Tanglewood Case 2

disconcert 1. 1 Markov Analysis Information changeover probability matrix actual class (1)(2)(3)(4)(5) sales outlet preceding course(1) livestock affiliate0. 530. 060. 000. 000. 000. 41 (2) call forth leader0. 000. 500. 160. 000. 000. 34 (3) department film director0. 000. 000. 580. 120. 000. 30 (4) companion stock certificate autobus0. 000. 000. 060. 460. 080. 40 (5) Store carriage0. 000. 000. 000. 000. 660. 34 Forecast of availabilitiesNext course of study (projected) (1)(2)(3)(4)(5) leave alone menstruation Workforce Previous course(1) Store associate8,50045055100003485 (2) Shift leader1,20006001920. 00. 0408 (3) Department manager85000. 04931020. 0255 4) Assistant break in manager15000. 09691260 (5) Store manager5000. 00. 00. 03317 Gap analysisNext year (projected) (1)(2)(3)(4)(5) form end total (column sum)4505111069417145 international conveys indispensable (current hold upforce-total)399590156 215 environmental S corporation base on the environmental sc an, it has been reason that Tanglewood whitethorn have a hard time filling their vacancies in the future. Even though the unemployment rate in the ara is high, recent prospects bring up that expansion in the professional and managerial sectors of the labor merchandise may reduce the number of individuals procurable for these jobs.Since Tanglewood only promotes from within, the entry level site of store associates does not appeal to many applicants. College graduates with solicitude degrees are hesitating to go about at a low position and work their government agency up. Many want the managerial position without putting in the work. proceeding Plan Based on Table 1. 1, it is foretelled that Tanglewood volition need to hire over 4,200 employees. Since Tanglewood has a policy of promoting internally, most of the positions that will be fill up will be store associates.It is believed that Tanglewood will need 3,995 store associates, 90 shift leaders, 156 part managers, 21 inciteant store managers, and 5 store managers. In order to find Tanglewoods needs, here is the plan of r each(prenominal) -Tanglewood will hire 3,995 employees to fill store associate positions. Even though this is an entry level position, we will try to drop it as appeal to applicants as we can. It is perceived that entry level sales positions are bulky hours, low pay, and frequent conflict with lower-level employees.These perceptions are partially correct, but we can appeal to applicants by giving them information about the Tanglewood operational plan. Tanglewood believes that it is real important to have complete employee involvement. Employees are involved with formulating methods for running their departments, as well having profit-share benefits, and weekly meetings allow all employees to voice their opinions. The management positions will be filled by experienced associates and other lower management employees. Based on Table 1. Comparing Incumbency to Availability an d annual Placement Goals, in each section (store associates, shift leaders and department managers) there is a goal for either minorities or females. No contingent segment has a fulfillment of both females and minorities. This pattern fires that possible each department foc white plagues on one or the other, but not both. one time they have reached their current goal, they should work hard to maintain that goal. Based on the analysis and assentient doing plan, I think that Tanglewood should adjust their recruiting and procession practices. It has been well known that Tanglewood promotes from within.What will they do if a majority of the minorities do not continue working for Tanglewood as a sales associate? Due to their policy, higher management positions will not be in all probability to be filled by minorities if there are a abject amount of minorities to choose from. Tanglewood needs to not only meet the token(prenominal) goal when hiring minorities and woman, but excee d that goal. Their policy of internal forward motional materials can be a problem when dealing with minorities because of the reason recently discussed. There are many advantages of internal promotions, such as employee knowledge of Tanglewood.Tanglewood matter 2Question 1 Table 1. 1 Markov Analysis Information Transition probability matrix Current year (1) (2) (3) (4) (5) Exit Previous year (1) Store associate 0. 53 0. 06 0. 00 0. 00 0. 00 0. 41 (2) Shift leader 0. 00 0. 50 0. 16 0. 00 0. 00 0. 34 (3) Department manager 0. 00 0. 00 0. 58 0. 12 0. 00 0. 30 (4) Assistant store manager 0. 00 0. 00 0. 06 0. 46 0. 08 0. 40 (5) Store manager 0. 00 0. 00 0. 00 0. 00 0. 6 0. 34 Forecast of availabilities Next year (projected) (1) (2) (3) (4) (5) Exit Current Workforce Previous year (1) Store associate 8,500 4505 510 0 0 0 3485 (2) Shift leader 1,200 0 600 192 0 0 408 (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 Gap analysis Next year (projected) (1) (2) (3) (4) (5) Year end total(column sum) 4505 1110 685 171 45 External hires needed (current workforce-total) 3995 408 391 48 33 Environmental Scan Based on the environmental data, some factors that suggest Tanglewood force have difficulty filling positions is based on retail work is not desirable to recent college graduates. Tanglewood would like to hire those that can issue lower at shift level and move up the stove and have college background.However retail is not the more desirable market since it has long hours, low pay, and conflict with lower-level employees. Developing a plan of effect takes careful planning. Tanglewood has to look at the percentageage of employees needed each year for each position. During the first two years, store associates will be needed mainly with 50% increase of shift leaders during year two. Tanglewood wants to make sure there is a long term relationship with the emp loyees, allowing them to bend within the corporation.Hiring and promoting from within helps with filling in gaps. The other way is hiring flying employees. Question 2 The only one I can demonstrate that is out of line is the minority availability for store associates. The incumbency percent is below 80% and they have no goal set. This pattern shows that they are not hiring minorities giving them a chance to grow within the company. This convey that minority shift leaders and managers will be extremely low.Tanglewood Case 2Transition probability matrix Current year (1) (2) (3) (4) (5) Exit Previous year (1) Store associate 0. 43 0. 06 0. 00 0. 00 0. 00 0. 51 (2) Shift leader 0. 00 0. 54 0. 16 0. 00 0. 00 0. 30 (3) Department manager 0. 00 0. 00 0. 64 0. 06 0. 00 0. 30 (4) Assistant store manager 0. 00 0. 00 0. 06 0. 52 0. 08 0. 34 (5) Store manager 0. 00 0. 00 0. 00 0. 00 0. 66 0. 34 Forecast of availabilities Next year (projected) (1) (2) (3) (4) (5) Exit Current Workf orce Previous year (1) Store associate 8,500 3655 510 0 0 0 4335 (2) Shift leader 1,200 0 648 192 360 (3) Department manager 850 0 544 51 255 (4) Assistant store manager 150 0 9 78 12 51 (5) Store manager 50 0 33 17 Gap analysis Next year (projected) (1) (2) (3) (4) (5) Year end total(column sum) 3655 1158 745 129 45 External hires needed (current workforce-total) 4845 552 306 72 17 Specific Assignment DetailsFor the store manager group, you will examine the information and prepare a report showing the results of the Markov analysis and the EEO investigation. The director asked you to address these questions in your written report 1. Currently the organization expects that their forecast for labor requirements is essentially constant from the previous year. Based on this precondition complete the five stages of the planning process a. Currently the organization expects that their forecast for labor requirements is essentially constant from the previou s year.This means the forecast for next year will be taken as given. b. Fill in the empty cells in the forecast of labor availabilities in Table 1. 1. c. claim an environmental scan. Based on the environmental data, what factors in the environment suggest Tanglewood might have difficulty filling their vacancies in the future? Upon acting an environmental scan, we have determined that Tanglewood might have problems filling their vacancies in the future for a variety of reasons.According to the scan, there are available candidates who are ready to fill managerial positions. However, our hiring policies at Tanglewood require employees to start out as store associates and work their way up in the organization if they choose to do so and if the store needs these positions filled. d. figure out year end totals for each job in Table 1. 1 and do a gap analysis to determine where shortages will slide by in the next year. e. Develop a preliminary statement of the action plan for hiring f or Washington next year.This should be an overview of the number of individuals needed to meet projected staffing levels for various positions that can be given to store managers. make water sure that your recommendations take the strategic staffing levels issues from the introductory case into account. 2. Examine the percentages of employee delegacy across demographic categories for Tanglewood and the available labor market for Table 1. 3. are there any particular classes or jobs where the theatrical performance within Tanglewood appears to be out of line with the available workforce?What does the pattern suggest to you? 3. Based on your analysis and the affirmative action plan, do you think the company should engage in a specific strategy to change their recruiting and promotion practices? Do you think it is realistic for the company to try to meet their affirmative action goals in this process in a single year? What are the pros and cons of using internal promotions vs. exter nal hiring to rectify the problems with gender and ethnicity representation in supervisory positions? 4.In addition to the specific targets for employee representation for the Spokane flagship location, Tanglewood wants to use this opportunity to establish estimates for the entire chains staffing policy regarding demographic representation of the workforce. How do you think individual stores can respond to overarching organizational objectives? Prepare a memo to be disseminated to the individual stores that gives a mavin of your targets for the organization as a whole, and also gives the stores advice on how they can assist in narrowing any representation gaps you find through their recruiting, hiring, and promotion practices.