforts you as Board members have invested in Tanglewood to make it the striving company it is today. Tanglewood is one of the largest retailers in the 12 regions and like any organization a staffing strategy has to be implemented in order to survive, to be successful, and to be competitive in today's economy. After carefully examining the report that was submitted to me, I have analyzed Tanglewood's staffing strategy and would like to present you with my recommendations.

1. Acquire or Develop Talent

To acquire externally or hire more employees is not feasible for Tanglewood at the moment. I recommend that Tanglewood develop talent that is already a part of the organization. Acquiring internally in an organization will allow the existing employees to grow within the company and further help meet company goals. By applying the KSAO (knowledge, skill, ability, and other characteristics) needed to perform the job effectively and more efficiently. By developing talent within, allows Tanglewood to hold on to one part of their mission statement that states "we are committed as a company to providing maximum value to our customers, shareholders, and employees."

Also by sticking to develop talent this method also allows Tanglewood to continue to steadfast to another part of their mission statement that states, "We will accomplish this goal by adhering to the core values of responsible financial management, clear and honest communication, and always keeping performance and customer service." According to an article in Business Weekly, "Tanglewood really needs to slow down and take a hard look at our corporate culture. Right now we need to consolidate and make sure we're as close to the company's original mission as we can be. Our success is due entirely to our strong culture-this is something we need to hold on to." Through rational decisions, these strategies will make Tanglewood's work environment improve; assist in building a stronger relationship between employees, and lead to better job performances. Furthermore, within acquiring internally, there are three important factors that are needed to successfully connect employees and leaders, which are:

* Time: Time management is essential to every leader, and is a necessity in any project, determining the projects fulfillment time and span. Perform activities pertaining to those priorities and create an atmosphere that is helpful to effectiveness.

* Target visible skills: Focus on noticeable skills that each employee possess, build on those skills as well other needed techniques.

* Development of Culture: Expanding values, improving courtesy, along with socially relaying behavior patterns.

2. Hire yourself or Outsource:

Outsourcing to another company that will assist in employee selection would be the best for Tanglewood for the time being. Outsourcing will allow each Tanglewood location to focus on KSAO as well as allow each HR Department to effectively correspond with Tanglewood's views. Outsourcing to a company that specializes in employee selection will have a lower labor cost, saving Tanglewood money in the long run. Outsourcing will also ensure that the workforce will be staffed with qualified and committed individuals to meet company goals.

3. External or Internal Hiring

I would recommend internal hiring for all 243Tanglewood locations. Tanglewood has a total of 52,245 employees, which are more than enough employees to grow with the company. Hiring internally will help cultivate a stable committed workforce and will give employees an opportunity to have a long-term career with Tanglewood. Although there will be a need to hire externally, it is my conclusion that we should promote within and then move on to external candidates.

4. Core or Flexible workforce

Tanglewood should maintain a core workforce with all its employees. With a core workforce in place all part time and full time employees will continue to work on their KSAO and grow with the company to develop a strong workforce. Obtaining flexible employees may be needed in the future; however it is best to focus on the employees and the core system in place, as it is essential to the organizations values and culture, which Tanglewood would like to implement.

5. Hire or Retain

I recommend that Tanglewood retain all employees, by retaining employees their skills and knowledge of the company will grow, creating a stronger work environment and improving on job performances. Tanglewood's values and culture emphasizes on a family orientated atmosphere, whereby hiring new employees that have different values may conflict with the already established values of the retained employees, therefore being able to carry out the Tanglewood philosophy in the future.

6. National or Global

I recommend that Tanglewood stay on a national level in order to develop and achieve the culture and values that are being sought out by the owners of Tanglewood. Tanglewood going global would add to the stress of developing culture and values that are needed locally first. Focusing on the local locations and developing them first into functional entities will provide Tanglewood with more insight on how to establish their locations globally.

7. Attract or Relocate

I would suggest that Tanglewood continue to attract laborers, it is far easier to bring labor to a company rather than a company to the labor. Each Tanglewood has maintained a steady culture within the area of operation and by focusing on attracting employees this will allow Tanglewood to attract employees that fit a particular position. These employees would possibly be more helpful in servicing PC's (potential customers) and established customers with knowledge of the area with things such as safe hiking routes, the best place to camp, or popular bike tails, boosting customer service and sales. Attracting employees should be fairly easy, due to those positions being non task specific generated.

8. Overstaffed or Understaffed

After reviewing the 12 regions, 20 locations per region, and 215 employees per location, it is my conclusion that Tanglewood is overstaffed, however during this time of cultivation, I would suggest that Tanglewood stay overstaffed. Tanglewood