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Tanglewood Case 1

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TangleWood Case One

To: Donald Penchiala, the Director of Staffing Services
REE: Tanglewood Retail Case

Date: July 18th, 2010

Every business in the global market has to have some sort of staffing strategy in order to be successful. Tanglewood Retail store is one of the big and puplor retailers among 12 regions locally and ovbersees. After I examined the report that you provide me with, I have analyized the stafffing strategy decisions as below with my recommindiation.
Acquirer or develop talent, Core or flexible workforce:
After reviewing the Tanglewood case, and exhibit 1.7 in chapter one of our text book Staffing Strategy, I felt the that the staffing levels and quality listed, developing talent and exceptional workforce …show more content…

National or Global:
Tanglewood is a retail store known all over the regions and over seas. Each region enjoys its own culture and values, which distinguishes from others. The pattern and the process of Tanglewood has to be similar, however, internal department methods will run depending on the regions culture. On page 12 of the Tanglewood case book its states that “ If you tell someone exactly what to do, you’re only getting half an employee. If your given someone the space to make their own decisions, your getting a whole person”. I encourage this philosophy to be spread and worked with among all the regions. Tanglewood like other stores has the same tools, clothing, equipment, electronics and much more. These retailers have to be engage in both over seas out sourcing and off shoring by hiring high tech and talented, sufficient employees to deal with this globally and locally that will help Tanglewood reach and exceed competitive levels among others.
Attract or Locate:
The main idea that most of the organization is following to be more succesful that is to bring labor to a company rather then taking the company to the labor. Tanglewood retailers, have to establish locations closer to their distributers, this is because Tanglewood has 12 geographic regions and 20 stores per region. This means the regional managers have little experience on how HR runs throughout the 20 stores. Tanglewood needs external and internal training for these

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