Tanglewood Case 2
1. After careful review of the information presented by Tanglewood and analysis of the results of the Markov analysis and the EEO investigation, I have determined that the forecast of labor requirements will include 4,640 store associates, 40 shift leaders, 95 department managers, 20 assistant managers, and 5 store managers. This data indicates that the majority of labor positions to be filled in the projected year will be entry level store associates. The high demand in this area more than likely is derived from Tanglewood’s preferred method of promotion being internal. If Tanglewood continues to primarily promote from within, there will be a constant demand for entry level store associates that must be balanced with a constant, aggressive recruitment program offering attractive, competitive employment incentives.
2. While examining the percentages of employee representation across the demographic categories for Tanglewood and the available labor market, I detected a low percentage of females and minorities employed as store associates and shift leaders versus the available labor market of said demographics. This patterns suggests to me that Tanglewood is hiring a low percentage of women and minorities, and promoting a low percentage as well. Tanglewood is a chain of retail stores, department stores. There is no real reason for women or minorities to not be hired into the position of an entry level sales associate. Sexism and racism have long been an issue when it comes to fair employment and equal pay. Possibly, if a minority is from a foreign country and unable to properly communicate with the company’s customers, there may be some form of justification for denying employment.
3. Based on the analysis and affirmative action plan, I do believe that Tanglewood should engage in specific strategies to change their recruiting and promotion process. Tanglewood has a consistent, high demand for entry level store associates and prefers to promotion lower level employees to fill upper level job opportunities. I would continue to promote from within in accordance with the initial beliefs of the founders to maintain the company’s vision, but I would suggest a slight increase in external recruitment for upper level positions to help reduce the demand for lower level employees. Tanglewood definitely needs to formulate a recruitment process focused on hiring qualified women and minorities to balance demographic categories of employee representation. I would not suggest promoting women nor minorities simply based on the fact that they are women or minorities. Promotions must be given to the best qualified candidates
