Recruiting involves the interaction between an organization's staffing plans and the labor market for employees. Prior to embarking on any recruitment initiatives, a thoughtful evaluation of available methods and their costs in relation to the organization's needs is necessary.
In Part 3, staffing managers learn about developing plans for recruiting efforts. They will create a recruiting strategy and guide for the store associate job. The case also shows how to use organizational data to determine the most effective recruiting methods. Additionally, there will be a chance to create different recruiting messages to attract job applicants for sales associate positions at Tanglewood.
Assignment Specifics | Analyze the recruiting data and create a report showcasing the analysis results for your director.
1. Begin by creating a recruitment guide similar to the one displayed in Exhibit 5. in the te
xtbook. Take note that the current scenario differs from the example in the book as there is no defined hiring timeline. This recruiting effort is ongoing, as new positions constantly become available even as existing ones are filled.
Additionally, Tanglewood's qualifications for employment do not include a specific list of minimum educational requirements. Another aspect to consider when recruiting is the job and organizational context in order to identify the best targets. Assess the different recruiting methods to determine if they appear to be more open or targeted. Utilize the information provided in the book to aid in making this determination. If certain methods seem more targeted, speculate on whom they are likely targeting.
For each division, refer to the data tables in Appendix B to assess the performance of different methods in terms of yields and costs. Summarize the essential results from
these tables in a one-page summary. Northern Oregon suggests that other divisions adopt a policy of using kiosks and staffing agencies instead of relying on referrals. Is this division's suggestion valid? How would increased use of external hiring by other regions impact the company? Tanglewood's top management is deeply committed to enhancing customer service quality and believes that simply finding the cheapest hiring method is inadequate.
In addition to costs and retention, what other measurements of employee performance could serve as effective "bottom line" indicators for evaluating the effectiveness of a recruiting method? How do the concerns raised in the managerial focus groups align with these alternative considerations? The focus groups have questioned the realism of the recruitment policy. This paragraph proposes targeted, realistic, and branded recruiting messages for Tanglewood's customer store associate positions. Furthermore, it discusses the traditional arguments relevant to this topic.
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