Tanglewood Stores and Staffing Strategy

TANGLEWOOD STORES AND STAFFING STRATEGY:

INTRODUCTION:

Tangle wood was founded in 1975 by two entrepreneurs Tanner Emerson and Thurston Woods. Initially it was only one store that sold outdoor clothing and equipment that they designed themselves. Because of their unique merchandise quality and good customer service they won the hearts of many people and the store grew bigger. The company was renamed by the two owners in 1984.

1n 1990s their business took roots and grew to 243 stores in various parts of US. Emerson became the CEO and Woods became the president of the company and other regional managers were hired to see day to day activities of the stores.

CURRENT OPERATNG ENVIRONMENT OF TANGLED WOOD:

COMPETITIORS:

* It accounts for $4 trillion in annual sales.

* Employs approximately 15 million people.

* It appeals to middle and upper income group of customers.

* Focuses on quality and designer looks/ appearances.

* Their outdoor theme also distinguishes them from their competitors.

* They have created their own brand merchandise like other competitors to compliment the look.

* Subcontractor makes the product but Emerson and Woods take personal responsibility for all the products that are produced.

* They have their own web portal that guides customers to merchandise available in stores.

* They have also made their store a pickup location for items ordered online.

ORGANIZATIONAL STRUCTURE:

* The structure of most retail store is similar.

* They have 1 store manager, 3 assistant managers, 17 department managers, approx 24 shift leaders, approx 170 associates and around 215 employees per store.

* Stores are organized into 12 geographical regions with approximately 20 stores per region.

* Store managers reports to regional managers.

EMPLOYEES:

* Employees at every level are allowed to make suggestions.

* Tanglewood does not prefer temporary workers.

* A core workforce is viewed as essential for the organizational values and culture.

CULTURE AND VALUES:

* Tanglewood emphasizes on employee participation and team work.

* There is well defined ordering of job responsibilities but employees are involved in decision process.

* Company allows every manager to formulate their distinct ideas for running their department with the coordination of employees they supervise.

* The most important cultural element of the company is straight talks.

* Company reveals company activity, share prices and profits for each quarter.

* Mandatory weekly store meetings are held to give employees to voice out.

* Incentives are given to the employees whose ideas are implemented are given financial bonuses.

HUMAN RESOURCE FUNCTION:

* Tanglewood involves both corporate and store level components.

CORPORATE STAFFING SERVICES FUNCTION:

* The staffing services director supervises three managers for the areas of retention, recruiting and selection plus an Equal Opportunity Coordinator.

* It performs data analysis and design of staffing policies and programmes.

* Data on recruiting practices, methods for interviewing, testing and selecting employees and employees turn over are sent to corporate headquarters.

* Headquarters analyze make recommendations and send to store.

STORE:

* Is responsible for implementing recommendations given by headquarters.

* Store operations and hr manager is responsible to recruit, plan and do screening.

* Department managers interview the finalist and hiring is done with the assistance of store managers

* Promotions are made within the stores.

* Regional managers conduct the hiring for store managers and work with each store's managers to determine promotions to the assistant store manager.

RECOMMENDATIONS:

How the organization should staff its operations focusing on strategic decisions pertaining to staffing levels and quality is as follows:

STAFFING STRATEGIES:

It involves making 13 strategic decisions in two areas about the acquisition, deployment, and retention of a company's workforce

1. STAFFING LEVELS:

* acquire or develop talent

* hire yourself or out source

* external or internal hires

* core or flexible workforce

* hire or retain

* national or global

* attract or relocate

* overstaff or under staff

* Short term or long term focus

ACQUIRE OR DEVELOP TALENT:

Tangle wood should focus on this strategy. For new store they should acquire talent externally and also shift some employees from old stores to new one it will help the new employees to learn the environment. And letting the employees