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Tanglewood Case Analysis

Heather L Horvath

Bryant and Stratton

HURS217 – Williams

4/22/2017

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Case 1: Staffing Strategy

Acquire or Develop Talent:

Emmerson and Woods mission is to provide maximum value to their customers, shareholders

and employees. They plan to accomplish this goal through adhering to core values of responsible

financial management, clear and honest communication and keeping performance and customer

service at the forefront. The position of “buy or make” your talent (Heneman, Judge, &

Kammeyer-Mueller, 2012, p. 27), Tanglewood would benefit highly from a pure development

strategy. Meaning, Tanglewood should adopt a strategy to “make” their talent. Training its own

employees will create the atmosphere Tanglewood envisions within their mission statement. This

strategy is more defined in which can be utilized for talent development within the organization

to help develop future talent by investing in the Human Capital of the organization.

Hire Yourself or Outsource:

Outsourcing would mean, allowing someone who does not have their “finger on the pulse” of the

organizational culture making decisions on whom is qualified to be hired. Outsourcing is also

quite costly and could interfere with Tanglewoods mission of financial responsibility.

Outsourcing is also very common when Human Resources (HR) functions do not exist within an

organization or to relieve themselves of legal compliance such as, with equal opportunity laws

(Heneman, Judge, & Kammeyer-Mueller, 2012, p. 27). With Tanglewood having quite a robust

HR department that manages the many HR functions, specifically staffing services of the

organization, outsourcing is quite un-necessary. Plus, with Tanglewoods current staffing strategy

internal management is involved in the final decisions allowing for identification of quality

employees that fit the organizational culture.

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External or Internal Hiring:

Organizational staffing strategies use a combination of internal and external hiring may be

necessary. However, to cultivate a stable committed workforce and to market launching long-

term careers an emphasis on internal hiring is needed (Heneman, Judge, & Kammeyer-Mueller,

2012, p. 277). This will help develop a workforce of committed and qualified individuals to help

carry on the Tanglewood philosophy to the future. Tanglewood currently has many layers to the

organizational structures, especially management, in which the company needs to consolidate.

Tangelwood emphasizes a culture of transparency through “straight talk” and employees at all

levels of the corporation are encouraged to make suggestions regarding operations. Employee

suggestions is the main portal through which promotion and advancement are achieved providing

an internal talent pool. Building on the organizations human capital. External hiring is typically

needed for hiring entry level positions or when there are no qualified internal candidates

(Heneman, Judge, & Kammeyer-Mueller, 2012, p. 27). In recent, financial reports it shows that

Tanglewood is a moderately sized organization with strong growth potential. Meaning,

Tanglewood could potentially be in a situation where rapid growth is needed and external hiring

would be beneficial in filling those needs.

Core or Flexible Workforce:

A core workforce is made up of regular full and part time employees while a flexible workforce

is made up of temporary workers and used on a as needed basis. Each store is made up of

approximately 215 employees, all of which are regular full or part time employees. Emmerson

and Wood emphasize an environment based on employee participation and teams, which is

described within their vision of an employee relations environment. Each shift is run based on a

team concept and employee evaluations reflect teamwork. Flexible workforces lack strong

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cultural knowledge and behavior as well as teamwork. Core employees view a flexible

workforce as having no loyalty and commitment to the organization due to turnover rates in

flexible staffing. In order to, maintain Tanglewood’s philosophy on employee relations and

quality a core workforce is essential for success.

Hire or Retain:

A healthy balance of hiring and retention is key. Hiring strategies are necessary when hiring new

employees due to employee turnover. Whether the employee left due to retirement, termination,

promotion, etc. Regardless, replacing employees can be expensive, so always hire to retain. Take

your time and do it right. Hiring strategies should include clear, specific job descriptions so that

candidates are aware of how they fit in and what learning opportunities they’ll have for future

development. Once the employee is hired, retention becomes of high importance. Retention has a

lot to do with employee value. Therefore, a company’s ability to retain employees is likely due to

perks, benefits and incentives offered (Heneman, Judge, & Kammeyer-Mueller, 2012, p. 28).

Tanglewood uses retention strategies through offering financial incentive to associates for their

suggestion that has been implemented and financial incentives to department managers for

developing and implementing the new policy or procedure. Other ways in which Tanglewood

adds to the retention strategy is through open communication, engaging in employee

development opportunities and promoting from within.

National or Global:

Outsourcing and offshoring are related but also very distinct from the another. While outsourcing

is moving a business process to another vendor, whether inside or outside of the country,

offshoring is setting up the organizations operations in another country (Heneman, Judge, &

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Kammeyer-Mueller, 2012, p. 28). Tanglewood has 243 stores located regionally. When they are

ready to further expand, Tanglewood should look at expanding more nationally. This allow

Tanglewood the ability to expand online ordering store pick up locations, lowering shipping

costs. Tanglewood may also find other distribution centers in closer range in which they can

manufacture or obtain services at lower costs.

Attract or Relocate:

Attracting staff is a cost save for an organization. It is cheaper to bring the labor to the

organization versus the organization to the labor (Heneman, Judge, & Kammeyer-Mueller, 2012,

p. 29). Part of Tanglewoods expansion strategy was purchasing existing stores rather than

building new stores. Benefits of this strategy is that there is already an established customer base

and an existing labor market.

Overstaff or Understaff:

Within the retail industry it is expected that there will be fluxuations in the demand for products

and services. For example, seasonal and off season periods. Therefore, there are fluxuations in

overstaffing and understaffing. If Tanglewood is working towards a retention strategy their focus

should be on overstaffing. Overstaffing can act as a step-in succession planning strategies by

stockpiling talent for internal advancement. Overstaffing is also part of expansion planning to

prepare for growth.

Short or Long Term Focus:

Currently, Tanglewoods current staffing strategy function have not been strong due to variations

between regional managers and how they run their HR practices. Therefore, it is inevitable that

Tanglewood needs to focus on their immediate short term goals to create central staffing

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operation efficiencies within the organization to prepare for upcoming expansions. Tanglewood

can then work on long term staffing strategies by implementing a talent management program

that will collaborate with succession planning for internal promotion and advancement.

Staffing Quality

Person/Job or Person/Organization Match

Person/job match is when an individual is matched to a job based on specific knowledge, skills,

abilities and other characteristics (KSAO’s). The person/organization match is when both have

compatible beliefs and values in relation to the culture and behavior of the organization and its

human capital. Tanglewood has a high expectation relating to commitment, value, honesty,

responsibility, performance and customer service not only to their customers but to their

employees as well. With the many levels of staff there are specific tasks and responsibilities in

which person/job match is a priority. However, because of the high commitment to team

orientation and employee advancement making tasks a bit more flexible Tanglewood would

benefit with a person/organization match to meet current and future customer and employee

needs.

Specific or General KSOA’s

Staying in line with the person/job and person/organization match, due to a variety of job levels

at Tanglewood a blend of both specific and general KSAO’s would be beneficial. Some positions

will require more specific KSAO’s such as human resources and department managers. While

other positions may require more general KSAO’s such as store associates and operations

managers where a variety of KSAO’s can be utilized.

Exceptional or Acceptable Workforce Quality

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Tanglewood sets a high bar as described in their mission statement. Although, an acceptable

workforce will cost much less to hire it could ultimately cost more in overhead costs such as

productivity, quality and turnover. Focusing on an exceptional workforce will allow for better

quality of product and service provided, diversity and innovation. Thus, bringing in more of a

profit for Tanglewood.

Active or Passive Diversity

If Tanglewood continues to plan expansions they would benefit by adopting an active diversity

plan. Advocates of an active diversity strategy argues that it is legally and morally appropriate

and that a diverse workforce allows the organization to be more attuned to the diverse needs of

the customers it serves (Heneman, Judge, & Kammeyer-Mueller, 2012, p. 32). Diversity is also

the foundation of innovation and future operations.

Case 2: Planning

Forecasting Labor Availability

The Washington market is very stable and Tanglewood uses internal promotions to fill many

openings for several of their supervisory and management positions. The Markov Analysis is

used to determine the staff that is available and the staff that will be needed.

Forecast of Availabilities

Next Year (Projected)

Current Workforce (1) (2) (3) (4) (5) Exit

(1) Store Associate 85004505 510 0 0 0 3485

(2) Shift Leader 1200 0 600 192 0 0 408

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(3) Department Manager 850 0 0 493 102 0 255

(4) Assistant Store Manager 150 0 0 9 69 12 60

(5) Store Manager 50 0 0 0 0 33 17

Environmental Scans

Environmental scans incorporate both internal and external influences. The two most important

internal influences are the organizations strategy and culture (Heneman, Judge, & Kammeyer-

Mueller, 2012, p. 92). Tanglewood relies on its experienced employees as a major source of

talent. Because the company promotes from within its internal strategy increases employee

retention. Plus, the internal strategy adds to the company’s strong culture. External influences

include the current labor market when trying to fill positions. Filling positions externally can

become a challenge in markets that have a consistent supply of qualified individuals as retail is

undesirable due to long hours and low pay. An advantage that Tanglewood would seem to have

in the labor market is in the Pacific Northwest where unemployment rates are high. However, as

the labor market expands in professional and managerial sectors it will reduce the number of

available candidates for Tanglewood.

Gap Analysis

Next Year (Projected)

(1) (2) (3) (4) (5)

Year End Total 4505 1110 694 171 45

External Hires Needed 3995 90 156 21 5

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Action Plan

The GAP Analysis shows that Tanglewood needs to fill approximately 4,000 sales associates, 90

shift leaders, 156 department managers, 21 assistant managers and 5 store manager positions.

Considering, Tanglewoods internal hiring strategy shift leader and management roles will most

likely be filled internally. External hiring needs will be focused mainly on store associates.

Employee Representation

Based on the Incumbency levels shown on Table 1.3 (p. 19) of the Tanglewood Case Book,

women are under-represented in store associate and department manager positions while, other

minorities are under-represented in store associate and shift leader positions (Kammeyer-

Mueller, 2012, p. 19). Therefore, although woman and minorities have some prevalence in

certain positions Tanglewood needs to ensure a more prevalent balance of woman in higher

management positions and other minorities in store associate and shift leader positions to avoid

future issues in these areas.

Case Three: Recruiting

Organizational methods to determine best methods of recruiting

Tanglewood has a constant need to keep up with recruitment strategies to satisfy turnover rates.

With continuing the organizational recruitment method, recruitment targets are more likely to be

consistent and met. To promote and encourage an organized method a recruitment guide has

been provided.

Recruitment Guide for Sales Associate

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Position: Sales Associate

Reports to: Department Manager

Relevant Labor Market: Eastern/Western Washington and Northern/Southern Oregon

Timeline: Continues

Activities to Undertake, to source well qualified candidates:

Employee Referrals

Media (websites)

Kiosk

State job services

Staffing agency

Staff members involved:

VP of HR

Staffing services director

Staffing services team

Regional managers

Budget: $4,000 - $5,000

Open versus targeted recruitment methods

Tanglewood uses a variety of recruitment methods to attract candidates. Current methods used

include; media advertisement, job referrals, in store kiosk, state job services, and staffing

agencies. The methods primarily used vary by region.

Open recruitment is a passive recruitment method. Meaning, anyone is open to apply

regardless of qualifications. This method would typically attract a more diverse population. Open

recruitment can be a primary method when in need of hiring many candidates. Open recruitment

methods are achieved through a variety of media resources, as it has the potential to reach a

much larger audience. An open recruitment method would be beneficial in filling a sales

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associate position as there is not a huge degree of KSAO’s, educational and qualification

requirements.

Targeted recruitment methods are just the opposite of open recruitment. Meaning, specific labor

markets are identified, focus on KSAO’s. Targeted recruitment would be best when hiring for

management positions or diversity groups. Previously, we noted that Tanglewood should focus

recruitment methods on hiring woman and minorities into specific positions. Tanglewood can

utilize employee referral, kiosk, job services and staffing agency methods to target specific

applicants.

Western Washington

Utilizes the following recruitment methods to recruit candidates; media, referrals, kiosk, and

state job services. Employee referrals and job services yield the highest volume of applicants and

candidates. However, employee referral and kiosk methods yield the highest percent of

candidates hired and retained after six months. With Tanglewood focused on minimizing

turnover, looking at a one year retention rate employee referrals yield 69% and job services

yields 75% retention. (Kammeyer-Mueller, 2012, pg. 61). This percentage is obtained by

dividing the number of candidates hired by the number of individuals that stay. These two

methods are also the most cost effective based on cost per hire; $3,305.73 employee referral and

$4,531.01 for job services.

Eastern Washington

The region where it all started. Although, western and eastern Washington embrace similar

management philosophy’s their recruitment methods are very different. Eastern Washington

relies primarily on media advertising resulting in a high number of applicants (4629). However,

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employee referrals (3996) is another main source which yields a higher number of candidates

hired, 1016 US 676 from media recruitment methods. Employee referrals also have a much

higher one year retention rate of 72%, while media yields 45%. The kiosk method also yields a

higher retention rate of 65% over primary recruitment methods. Employee referrals in the eastern

region is more cost effective at $3,339.21 per hire US. $3,369.13 upon hire. The kiosk method

yields the highest cost ($5,566.59 cost per hire) however, it has the second-best success rate over

primary media methods.

Northern Oregon

There are these major recruitment categories used in this region. Primarily media and kiosks.

Secondary recruitment methods used are the utilization of staffing agencies. Due to a different

operational philosophy in this region. They believe individuals and hiring methods are based

primarily on making decisions that are financially sound. There recruitment methods yield the

highest applicant pool of 3986 applicants almost 1400 more employees than the media method.

The agency method yields the lowest applicant pool of 1290. The kiosk and agency method hire

more employees than their applicant pool plus have the highest one year retention rates, 96% for

agency and 66% for kiosk. It appears media may be the most cost effective at $3,895 cost per

hire, but the least effective method. This is an example where lowest cost does not always appear

to be the most effective.

Southern Oregon

Is the smallest region yet the most innovative region? Many of the recruitment methods used in

other regions were adopted from Southern Oregon. This region uses a combination of methods

VS primary and secondary methods. The combo used includes; employee referrals, kiosk, and

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staffing agencies. While the kiosk method yields, the highest applicant pool it also yields the

lowest one year retention rate of 62%. The kiosk is also the most expensive method, $5,961 cost

per hire. Employee referral and agency methods are comparable regarding their applicant pool

having a difference of 120 applicants. These methods also yield the highest percentage of

individuals hired; 34% agency and 32% employee referral. While kiosk hire rate is only 13%.

The referral and agency method are also more cost effective with cost per hire; $4,686 agency

and $4,169 referral. Southern Oregon can save on overhead costs for recruitment by eliminating

the kiosk method.

Northern Oregon is very conservative about their recruitment methods and operational

philosophy. Northern Oregon has suggested that the other regions follow their example and

utilize a more “hands off” approach within their recruitment effects, using kiosks and staffing

agencies. While, staffing agencies yields the most favorable results for the lowest across all

regions. Plus, kiosks are one of the most expensive methods in comparison to other methods.

While, other regions would most definitely benefit by utilizing the agency method as

demonstrated by Norther Oregon, Northern Oregon would benefit by adopting an employee

referral program as demonstrated by the other regions.

Tanglewood management is committed to improving customer service quality. Their

major concerns are influenced by turnover lag time, administrative process, lack of KSAO’s

relating to positive customer service and targeted messages to attract appropriate candidates. The

following recruitment methods should be utilized in each region to optimize recruiting methods.

Sufficient quantity, quality, cost and impact on HR outcomes should be considered based on

regional labor markets. It’s not always a “one size, fits all” method. Metrics should be designed,

minimizing the number of unqualified candidates. Utilizing KSAO’s and personality assessments

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in the application process would filter out potential unqualified individuals, saving time and cost.

These assessments can translate to internal talent management systems, leading to succession

planning.

Realistic message

A realistic message portrays the organization and the job as it really is rather than what they

think applicants want to hear (Heneman, & Kammeyer-Mueller, 2012, pg. 223). Many argue that

this does not send a positive message to attract candidates. However, it sends the message of

what to expect in realistic terms. Tanglewood should include working long hours and holidays,

hourly rate and specific tasks. Tanglewood should also mention their importance on human

capital investment with internal promotion policies, benefits and referral programs.

Employment board message

An employment board message portrays an appealing message to attract a “employer of choice”

(Heneman, & Kammeyer-Mueller, 2012, pg.225). Tanglewood should adopt a catchy phrase or

tag to correlate with its culture and values.

Targeted message

Targeted messages are used to attract specific audiences and their needs or wants (Heneman, &

Kammeyer-Mueller, 2012, pg.226). Tanglewood should target labor markets to close the

diversity gap and/or those looking for entry level work.

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Case Four: Measurement and Validation

Staffing Services

MemoTo: Marilyn Gonzalez, Human Resources VP

From: Heather L Horvath, Staffing Services

cc: Daryl Perrone, Staffing Services Director

Date: 4/22/2017

Re: Recruitment Measurement and Validation

Statistical data was collected from a chosen test area that included 10 Seattle stores. Statistical data was also collected from the remaining Tanglewood stores to compare results.

The data analysis demonstrates the traditional methods (Reference Table 3.1) of selection by estimating correlations between achieved measures of education, work experience, managerial interviews and the measures of citizenship, absence, performance and promotion potential. This information was collected from application blanks and interviews.

A second data analysis (Reference Table 3.2) was also completed to gather correlations between traditional selection methods but also the proposed selection method that includes personality tests, biodata, and retail market experience.

There is a positive correlation between selection methods that were utilized for both samples. Positive correlations are shown as p< value that is less than 0.5. Anything higher is not a positive correlation.

Referencing the traditional data analysis education, work experience and interview score have a strong correlation with promotion potential. While the proposed data analysis shows a strong correlation between traditional and proposed predictors to an employee’s promotion potential.

The traditional method also shows a strong correlation of all 3 predictors to performance. However, table 3.2 demonstrates the proposed predictors have a more significant value of correlation to performance. Meaning, there is a higher potential of a person/job or

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person/organization match. Therefore, the proposed method should be used to correlate with employee performance and promotion potential.

Table 3.1 Data from Stores Employing the Traditional Selection Method

Citizenship Absence Performance Promotion potential

Education Correlation 0.03 -0.02 0.15 0.17

p-value < 0.01 0.03 < 0.01 < 0.01

Work experience Correlation 0.17 0.07 0.22 0.25

p-value < 0.01 < 0.01 < 0.01 < 0.01

Interview score Correlation 0.13 0.01 0.04 0.32

p-value < 0.01 0.26 < 0.01 < 0.01

Table 3.2 Data from stores employing the proposed method

Citizenship Absence Performance Promotion potential

Education Correlation 0.01 -0.01 0.08 0.14

p-value 0.77 0.77 0.02 < 0.01

Work experience Correlation 0.04 -0.04 0.16 0.18

p-value 0.25 0.25 < 0.01 < 0.01

Interview score Correlation -0.02 0.03 0.01 0.16

p-value 0.57 0.39 0.77 < 0.01

Retail knowledge Correlation 0.02 -0.07 0.12 0.33

p-value 0.57 0.04 < 0.01 < 0.01

Biodata Correlation 0.17 -0.17 0.22 0.34

p-value < 0.01 < 0.01 < 0.01 <0.01

Applicant exam Correlation 0.03 -0.02 0.26 0.34

p-value 0.39 0.57 < 0.01 < 0.01

Conscientiousness Correlation 0.14 -0.33 0.17 0.29

p-value < 0.01 < 0.01 < 0.01 < 0.01

Extraversion Correlation 0.09 0.09 0.22 0.06

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p-value 0.01 0.01 < 0.01 0.09

The validity of a measure is defined as the degree to which it measures the attitude it is intended

to measure (Heneman, & Kammeyer-Mueller, 2012, pg. 335). In this case, the measure is the

correlation between recruitment selection predictors and the annual employee performance

evaluation attributes. For example, work experience, retail knowledge, biodata, applicant exam,

and personality test correlate to performance and promotion potential. Education, work

experience and interview score and retail knowledge hold very little to no correlation to

performance attributes. With Tanglewoods internal promotion commitment and their

commitment to superior customer service excellence and team work the predictors that relate

closely to store associate include the use of the proposed method.

Based on the data collected the predictors that highlight good candidates include work

experience, biodata, and conscientiousness. In which, they correlate with performance metrics

that are important to Tanglewoods current and future employment. Due to positive correlations

between the traditional and proposed methods the observed validity can be translated to the other

stores. However, due to the significant difference in sample size the other stores could yield

different results.

The proposed method demonstrates the most favorable results. Although, traditional

methods reveal a significant amount of detail regarding an applicant, the proposed method “dives

deeper” to discover how predictors correlate to performance attributes that correlate with the

company’s core values and culture.

Case Five: Disparate Impact Analysis

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To, determine disparate impact within the hiring practices at Tanglewood we’ll take a close look

at historical flow and concentration statistics.

The flow statistics chart below will look at the 4/5 rule which looks at differences in selection

rates among diverse groups for specific jobs.

Historical Hiring and Promotion Data: Applicant Flows

Occupational category

Total White* Total Non-White

African-American*

4/5 Ratio Non-White

4/5 Ration African

AmericanStore Associates External

hiresApplicants 18226 15436 2790 594

Hires 3832 3221 611 135Selection ratio 21.02% 20.87 21.90 22.73 1.05 1.09

Shift leader External hires

Applicants 392 320 72 17

Hires 61 54 7 2 Selection ratio 15.56% 16.88 9.72 11.76 .58 .70 Internal


Hires 280 241 39 6 Selection ratio 32.41% 33.85 25.66 20 .76 .59

Department manager

External hires

Applicants 1242 1074 168 44

Hires 94 82 12 3Selection ratio 7.57% 7.64 7.14 6.82 .93 .89

Internal hires

Applicants 589 509

80 21

Hires 124 108

16 3

Selection ratio 21.05% 21.22 20 14.29 .94 .67

Asst. store manager

External hires


Hires 17 15 2 0 Selection ratio 11.64% 12.20 8.70 0 .71 0 Internal


Hires 27 2 1

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25 Selection ratio 25.00% 27.80 11.11 25 .40 .90

Store Manager External hires


Hires 5 4 1 0Selection ratio 10.00% 9.52 12.50 0 1.31 0

Internal hires


Hires 13 9 4 0Selection ratio 16.05% 13.64 26.70 0 1.96 0

*Non-Hispanic

For this case, the focus is on internal hires. The selection ratio points to the evidence of disparate

treatment among African American and non-white minorities amongst shift leaders, African

American department managers, non-white assistant managers and African American store

managers.

If we take a second look by utilizing concentration data, it is evident that there is higher

concentration of white employees in all store positions. African American have the lowest

concentration among the three groups.

Historical Concentration Data

Occupational category Total White* Total Non-White

African-American*

Store Associates Employees 2760 2307 453 95Concentration 83.59% 16.41% 3.44%

Shift leader Employees 552 464 88 10Concentration 84.06% 15.94% 1.81%

Department manager Employees 391 341 50 9Concentration 87.21% 12.79% 2.30%

Asst. store manager Employees 69 64 5 2Concentration 92.75% 7.24% 2.90%

Store Manager Employees 23 16 7 0Concentration 69.57% 30.43% 0%

Total Employees 3795 3192 603 116*Non-Hispanic

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Tanglewood should be prepared to respond to Eaglette and Schubert promptly by expressing the

success of their organization as well as their inclusion of diversity in the workplace.

Tanglewood judge’s individual performance based on their performance and

character

Tanglewood incorporates a philosophy of openness, inclusiveness and diversity

Tanglewood has built a culture of human capital development and retention that

focuses on internal promotion

Tanglewood should also present documentation of current diversity programs to show diversity

measures and performance. To defend disparate treatment, Tanglewood should also respond by

providing supporting evidence that there is a bona fide occupational qualification that may exist

that supports reasons for disqualification. Tanglewood should also respond with adequate

documentation that supports decision of decline.

To improve internal recruitment efforts, Tanglewood should review all internal recruitment

policies and practices to ensure that there is no room for discrimination. Tanglewood is also

encouraged to:

Encourage minority groups to apply

Actively recruit from a variety of sources

Advertise to target a variety of demographic groups

Recruit in areas that have large populations of minorities

Base decisions primarily on performance and qualifications versus personality and

word of mouth

Implement management training relating to diversity recruitment practices

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Tanglewood would also benefit for promotion and career development policies and practices:

Develop an Affirmative Action Program

Provide additional training and mentoring to encourage advancement

Case 6: Interview

Tanglewood is seeking a structured interview selection process that can be utilized consistently

across all stores. The idea of this approach is to ensure that each interview is presented with the

same questions and scoring systems to remove any biases from the decision-making process.

In this scenario, our focus is on a department manager position. A detailed selection plan for

department manager is shown below to include KSAO’s from the job description to reflect

important Tanglewood cultural attributes. Each KSAO was identified for necessity and

importance in the selection process.

Detailed Selection Plan for Department Manager

Major KSAO Category Necessary for Selection?(Y/N)

Experience Check

Education Check

Marshfield Applicant Exam

Retail Knowledge Test

Knowledge of organizational policies and practices

yX X

Skill in judgement and decision making

Y X X

Ability to think, develop original solutions within prescribed parameters

Y X X

Knowledge of retail management policies and practices

Y X X X

Knowledge of legal precepts underlying personal management

Y X X

Skill in the analysis of financial and

Y X X X

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operational dataAbility to reason inductively

Y X X X

Knowledge of customer service principles

Y X X

Skill in managing personnel resources

Y X

Communication and speaking skills

Y X X

In a structured interview process, there should be a good mix of behavioral and situational

interview questions that will capture and measure job related competencies regarding past

experiences and hypothetical situations. All candidates are asked the same questions, in the same

order. All responses are then evaluated using the same scoring key as shown below, “Interview

Assessment Scoring Key”.

Interview Questions and Measurement of KSAO’s

Behavioral Interview Questions

1. Skill in judgement and decision making: How do you handle implementing decisions that

are not always popular?

2. Ability to think and develop original solutions within prescribed parameters: Give an

example of how you worked on a team?

3. Skill in managing personnel resources: Share an example of how you were able to motivate

employees or co-workers.

4. Knowledge of legal precepts underlying personnel management: Have you ever handled a

difficult situation? How did you handle it and what was the outcome?

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5. Knowledge of retail management policies and practices: Tell me about how you worked

effectively under pressure?

Situational Interview Questions

1. Knowledge of organizational policies and procedures: Give me a time in which you had to

conform to a policy in which you did not agree?

2. Ability to reason inductively: Describe a time you disagreed with someone at work?

3. Skill in the analysis of financial and operational data: Tell me about a time in which you

made a mistake? How did you handle it?

4. Knowledge of customer service principles: Describe a situation you had to work with a

difficult customer.

5. Communication and speaking skills: Describe a time when you had to provide criticism.

Interview Assessment Scoring Key

Question 1: How do you handle implementing decisions that are not always popular? Comments:

0 1 2 3No answer Provided General explanation

provided. No details given.

Provided an example. No explanation of decisions made.

Detailed explanation, decision and outcome.

Question 2: Give an example of how you worked on a team? Comments:





Question 3: Share an example of how you were able to motivate employees or co-workers. Comments:

0 1 2 3

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No answer Provided General explanation provided. No details given.



Question 4: Have you ever handled a difficult situation? How did you handle it and what was the outcome?Comments:





Question 5: Tell me about how you worked effectively under pressure?Comments:





Question 6: Give me a time in which you had to conform to a policy in which you did not agree? Comments:





Question 7: Describe a time you disagreed with someone at work?Comments:





Question 8: Tell me about a time in which you made a mistake? How did you handle it?Comments:





Question 9: Describe a situation you had to work with a difficult customer.Comments:





Question 10: Describe a time when you had to provide criticism.Comments:

0 1 2 3No answer Provided General explanation Provided an example. Detailed explanation,

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No explanation of decisions made.

decision and outcome.

Case 7: Selection Decision Making

Tanglewood is looking for a new manager for its Flagship store location located in Spokane. The

hiring of the most qualified manager is of high importance for the following reasons, Flagship is

the largest and most elaborate of Tanglewood stores, it has very strong revenues, it is used as a

training site for all new managers, it is used as a testing ground for new products and it services

one of the largest diverse customer bases due to its location.

A detailed selection plan for store manager is shown below to include KSAO’s from the job

description to reflect important Tanglewood cultural attributes. Also, included in this selection

plan are the resources utilized to capture and measure the KSAO’s for each applicant.

Detailed Selection Plan for Store Manager

Major KSAO Category

Necessary for Selection(Y/N)

Biodata Marshfield Applicant Exam

Retail Knowledge

Conscientiousness Extraversion

Knowledge of organizational policies and practices

Y X

Skill in judgment and decision making

Y X X X

Ability to think creatively and develop original solutions

Y X X X

Knowledge of retail management policies and practices

Y X

Knowledge of legal precepts underlying personnel management

Y X X

26TANGLEWOOD

Skill in the analysis of financial and operational data

Y X X X

Ability to reason inductively

Y X X X

Knowledge of the customer base served by the store

Y X

Skill in managing personnel resources

Y X X

Communication and speaking skills

Y X X

A closed recruiting process was conducted and only twenty potential candidates were chosen to

compete in this process. Amongst these candidates were internal and external candidates that

were nominated and carefully selected by trusted resources. Only ten expressed a strong interest

in the store manager position. Below is the candidates Individual Applicant information data

(Kammeyer-Mueller, 2012, p. 71).

Individual Applicant Information

Biodata Applicant exam Retail Knowledge Conscientiousness

Extraversion

Andrews, David 70 45 65 75 70

Greer, Shauna 60 65 70 50 90

Renoir, Maxine 80 60 40 90 80

Binghome, Bruce

60 55 80 65 55

Yorn, John 40 80 45 60 60

Thomas, Mindy 75 40 30 80 75

Vacarri, Brenda 55 35 45 60 75

Reznor, Thomas 65 90 60 70 80

Durvall, Adam 60 60 55 50 65

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Heckman, Jane 85 55 60 90 90

Corporate Average

50 50 50 50 50

Managerial average

60 60 65 55 70

Assessment scores for each candidate will be based on three separate multiple predictor methods:

clinical prediction, unit weighting and rational weighting.

Store Manager Applicant Rankings

Clinical Prediction Unit Weighting Rational WeightingAndrews, David 65 325 63.3Greer, Shauna 67 335 65.6Renoir, Maxine 70 350 60.6Binghome, Bruce 63 315 67.1Yorn, John 57 285 52Thomas, Mindy 60 300 50.3Vacarri, Brenda 69 270 48.1Reznor, Thomas 67 365 68.9Durvall, Adam 58 290 57.6Heckman, Jane 76 380 69.5

Clinical prediction is based on management expert judgement and subjective matter including

the resume and the interview versus mechanical decisions (Heneman III, Judge, & Kammeyer-

Mueller, 2012, p. 550 – 552). The top three candidates predicted through clinical prediction are

as follows: Jane Heckman, Maxine Renoir and Brenda Vacarri.

Utilizing unit weighting each predictor is weighted equally, however, this means that each

predictor holds the same value as the others (Heneman III, Judge, & Kammeyer-Mueller, 2012,

p. 552). The top three candidates include: Jane Heckman, Thomas Reznor and Maxine Renoir.

28TANGLEWOOD

Rational weighting combines a differential with each predictor based on what subject matter

experts believe to be of importance to job success (Heneman III, Judge, & Kammeyer-Mueller,

2012, p. 552). Rational weighting predicts that Jane Heckman, Thomas Reznor and Bruce

Binghome are the top three candidates.

If we incorporate a multiple hurdles approach where an applicant must earn a passing score for

each predictor without compensating high scores for low scores (Heneman III, Judge, &

Kammeyer-Mueller, 2012, p. 554). The five finalists would include: Jane Heckman, Maxine

Renoir, Thomas Reznor, Shauna Greer and David Andrews.

Not one method is the perfect method in the selection process. However, choosing a combination

of methods that hold the highest value to the person/job or person/organization match is ideal.

Therefore, a combination of rational weighting and multiple hurdles are the most appropriate

methods.

Decision makers hold a critical role to the selection process and those who hold this role should

have extensive knowledge in the following areas: hiring and selection process, job skills needed

for the position as well as employment law and any other legal aspects that can affect hiring

decisions. Therefore, Tanglewood should hold a panel of decision makers to include: The

Eastern Washington regional manager, the staffing services director, selection manager, the EEO

coordinator and possibly one or two experienced store managers.

Official Guide for Selection

Develop a Selection Plan Analyze KSAO’s from appropriate job

description along with cultural attributes

necessary to the position

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Choose Appropriate Selection Methods Use a process of measurement and validation

to correlate appropriate selection methods and

predictors based on the position

Utilize Multiple Predictors Use a combination of predictors to remove

biases and potential adverse impact results

Define Decision Makers Decision makers should have extensive

knowledge in the following areas: hiring and

selection process, job skills needed for the

position as well as employment law and any

other legal aspects that can affect hiring

decisions

Case 8: Retention Management

Drivers of Turnover

The top three reported reasons that managers leave Tanglewood include: departure because of

superior reasons such as pay and benefits, dissatisfaction with the organizations direction and

major life event reasons. Based on the information collected from the regional turnover data and

exit interview there is correlation in the drivers or reasons that are creating turnover. The highest

turnover regions include Northern California and Colorado, both reaching almost 50% turnover.

These regions also have the highest competition index and reason for leaving is pay being the

highest valued reason for retention. Where the competition index is high is typically where you

see the highest turnover, supporting that performance is observable from the outside and

successful managers will receive competitive offers from Tanglewoods competition even though

30TANGLEWOOD

Tanglewood is a market leader in compensation. However, across all regions pay satisfaction

only comes in third for overall value and satisfaction. The highest rated component that

employees value most is supervisor satisfaction, rated overall at 3.6. This demonstrates a

correlation with departure reasons given due to dissatisfaction with the organizations direction.

Employees are looking for consistency of behaviors demonstrated of Tanglewood management

based on Tanglewoods mission and philosophy.

Functional or Dysfunctional Turnover

Based on the data collected Tanglewood is experiencing dysfunctional turnover due to avoidable

reasons of voluntary turnover. Dysfunctional turnover is “defined as the level that produces a

divergence between the organizations optimal balance and costs associated with retaining

employees (Abelson, 1984, p. 1).” Dysfunctional turnover negatively impacts Tanglewood

financially and non-financially. No matter the type of turnover there are increased costs to the

organization due to time and efforts exhausted from management and human resource staff,

production and quality costs, customer service, replacement costs and training costs and much

more. Tanglewood spends two months training management regardless of whether they were

internal or external candidates to instill Tanglewoods, vision, mission and philosophy. Therefore,

the burden is not only financially due to costs associated with training but also the non-financial

emphasis on lost KSOA’s, customer service and quality measures.

Exit Interview Process

Tanglewoods current exit interview process is informal and provides no real structure to gather

quality data on reasons for departure. It can be difficult to formulate or identify true reasons that

may be problematic when exit interviews are based on informal, friendly conversations.

31TANGLEWOOD

Therefore, the following recommendations are being made to improve the quality of data being

collected.

The interviewer should be a neutral individual such as Human Resources or an

anonymous third party vendor

Those conducting exit interviews will go through a robust training program that

emphasizes on an appropriate and structured format to gather quality data and

focus on employee comfort and positive reinforcement

A list of structured interview questions will be provided for consistency across all

regions to ensure quality data is collected that can be correlated to other factors

and components in the labor market

The interviewer will be expected to study and prepare for each candidate to

validate functional or dysfunctional turnover data

The interview will be conducted privately and confidentially for collecting data

for retention management

Job Satisfaction Survey

Most turnover types are voluntary, Tanglewood has taken the first step to potentially asses the

root cause of employee dissatisfaction and potential causes of turnover by conducting job

satisfaction surveys. This data will help Tanglewood to determine both intrinsic and extrinsic

rewards that are most important to an employee’s job satisfaction to prevent dysfunctional

turnover. Due to Tanglewoods current survey process they receive low participation. It is

recommended that Tanglewood work with an outside vendor that specializes in job satisfaction

surveys. Anonymous surveys tend to engage more employee response. Plus, due to

32TANGLEWOOD

approximately only a 50% response rate, it may be beneficial to send the survey to randomly

selected employees.

Staffing Services

MemoTo: Marilyn Gonzalez and Daryl Perrone, Tanglewood Corporate Offices

From: Heather Horvath, Staffing Services

cc: Emerson and Wood

Date: 4/22/2017

Re: Retention Management

It is best that organizations have a retention management plan in place before a problem arises so that they can identify and take the necessary steps to tackle turnover issues immediately versus allowing repeat turnover instances to occur.

The top three reasons that managers leave Tanglewood include: departure because of superior reasons such as pay and benefits, dissatisfaction with the organizations direction and major life event reasons. Both intrinsic and extrinsic rewards should be included in the retention management plan to correlate with all job satisfaction values. Therefore, the following recommendations are being made to improve retention at Tanglewood:

Provide above market salary Provide a comprehensive menu of health benefits above industry norms Increase communication to include organizational strategic directions, objectives and

goals Provide training and development opportunities for career growth to enhance promoting

from within Offer flexible work schedules to promote work/life balance Ensure management provides a positive environment by conducting surveys Increase frequency of performance management to build on the employer-employee

relationship Link rewards to performance and tenure to promote motivation and loyalty Conduct “Stay” interviews to stay abreast of job satisfaction factors

33TANGLEWOOD

References

Abelson, M. A., & Baysinger, B. D. (1984). Optimal and Dysfunctional Turnover: Toward an

34TANGLEWOOD

Organizational Level Model. Academy Of Management Review, 9(2), 331-341.

doi:10.5465/AMR.1984.4277675

Heneman III, H., Judge, T., & Kammeyer-Mueller, J. (2012). Staffing Organizations (7th ed.).

New York: McGraw-Hill/ Irwin.

Kammeyer-Mueller, J. (2012). Tanglewood casebook for use with staffing organizations

(7thed.). Florida: Mendota House Inc.

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