Tanglewood Case 1 Essay

My last recommendation is for the company to implement succession planning initiatives. Implementing succession planning initiatives will help alleviate the problem of not having qualified internal candidates for top positions and reduce turnover rate. With the help of succession planning, high potential individuals are developed and prepared for advancement or promotion into ever more challenging roles. Actively pursuing succession planning ensures that employees are constantly developed to fill each needed role. This way, Vitality will improved on internal candidate promotions for top jobs. The company should start by identifying key role positions and then identifying high potential individuals who can take over those roles. After that,

2) The best targets for the position of Store Associate at Tanglewood Stores would be recent college graduates who are looking to build a career with a growing

Tanglewood is constantly in need of new employees because of turnover. The recruiting process is the first step in finding and hiring the new employees. The management team of Tangle has concern of the current recruiting process because the organization does not have a centralized recruiting method. In order to have a more centralized recruiting method the current individual methods must be analyzed. To steps to analyzing the methods is to create a recruitment guide, evaluate the current recruiting methods, analyze the yield and cost per region, review the referral recruitment policy, review the recruitment methods measurement, and create recruitment messages.

This report is about the difference and similarities of Perkins and Antony James. I will be talking about job roles from different functional areas from each business, comparing the roles and responsibilities within each role and talking about the similarities and differences. The second part of this report will be analyzing how the structure of each job roles affects the job roles within the business.

Marian Thompson full-time position has been split into two part-time positions allowing each coordinator to focus their attention on the designated service area.

Their solution was ATLAS, Ann Taylor Labor Allocation System which would compare sales associate’s performances in categories such as average sales per hour, units sold, and dollars per transaction. The idea was to give more hours to its better-selling sales associates and fewer hours to those poorer-performing associates. What happened was ATLAS scheduled the best associates frequently for shorter shifts during its busy periods and its poor-performing associates for short shifts just once or twice a week during the slower periods. This caused resentment between employees and animosity towards ATLAS and because of the scheduling associates began to steal sales and clients from each other. Yet employee turnover did not increase which may have been due to most of its work force being part time. It has yet to be determined how this scheduling will effect customer satisfaction.

Due to the average tenure of the employees in the sales organization being high, the organization is often faced with employee resistance to change. Employees are dispersed throughout a large geographic area, where many face unique cultural, regional, and economic differences while working through their daily routine. In order for the sales department’s leadership to gain buy-in to every trivial new method of operation, the sales managers are designated to redundantly present and sell

After going back and reviewing my performance evaluation of Sophia Barrow, I feel like I did a very good job overall. The first thing I feel like I did well during the meeting was keeping the conversation balanced. Keeping the conversation balanced and not talking too much was my main issue going into the meeting. The next thing I feel like I did really well on was asking for her opinion on her ratings of herself throughout the meeting. To be an effective sales manager you need to understand the reasons behind the ratings the reps are giving themselves. I am very pleased with my performance overall and feel excellent about the outcome of the meeting.

Chern’s talent philosophy is focused on the retention and development of their employees. They are the primary source for their associate department managers and department managers is their sales associate position, with 75 percent of their promotion coming from this source. In a review of the turnover data, the leadership team learned that they are losing a large number of good sales associates. The executives learned that a disproportionate number of good sales associates had left the organization. The exit interview data shows that the sales associates are leaving because they don’t feel there is opportunities available for them to reach managerial positions in the company they are looking for. This indicates that the organization is not doing an effective job communicating promotional opportunities and career development planning to high-potential sales associates. Chern’s needs to improve their communication process for promotional opportunities and ensure that they have a strong succession planning strategy in place to develop high-potential sales associates for open managerial positions.

Sprague must change his method of leadership. The team doesn’t feel he can lead being they have much more experience compared to him. It was expected Carver to get promoted with 34 years of experience which has created a lot of hostility among the sales representatives. In order to Sprague to take control, he must lead with the help of Carver. He must make Carver a business partner in order to take advantage of his expertise and influence power over the other sales representatives. Sprague must also identify what stage in there career his team is at. From the reading, I can surmise Carver to be in disengagement stage as described in page 237 of the text book. With 34 years on the job, I can’t foresee Carver staying much longer. Sprague must take advantage of his expertise and start looking to develop a new sales force. This case study mentioned Carver had about three years or so left, this would be a great time to tap into his knowledge and build a training program. For one, this would empower Carver, thus removing that feeling of hostility and will add value to the organization as a whole. Second, this will be Sprague time to develop a new culture in the North East district, which he can groom to fit his mission. This new opportunity would be a great time to develop partnership with district 7. Have their sales leaders participated in the training of the new sales force. District 7 would be the most ideal since

In the beginning of our operations, we only had one employee, as we operated out of my basement for the first year. Within the next couple of years, we had to make the addition of phone sales representatives to accommodate our growing customer base. By 2003, we reached 10 full-time employees and 2 part-time employees who helped run our day to day operations. In order to increase our sales even further, we hired a marketing manager to help obtain more customers for our products through tactical advertisement. We were growing at a stable rate and continued to generate good streams of revenue, which led to the increase in our workforce in those

Below, find the following answers to specific questions regarding this case study in terms of goal-setting and job enrichment.

Advanced Photonics Inc. (API) is a technology company dealing with _________. It employs 6,000 and has each employee assigned to a job that is compatible with their competencies. Recently API has been having issues with employee retention; many of their talented software engineers have been leaving API. There are many causes for their departure but many employees have attributed long hours, stress and lack of work-life balance as the main factors for leaving. Many of these employees are moving on to work at start-up firms who have higher share options as well as less job specialization. The business API is in is very fast paced and competitive which is why losing people in such specialized areas to its competitors must stop.

The above table shows that, it is quite clear that employees are satisfied with their chances of promotion as 50% agree , 24% disagree and 26% are neutral.

2) Discuss the prospects of the company in terms of options thinking? What is the company’s dilemma now, and how can it be structured in terms of options?