Analyzing Tanglewood's Workforce Planning and Development Strategies

This case study analyzes Tanglewood's workforce planning and development strategies, focusing on the five stages of the planning process. The analysis includes filling in labor availability forecasts, conducting an environmental scan to identify potential challenges in filling vacancies, computing year-end totals and performing a gap analysis to determine shortages, and developing a preliminary action plan for hiring. The case study also examines issues related to employee promotions, the impact of the retail market on recruitment, and the complexities of EEO requirements. The analysis addresses the company's reliance on experienced employees, potential recruitment issues, and the need for a balanced workforce. A memo from the CEO emphasizes the need for changes in recruiting policies to address gaps in the current strategies, highlighting the importance of hiring fresh individuals and promoting employees effectively. The study explores internal promotion strategies, the impact of economic fluctuations on staffing, and the importance of preserving the company culture while adapting to workforce needs. The references provided support the analysis with relevant research on workforce planning and management.

Running head: Workforce planning and development
Workforce planning and development
Name of the Student
Name of the University
Author’s Note

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Workforce planning and development
1. The planning process has been involving preparing forecasts for an association in
recruiting methods for association. The planning methods have been a combination of the
forecasting needs and methods for the development of the company in the market (De Bruecker
et al. 2015). The objectives of company have been planning activities including hiring of new
employees in the workforce. The demographic content in the workforce have been playing an
important role in development of company.
a. The Washington market has settled for Tanglewood. Various stores have been in
existence for ten years that has been indirectly managed by Emerson and Wood. The internal
promotions for filling many openings as department manager and store manager has been
depended on the operations of the company (Addicottet al. 2015). It has been projected that 16%
of shift leaders has been promoted to rank of department manager, 12% of department managers
have been promoted to assistant store managers and 8% of assistant store managers have been
promoted to store managers (Gupta and Wilson 2017).
b.
Forecast of availabilities
Previous
year(1)Store associate
(2)Shift leader
(3)Department manager
(4) Assistant store manager
(5)Store manager

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Workforce planning and development
Next year (projected)
(1) (2) (3) (4) (5) Exit
Current Workforce
8,500 4505 510 0 0 0 3485
1,200 0 144
850 0 680
150 0 55
50 0 28
c. The staffing managerial employee environment at Tanglewood has been complex.
Therefore, person have been in urban areas are transferred into small towns as they move up in
promotion chain. Therefore, retail has been observed undesirable market for current graduates.
Retail work experience has been playing an important factor in the development of the
associations (Hewitt et al. 2015). The rate of unemployment have been high and becoming
difficult for individuals for finding new jobs. Tanglewood has been depended on its experienced
employees. The company has been promoting experiences within the social culture and
environment (Goodman et al. 2015). Therefore, this strategy might create problems for the
recruitment process of the Tanglewood in future. There have been no fresher in the workforce as
only experience employees are being hired.
d. The recent focus of staffing has been targeted on filling up vacant positions in the company.
However, the company has been focusing on minimizing employee resignation rate from
workforce. The planning phase has been focused on number of person required to be hired in
company for the growth of the company in the market. The real process of recruiting has been

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Workforce planning and development
turning towards actual employees for covering in recruitment process (López and Nembhard
2017).
e. Tanglewood has been able to promote sales associate to be shifted to leaders. After that
promote them to department managers in managerial hierarchy. There has been an alternative
track of manager for bringing current college graduates having experiences in another store chain
into assistant store managerial position. Therefore, promotional strategies of the Tanglewood
have been depended in promoting low level employees to huge level including managerial chain
(Ryan et al. 2018). Therefore, several workers have not been able to adapt unique culture of
Tanglewood. Fluctuation in economy have been carrying excess employees during same periods
of year. There has been seasonal hiring for store associates, managerial workforce numbers have
been fixed. For preserving the culture of the company, all new managerial employees have to
spend little time in Washington stores for getting an idea of sales and working of stores.
2. The issue of selection planning has been made complex due to Employment Opportunity
(EEO) requirements fall on organizations with federal government. Various stores of
Tanglewood have been located near military bases and government offices. Tanglewood has
been using data from staffing records for examining if company has changes in outcomes for
several groups (Doumic et al. 2017). There have been growing concerns with organization for a
collection of fast growth issue for creating real issues in terns if demographic breakdown of
employees in organization. The store has 75% more employees in the corporate flagship in
Spokane. There are total 30 department managers, 42 shift leaders and 300 store associates. The
pattern suggests that Tanglewood has been focusing on recruiting employees in the company.
3. The issues in the organization have been focused on the recruiting procedure of employees.
The strategy for recruitment action plan has been engaged in mentioning proper employees at

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Workforce planning and development
work. The promotion strategy in the company has been beneficial for the working in the market
(Ryan et al. 2018). The internal promotion of employees have been helping in providing
enhancement in working procedure of the employees. There have been experienced employees in
the companies that have been stagnant. The recruitment of fresh individuals have been initiated
for the development of the external promotion. The gender of the employees have been major
concern in Tanglewood.
4.
MEMO
To: Store manager
From: CEO
Subject: resolving gaps by hiring and promotion practices
There have been several gaps found in the recruiting strategies in our company. Therefore, there
is a need of sharp changes in the recruiting policies in the company.
Store Managers are required to start their hiring and promotion process as soon as possible for
the development of the company in the market. The sales of the company have to be increased
in certain time period. Promotion of employees have been an essential part of the recruiting
policy in Tanglewood. The demographic data has been analyzed properly in the report. This
shows that most of the hired employees have been experienced. Therefore, there is a need of
recruiting and hiring fresh individuals in the company.
Signature

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Workforce planning and development
References
Addicott, R., Maguire, D., Honeyman, M. and Jabbal, J., 2015. Workforce planning in the NHS.
King's Fund.
De Bruecker, P., Van den Bergh, J., Beliën, J. and Demeulemeester, E., 2015. Workforce
planning incorporating skills: State of the art. European Journal of Operational
Research, 243(1), pp.1-16.
Doumic, M., Perthame, B., Ribes, E., Salort, D. and Toubiana, N., 2017. Toward an integrated
workforce planning framework using structured equations. European Journal of Operational
Research, 262(1), pp.217-230.
Goodman, D., French, P.E. and Battaglio Jr, R.P., 2015. Determinants of local government
workforce planning. The American Review of Public Administration, 45(2), pp.135-152.
Gupta, D., Li, F. and Wilson, N., 2017. Extraboard-driver workforce planning for bus transit
operations.
Hewitt, M., Chacosky, A., Grasman, S.E. and Thomas, B.W., 2015. Integer programming
techniques for solving non-linear workforce planning models with learning. European Journal of
Operational Research, 242(3), pp.942-950.
López, C.E. and Nembhard, D., 2017. Cooperative Workforce Planning Heuristic with Worker
Learning and Forgetting and Demand Constraints. In IIE Annual Conference. Proceedings(pp.
380-385). Institute of Industrial and Systems Engineers (IISE).

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Workforce planning and development
Ryan, C., Bergin, M., White, M. and Wells, J.S.G., 2018. Ageing in the nursing workforce–a
global challenge in an Irish context. International nursing review.