Acme Mexico City Employee Essay

Tanglewood has organizational plans to staff open store associate positions on an ongoing, continuous basis. The first stage staffing plans must take into consideration is recruiting from the labor market. Tanglewood management team must clearly consider the different methods available as well as the associated cost benefits of each. This case study will provide Tanglewood with a recruitment guide for its open store associate position, describe the best targets for its recruitment, estimate the yields and costs of each method, and finally offer proposed recruiting messages. The organizational date provided was used to determine what Tanglewood’s best method for recruiting are.

We have elected to analyze PharMerica Corporation’s human resources department by interviewing Senior Vice President of Human Resources Anthony Hernandez along with Mary Jane Hall Board of Directors Coordinator and Executive Assistant to The SVP of Purchasing. PharMerica is a massive institutional pharmaceutical distributer that was founded in July 2007 from a merger of AmerisourceBergen and Kindred Healthcare’s institutional pharmacy business units. They service a wide variety of customers and offer multiple products and services. PharMerica’s primary customer base includes assistant living facilities, nursing homes, independent hospitals and large hospital networks. These customers add up to over

As a retail manager, we had numerous projects that had to be completed. We had weekly floor sets that had to be executed weekly. Having a given time frame with and so much to do, I scheduled adequate store coverage so that I could work undisturbed on completing my project. With written directions and even pictures of demonstrations I easily executed and even excelled in the floor sets. I got them done in a timely fashion, with minimal clutter and the store still running smoothly.

Q2: What are aggregate: capacity planning (ACP), master product scheduling (MPS) and shop floor scheduling?

The United States is home to over 53 million Hispanic citizens who comprise nearly 17 percent of the entire population. Despite this, Hispanic public administrators only hold 34 out of 435 Congressional seats and 4 out of 100 Senate seats. However, Hispanic leaders are making inroads into the United States political system and paving the way to represent their peers on local and national levels. In conjunction with public supporters and community groups, these professionals are inspiring the next generation of Hispanic leaders and making significant progress on administrative and political fronts.

Lowe’s has entered into the Canadian and Australian market in attempts to gain unclaimed market shares. It has not gained enough traction in the Australian market but has done well in Canada. Lowe’s should focus more on expansion in Canada because of the strong need for Home Improvement stores. Lowe’s has the opportunity to gain more market share by developing a mobile application that allows users to view all items offered and what deals are taking place. Customer service is a top priority in any retail industry, Lowe’s needs to improve this dramatically. Lowe’s needs knowledgeable, friendly-staff that go beyond just showing a customer where a product is in the store. By doing so, Lowe’s will retain more customers and its competitors will lose shares of the market.

I’m writing this notice of disputes to inform you that I disagree with the proposal of change the construction program in accordance with AS4000 clause 42.1. I found the instruction given was not practical and I cannot agree to follow it. Followed with the original contractual agreement, I have made the prearrangements with the subcontractors for the program to be commenced. The change of the program you instructed will cause cancellation of the prearrangements. It does affect the program progress in the following aspects. It may cost me additional costs for breaking the agreements also impacts on my reputation and relationships with the subcontractors, for which I may submit the written notice of disputes followed with the claim due to the

After conducting a thorough analysis of the future labor demands for the retail industry, and studying environmental factors affecting those demands, I have combined historical statistical data, the mission of the company, and EEO requirements to obtain a recommendation for future hiring strategies for Tanglewood. I have attached the results of my study, which will provide your company with detailed statistics and suggestions to meet your hiring goals, while still maintaining the company’s original culture. Please contact me with any questions regarding the information provided in this report or any of your

Most stores have been in existence for 10 or more years, and were indirectly managed by either Emerson or Wood when they were first established. Because of this stability, the estimate for the coming year‟s labor requirements is identical to the current year. So, for example, they currently have 1,200 individuals working as shift leader, and expect to need 1,200 individuals to work as shift leaders for the coming year as well.

Within these stores, there are many different departments and groups of job roles including sales floor customer assistants, store operations, section managers and store managers (Careers.marksandspencer.com, 2016). Marks and Spencer are devoted to providing great value and services to their shareholders and customers within their business, which suggests customer service is a key part within their organisation (Corporate.marksandspencer.com, 2016). The strategic direction of Marks and Spencer is to prioritise profitability as well as growing the business, alongside improving performance in all areas of the organisation (Corporate.marksandspencer.com, 2014). This essay will focus on sales floor customer assistant departments within Marks and Spencer.

With respect to staffing, I found that I initially had trouble serving customers quickly enough during peak hours. Customers dissatisfied with their queue times often left the store, resulting in lost sales.

Acme Home Improvements Inc., founded in 1982 in Raleigh, N.C., has recently decided that an expansion into Canada and Mexico is essential. Acme currently has 125 U.S. locations with annual sales of $5,400,000,000 with $280,000,000 net income. Acme Home Improvements Inc. immediate expansion into Mexico City is in the interest of seeking greater profits and buffering against downturns in the U.S market.

The advance planners from Acme Mexico City presented an approximate minimum and maximum number of customer service associates that can be scheduled. Acme Mexico City’s daily operating hours are between 7:00AM to 11:00PM and plan to have both F/T and P/T customer service associates scheduled. The scheduling for P/T customer service associates comply with Mexico’s labor law and company guidelines and restricts a total of 50% of a day’s overall scheduled hours. Acme’s operations analysts and the AMC advanced planners created a standard day job scheduled using the integer linear programming. The Acme Mexico City has to schedule the staff with a precise number of customer service associates in order to provide customers with effective and efficient service plus present a financially low-budget, every day schedule. The daily assignment schedule that was presented by Acme operations analysts was in compliance with any of the boundaries of Mexico’s labor laws and corporate policy. The proposed schedule doesn’t surpass 30 associates on the floor during any shift or shift changes, avoids any scheduling of P/T associates after 7:00pm, and meets the requirement with scheduling P/T associates 50% of the days combined scheduled hours. All F/T employees are required to take an hour long lunch break in order to comply with Mexico’s labor laws. The scheduled proposal of Acme’s operations analysts is sufficient based on

The company wanted to add an additional 20 hours of labor to all of its stores in order to bring service time down to less than three minutes. Their goal was to enhance the bottom line by achieving sales of $20,000 a week per store. They needed to tie customer service to the bottom line in order to justify their plan to add the additional labor. We will address this issue in our alternate solutions. Other problems identified from this case include the following:

The shared characteristics and, in some cases, perception of employees create what is known as organizational culture. A strong culture constructs a unified employee atmosphere, whereas a weak culture lacks a shared sense of distinction between employees. An employee’s heritage or individual culture, although different than, affects the overall organizational culture of companies. Like society, sub-cultures exist within organizations. Formed by departmental function, geographical location, and/or the personalities of employees, sub-cultures include employees who continue to adhere to the organizations’ overall culture, but have additional independent characteristics. Employees’ individual heritage, along with the culture and