TANGLEWOOD

CASEBOOK
for use with
STAFFING
ORGANIZATIONS

7
th
Ed.
Kammeyer-Mueller
1
TANGLEWOOD CASEBOOK
To accompany Staffing Organizations, seventh edition, 2012.
Prepared by John Kammeyer-Mueller
Warrington College of Business
Uniersity of !lorida
"ainesille# !lorida
Telephone$ %&'-%('-)1)*
+-mail$ ,ammey-d.ufl/edu
Copyright 0')1'
Mendota 1ouse# 2nc/
1erbert "/ 1eneman 222
President
Telephone$ 3)*-'%%-4415
+-mail$ hheneman.bus/6isc/edu
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 1
INTRODUCTION TO THE CASE CONCET
Rationale for the Tanglewood Case
Many of the most important lessons in business education inole learning ho6 to place
academic concepts in a 6or, setting/ !or applied topics# li,e staffing# learning ho6
concepts are applied in the 6orld of 6or, also allo6 us see ho6 the course is releant to
our o6n lies/ The use of these cases 6ill sere as a bridge bet6een the ma-or themes in
the te8tboo, Staffing Organizations and the problems faced by managers on a daily basis/
The Tangle6ood case is closely intert6ined 6ith te8tboo, concepts/ Most assignments in
the case re9uire reference to specific tables and e8amples in the boo,/ 7fter completing
these cases# you 6ill be much more able to understand and apply the material in the
te8tboo,/

With this in mind# it should be noted that the cases are designed to correspond 6ith the
types of information found in 6or, enironments/ This means that for many important
decisions# the right ans6ers 6ill not al6ays be easy to detect# there 6ill be more than one
correct solution# and often the ery information that 6ould ma,e decisions easy is
missing/ :emember that ambiguity in any case corresponds to reality; although it may be
frustrating at first# you should remember that business problems are themseles often
confusing and re9uire important -udgment calls that don<t hae any single =right> ans6er/
Successful Case Performance
?uccessful case performance inoles seeral ,ey concepts/ +ach case should be
prepared in the form of a report to be gien to the top management team at Tangle6ood
department stores/ The follo6ing guidelines for successful case performance are useful
for chec,ing your 6or,$
1/ 2s the report easy to read@
a/ Correct grammatical errors and eliminate confusing sentences/
b/ Brea, the te8t into subheadings so it is easy for the reader to find releant
information/
c/ +8plain your statistics in a 6ay that an intelligent reader 6ho is not familiar 6ith
them could understand 6hat is being reported/
d/ Present tables cleanly 6ith releant data highlighted for the reader and 6ith
minimal e8traneous information/
e/ +8plain why you chose to use information and data in the 6ay that you did/
'/ 7re your final recommendations and ans6ers sensible@
a/ The final recommendations should be presented in a clear# succinct manner/
b/ The recommendations should be feasible and directly related to the information
proided to the information proided in the case/
c/ :ecommendation should ta,e potential problems into account/
Prepared by John Kammeyer-Mueller '
CASE ONE! TANGLEWOOD STORES AND
STAFFING STRATEG"
C#se o$e %ri$&i%'es!
() "ou wi'' first #ssess the &urre$t o%er#ti$* e$+iro$,e$t for T#$*'ewoo- i$ ter,s of
it &o,%etitors. stru&ture. e,%'o/ees. &u'ture. +#'ues. #$- hu,#$ resour&es fu$&tio$)
0) The$ /ou wi'' the$ -e+e'o% re&o,,e$-#tio$s for how the or*#$i1#tio$ shou'- st#ff
its o%er#tio$s. fo&usi$* o$ str#te*i& -e&isio$s %ert#i$i$* to st#ffi$* 'e+e's #$-
2u#'it/)
Section Objectives
The goal of this section is to help you learn more about the basic enironmental concerns
the Tangle6ood Aepartment ?tore chain is facing/ This information 6ill help you to
understand ho6 competition# strategy# and culture -ointly inform the effectie
deelopment of a selection plan/

Organization Overview and ission
Tangle6ood is a chain of general retail stores featuring items such as clothing#
appliances# electronics# and home decor/ The company operates in the moderate price
niche# targeting middle- and upper-income customers/ Tangle6ood<s strategic distinction
is an =outdoors> theme# 6ith a large camping and outdoor liing section in eery store/
The store also distinguishes itself by its simple# elegant# and uncluttered design concepts
for the store and their in-house products/ The company<s mission statement is$
Tanglewood will be the best de!artment store for customers see"ing #ualit$%
durabilit$% and value for all as!ects of their active lives. &e are committed as a
com!an$ to !roviding ma'imum value to our customers% shareholders% and
em!lo$ees. &e will accom!lish this goal b$ adhering to the core values of res!onsible
financial management% clear and honest communication% and alwa$s "ee!ing
!erformance and customer service in the forefront.
Tangle6ood 6as originally founded in 1(5& by best friends Tanner +merson and
Thurston Wood/ The initial concept 6as a single store in ?po,ane Washington# named
TannerWood# 6hich sold a combination of outdoor clothing and e9uipment that the pair
had designed themseles/ The employee handboo, notes that# =Tanner and Thurston
financed their early store plans 6ith credit cards and personal loans from friends and
family/ They had so little money that they slept in sleeping bags in the bac, room and put
eery penny they made bac, into the stores/> The first store<s uni9ue merchandise
offering and personable sales staff made them successful 9uite rapidly# allo6ing +merson
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e %
and Wood to moe out of the bac, room and add seeral more stores during the late
1(5)<s/ The merchandise offerings e8panded oer time to incorporate more conentional
retail items# 6hile still retaining the elegant# yet outdoors loo, for the stores oerall/
+merson and Wood eentually decided to rename their store chain Tangle6ood in 1(*4/
Much more rapid gro6th began around this time/ 7s +merson put it# =6e 6orried for a
long time that e8panding 6ould compromise our ision of a small# personable shopping
e8perience/ We had al6ays 6anted to run the type of store that 6e 6ould loe to 6or,
and shop at/ 7round 1(*4# after 6e had 1) stores# 6e realiBed 6e had deeloped a fairly
successful blueprint for running stores 6ith a strong base of employee participation#
customer satisfaction# and profitability/ ?o 6e decided to spread out to coer the
north6est/>
Auring the 1(()<s the e8pansion strategy really too, root/ Most of the e8pansion
occurred by purchasing other e8isting stores rather than building ne6 stores/ +merson
and Wood had been heaily inoled in the management of the stores# but found that
increasingly the corporate administration 6as a more pressing concern/ The company
arried at a regional structure for its operations/ +merson and Wood too, on the positions
of C+C and President of the company# respectiely# 6hile a team of regional managers
more directly oersee day to day operations/ The company currently has a total of '4%
stores open in the states of Washington# Cregon# Dorthern California# 2daho# Montana#
Wyoming# Colorado# Utah# Deada# De6 Me8ico# and 7riBona/
Prior to any further e8pansion# ho6eer# the company needs to consolidate its current
management strategy/ The process of gro6th has been ery 9uic, in the last & years# and
has inoled buyouts of seeral smaller chains of department stores/ While all the stores
under the Tangle6ood name hae the same basic loo,# the management styles and human
resource E1:F practices still reflect the historical differences bet6een stores/ Wood noted
in a recent interie6 6ith Business Monthly# =Tangle6ood really needs to slo6 do6n
and ta,e a hard loo, at our corporate culture/ :ight no6# 6e need to consolidate and
ma,e sure 6e<re as close to the company<s original mission as 6e can be/ Cur success is
due entirely to our strong cultureGthis is something 6e need to hold on to/> These
concerns hae lead Tangle6ood to bring in e8ternal human resources consultants li,e you
to help centraliBe the organiBation<s practices/
7nother ma-or concern for Tangle6ood has been the 6est6ard e8pansion of companies
li,e Kohl<s and Target/ The possibility of more direct competition has lead Tangle6ood
to critically e8amine their 1: policies and practices/ !or staffing# in particular# the
organiBation feels there absolutely must be a 6or,force of committed# 9ualified
indiiduals 6ho 6ill help carry the Tangle6ood philosophy into the future/
Prepared by John Kammeyer-Mueller 4
Com!etition and (ndustr$
1
The Tangle6ood Aepartment ?tore chain operates in the nondurable general retail
industry# 6hich fits into industry 4&'11 as classified by the Dorth 7merican 2ndustry
Classification ?ystem ED72C?F/ This industry engages in the sale of consumer goods
including clothing# small appliances# electronics# and other house6ares/ The retail
industry accounts for oer H4 trillion in annual sales/ :ecent estimates indicate that the
retail industry employs appro8imately 1& million people/
7 comparison of seeral top retail stores is presented belo6/ The operating reenues
indicate total sales for these organiBations# and the compound gro6th rate trac,s changes
in the sales for each retail chain/ The financials sho6 that Tangle6ood is a moderately
siBed organiBation 6ith strong gro6th potential/
Cperating
:eenues
Ein millionsF
:eenue
"ro6th
E1 yrF
+mployment
Ein 1#)))sF
+mployment
"ro6th
E1 yrF
Dumber
of ?tores
Aillard<s 3#'&) )/4I 41 -&/*1I %1)
J/C/ Penny 15#5&( 1/'I 1&4 4/*)I 1#1))
Kohl<s (#1') 4/*I 1%% '/'3I 1#)&)
Macy<s '&#))% 3/4I 131 -%/&(I *&)
:+2 1#43) '/1I 1) )/))I 11)
?ears 1olding Corp/ 4%#4'3 -1/3I %1' -%/11I %#())
Tanglewood 7%)** +.), -. ..7-, )+.
Target 35#%() %/1)I %&1 1/14I 1#5&)
WalMart 4'1#*4( %/%)I '#1)) )/))I *#4))
1
2nformation on the retail industry is adapted from 1ooer<s# Ehttp$JJ666/hooers/comJsubscribeJF and Kahoo
finance Ehttp$JJfinance/yahoo/comJF/
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e &
Profit ratios
PM EIF :C7 EIF :C+ EIF
Aillard<s '/*5I 4/5'I */1*I
J/C/ Penny '/1(I 4/)3I 5/%*I
Kohl<s 3/)3I */(&I 1%/(3I
Macy<s %/%(I &/5'I 13/&3I
:+2 1/*'I '/*&I &/33I
?ears 1olding Corp/ )/%1I 1/4%I 1/33I
Tanglewood ..-+, -../, 0+.17,
Target 4/%%I 5/44I 1*/(4I
WalMart %/*(I (/)(I ''/)%I
7ll three profit ratio figures indicate corporate profitability/
PM is profit margin L Enet income for the past yearFJEreenueF
:C7 is return on assets L Enet income for the past yearF J Eaerage assetsF
:C+ is return on e9uity L Enet income for the past yearF J Eshareholder e9uityF
Com!etitive Res!onse and Strateg$
The company<s specific niche is similar to that occupied by Kohl<s or Target# appealing
to middle- and upper-income consumers loo,ing for conenience and reasonable prices/
This means that Tangle6ood uses a layout and proides the same products offered of
general merchandise retailers/ Tangle6ood also focuses on stoc,ing 9uality products#
proiding customer serice# and a more designer appearance than discount stores/ This
strategy is further supplemented by the company<s trademar, =loo,> 6hich inoles an
outdoors theme# complete 6ith real 6ood dMcor and use of natural colors/
Ni,e its competitors# Tangle6ood has deeloped seeral proprietary brands of
merchandise 6hich are designed to complement its loo,/ While the actual products are
made by subcontractors# +merson and Wood hae personal responsibility for all products
that are produced/ Their o6n brands include Burford Kitchen# 6hich includes 6ood-
accented# rustic# sturdy ,itchen utensils# and Wilderness Cutfitter clothing and camping
goods lines/ The stores also hae emphasiBed small home electronics# house6ares# and
bedding accessories/
Aespite the company<s effort to emphasiBe its 6estern appearance and theme# there is no
shortage of high-technology innoations in the 6ay that Tangle6ood operates/ They hae
6or,ed hard to ensure that their 6eb portals proide a clear guide to merchandise
aailable in the stores/ Through their =County ?tore> concept they hae also made their
stores a pic,-up location for items ordered online/ This allo6s them to utiliBe their lo6-
Prepared by John Kammeyer-Mueller 3
cost shipping arrangements to the benefit of customers/ +merson notes# =We hae a lot of
consumers in places li,e rural 2daho# 6ho don<t 6ant to drie an hour to one of our stores
and then find out 6hat they 6anted isn<t aailable/ The online County ?tore ma,es sure
that if they 6ant something# 6e 6ill hae it in stoc,/> 2n addition# online shoppers 6ho
isit bric,s-and-mortar locations also often buy other merchandise in the stores/
Organizational Structure
The structure of most retail stores is relatiely similar# and Tangle6ood has essentially
eoled to hae a structure that loo,s something li,e the familiar organiBational
hierarchy/ This appearance is deceptie# because employees at all leels of the
corporation are encouraged to ma,e suggestions regarding operations/ More than one
ma-or operational change has come from an employee suggestion/
+ach store is managed by a single indiidual 6ho has three assistant store managers
6or,ing beneath him or her/ The 7ssistant Manager for ?oftlines is in charge of all areas
related to clothing and -e6elry/ The 7ssistant Manager for 1ardlines is in charge of all
non-clothing merchandise# including sporting goods# bath# bedding# and home decor/
7nother 6ay to thin, of the distinction is that ?oftlines consists only of things that are
6orn# 6hile 1ardlines consists of nothing that is 6orn/ The 7ssistant Manager for
Cperations and 1uman :esources is primarily responsible for actiities# including
security# clerical 6or,# merchandise loading and 6arehousing# cashiers# and human
resources management/ 7lthough the 7ssistant Manager for Cperations is technically in
charge of the smallest number of employees# this tends to be a more po6erful position
because it includes more managerial responsibilities# including staffing the store and
training ne6 hires/ Aepartment managers are in charge of specific product groups such as
electronics# 6omen<s clothing# or shoes/ !or each shift there is also a designated shift
leader 6ho completes most of the same tas,s as store associates# but also has some
administratie responsibility/
Cerall# 6ith 1 store manager# % assistant managers# 15 department managers#
appro8imately '4 shift leaders# and appro8imately 15) associates# there are around '1&
employees per store/ 7ll employees# full or part time# are members of the core 6or,
force/ Tangle6ood does not e8tensiely use a fle8ible 6or,force# such as temporary
employees/ 7 core 6or,force is ie6ed as essential for the organiBational alues and
culture# described belo6# that Tangle6ood see,s to deelop and maintain/
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 5
?tores are organiBed into 1' geographical regions# 6ith appro8imately ') stores per
region/ +ach region has a regional manager 6ho oersees operations of the stores/ The
store managers report directly to the regional managers/ There is considerable ariation
bet6een regional managers in ho6 they run their 1: practices/ The tendency for some
regional managers to encourage human resources practices 6hich are counter to the
Tangle6ood philosophy is a ma-or reason that an e8ternal consulting firm 6as brought in
to centraliBe human resources/
The brea,do6n of stores and employment by diision is as follo6s$
Aiision 7rea Coered ?tores PCs PCsJ? +mployees
1 +astern Washington '& %#1')#))) 1'4#*)) &#4))
' Western Washington '& %#)11#))) 1')#44) &#4))
% Dorthern Cregon 1* 1#*&)#))) 1)'#55* %#())
4 ?outhern Cregon 13 1#51)#))) 1)3#*5& %#4))
& Dorthern California '% %#)))#))) 1%)#4%& 4#())
3 2daho 15 1#%33#))) *)#%&% %#5))
5 Montana and Wyoming 1* 1#41*#))) 5*#55* %#())
Prepared by John Kammeyer-Mueller
?tore Manager
Eabout ') per regionF
7ssistant ?tore
Manager for 1ardlines
7ssistant ?tore Manager
for Cperations and 1:
7ssistant ?tore
Manager for ?oftlines
3 Aepartment Managers
E?porting goods#
electronics# ,itchen# bath#
outdoor# domesticsF
1' ?hift Neaders
ET6o per Aept/ ManagerF
1' ?hift Neaders
ET6o per Aept/ ManagerF
3 Aepartment Managers
EWomen<s# men<s# misses#
children and infants# shoes#
perfume and -e6elryF
& Aepartment Managers
E?ecurity# 7dministration#
Warehouse# Cashiers#
MaintenanceF
Cperations associates
E7bout &) totalG1)
security# & admin# 1)
6arehouse# ') cashiers# &
maintenanceJcustodialF
:egional Manager
E1' totalF
?tore associates
E7bout 3) totalG1) per
department managerF
?tore associates
E7bout 3) totalG1) per
department managerF
*
* Colorado '% 4#&&)#))) 1(5#*'3 4#())
( Utah 1( '#%&1#))) 1'%#5%5 4#1))
1) Deada 1( '#'41#))) 115#(45 4#1))
11 De6 Me8ico 1* 1#*5&#))) 1)4#135 %#())
1' 7riBona '' &#&*)#))) '&%#3%3 4#5))
Total '4% &'#%))
Note: PCs is the popuation of the area !overed" the a##reviation PC for $angewood
%eans &potentia !usto%ers.' $he PCs(S is the nu%#er of potentia !usto%ers per store.
)%poyee figures are rounded to the nearest hundred.
Organizational Culture and 2alues
Whereas many elements of the Tangle6ood operational plan hae been based on other
firms 6ithin the retail industry# the company<s culture and alues are distinct from most
of its ma-or competitors/ !rom its inception# this company has emphasiBed employee
participation and teams/ 7t orientation# eery employee hears the philosophy that Wood
and +merson proclaimed as their ision for employee relations# =2f you tell someone
e8actly 6hat to do# you<re only getting half an employee/ 2f you gie someone the space
to ma,e their o6n decisions# you<re getting a 6hole person/>
Most retail stores hae a strict hierarchy 6ith assistant store managers proiding
directies to their subordinates# and most associates< primarily follo6 orders/
Tangle6ood# on the other hand# has allo6ed each department manager to formulate
distinct methods for running their departments in coordination 6ith the employees they
superise/ There is still a 6ell-defined ordering of -ob responsibilities# but efforts are
made to inole employees in the decision process 6hen possible/
Cne of the most important cultural elements of the organiBation is an emphasis on
=straight tal,> in all areas of the business/ The company proides employees 6ith
information on the company<s share price and oerall profitability for each 9uarter# along
6ith other details about company actiities/ Profit-sharing for all employees is part of the
company<s push to encourage employees to thin, li,e managers/ 2n addition# mandatory
6ee,ly store meetings Eone meeting for each shiftF gie employees a specific time to
oice their suggestions for in-store improements/ 7ssociates 6ho ma,e suggestions that
are implemented by management receie financial bonuses/ Aepartment managers are
also gien financial incenties for successfully deeloping and implementing ne6
policies and procedures# further reinforcing the participatory management style of the
company/
+ery shift is run based on a team concept/ While the most senior associate is designated
as a shift leader# the other members of the team are encouraged to proide ongoing
suggestions/ 7ll employees share all tas,s# so there are no designated =customer contact>
or =display> employees/ 2t is also e8pected that associates 6ill ma,e themseles aailable
to help the other members of the team/ Ouarterly performance ealuations include seeral
items specifically reflecting the associates< interactions 6ith other team members and
initiatie to improe the department/
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e (
Because of the heay emphasis on employee suggestions# Tangle6ood<s upper managers
hae ample opportunity to obsere the leadership and decision ma,ing 9ualities of their
associates/ This is one of the main portals through 6hich promotion and adancement are
achieed/ 7ll ne6 employees 6ithout retail e8perience# een those 6ith college degrees
6ho are targeted as haing management potential# spend a period of time 6or,ing in the
store as an associate/ This is seen as a 6ay of presering the company<s uni9ue culture
and alues oer time/
3uman Resources at Tanglewood
The basic structure for human resources at Tangle6ood inoles both corporate and
store-leel components/ The corporate ?taffing ?erices function# sho6n aboe# is a
diision of the 1uman :esources Aepartment/ The ?taffing ?erices Airector superises
three managers Efor the areas of retention# recruiting# and selectionF# plus an +9ual
+mployment Cpportunity Coordinator/ The corporate ?taffing ?erices function
performs data analysis and design of staffing policies and programs/ Aata regarding
recruiting practices# methods for interie6ing# testing and selecting employees# and
employee turnoer are sent from the indiidual store to the corporate head9uarters/ 7t
head9uarters# the data are collected and statistically analyBed/ Based on these analyses#
specific recommendations are proided to the stores/ !or e8ample# after data suggested
that ne6spaper adertising for ne6 recruits 6as becoming less and less cost effectie# all
stores 6ere gien a strong recommendation to s6itch to an internet-based strategy/ 7s
another e8ample# the employee selection specialists in the corporate staffing function
deeloped a format for interie6s that is no6 used as a part of the hiring process for
nearly all stores/
+ach store is responsible for implementing recommendations proided by corporate/ The
store operations and human resources manager is responsible for oerseeing each store<s
staffing# training# performance management# and e9ual employment opportunity
practices/ 7s pertains to staffing# the manager of operations and human resources is
Prepared by John Kammeyer-Mueller
Pice President for 1uman
:esources
?taffing ?erices
Airector
+mployee :elations
Airector
:etention Manager
:ecruiting Manager
?election Manager
++C Coord/
Communications
Manager
Negal Compliance and
++C Manager
Benefits Manager
?alary Manager
Nabor Mar,et 7nalyst
+8ecutie Coach
Aeelopment Manager
Training Manager
Compensation and
Benefits Airector
Training and
Aeelopment Airector
1)
responsible for planning# recruitment# and initial screening/ Aepartment managers
interie6 finalists# then hiring decisions are made in con-unction 6ith the assistant store
managers/ Promotion decisions up to the department manager leel are made 6ithin the
stores/ :egional managers conduct the hiring for store managers# and 6or, 6ith each
store<s managers to determine promotions to the assistant store manager/
1istorically# the corporate staffing function has not been strong/ Because of the
participatory philosophy of the stores# the role of corporate 1: 6as primarily to act as an
adisor to each regional manager/ The company<s plans for e8pansion hae led to a
change in this philosophy of late/ +merson<s directie to 1: for this year is# =help us to
deelop a plan# a 6ay of using all our human assets in the serice of our philosophy# our
customers# and our employees/> 7s the company e8pands# the need for a central planning
body in staffing is seen as an important 6ay to maintain the distinctie =flaor> of the
Tangle6ood e8perience/ 2n addition# the sheer number of stores means that local
leadership is becoming inefficient/ CentraliBation 6ill also sere to create staffing
operations efficiencies/
4our role
Kour role 6ithin Tangle6ood is as an e8ternal consultant for staffing serices/ Kou 6ill
report directly to Aaryl Perrone# 6ho is the ?taffing ?erices Airector# 6ith final
oersight for your 6or, coming from Marilyn "onBaleB# 6ho is the Pice President for
1uman :esources/ Both of these indiiduals 6ere recently hired personally by +merson
and Wood as part of their plan to centraliBe and improe the human resources function/
Perrone has e8tensie e8perience in managing staffing for department stores in De6
Jersey and De6 Kor,# 6hile "onBaleB has 6or,ed in a ariety of corporate positions in
the Pacific Dorth6est/
The reports that you produce 6ill be gien to Perrone and "onBaleB# 6ho 6ill
disseminate them throughout the organiBation/ 7s such# although Perrone# "onBaleB# and
other members of the human resources team are generally 6ell ersed in the terminology
of staffing# the other indiiduals 6ho read you reports 6ill not be so familiar 6ith the
specific staffing terminology/ This means that your reports should not contain e8cessie
staffing terminology# and that 6hen you do use specific staffing terms you should proide
a brief e8planation/
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 11
S!ecific 5ssignment 6etails
2n this assignment you 6ill be concentrating on staffing 9uantity and staffing 9uality
strategies for Tangle6ood/ To begin the assignment# refer to +8hibit 1/5 in the te8tboo,/
Kou 6ill see that the +8hibit indicates a series of strategic staffing decisions$ nine
pertaining to staffing leels and four pertaining to staffing 9uality/ Aaryl Perrone# the
Airector of ?taffing ?erices# is interested in your opinions about each of these decisions
as each pertains to Tangle6ood/
:eie6 the te8tboo, material that discusses these thirteen decisions# and the material you
hae read about Tangle6ood/ Then consider each of the decisions and briefly indicate
6hich 6ay you thin, Tangle6ood should position itself along the continuum and 6hy/
!or e8ample# the first decision is to deelop or ac9uire talent/ 2ndicate 6hether you thin,
it is best for Tangle6ood to focus more on ac9uiring talent internally or e8ternally# and
6hy@ :epeat this process for each of the staffing leel and staffing 9uality dimensions/
Prepared by John Kammeyer-Mueller 1'
CASE TWO!
LANNING
C#se re2uire,e$ts!
() Co$-u&t #$ #$#'/sis of T#$*'ewoo-3s st#ffi$* -#t# #$- -eter,i$e if their &urre$t
st#ffi$* %r#&ti&es #re suffi&ie$t to ,eet their o$*oi$* $ee-s. or if there wi'' 4e
%ro4'e,s i$ #-e2u#te'/ st#ffi$* the or*#$i1#tio$ i$ the $e#r future)
0) Re&o,,e$- how T#$*'ewoo- shou'- -esi*$ its o+er#'' st#ffi$* ,issio$ #$- str#te*/
4#se- o$ their u%&o,i$* $ee-s)
5) C#'&u'#te re%rese$t#tio$ st#tisti&s for +#rious 6o4s withi$ # si$*'e T#$*'ewoo-
-e%#rt,e$t store to -eter,i$e where the ,ost &riti&#' %ro4'e,s e7ist)
8) Re&o,,e$- wh#t /ou wou'- -o i$ 'i*ht of the i$for,#tio$ /ou o4t#i$ i$ the
&#'&u'#tio$ of +#rious -e,o*r#%hi& st#tisti&s 4oth for this s%e&ifi& store #$- for the
&h#i$ #s # who'e)
Section Objectives
The planning process in staffing inoles ma,ing forecasts of an organiBation<s future
hiring needs and deeloping methods the organiBation can use to meet these needs/ The
process of planning inoles a combination of forecasting labor needs# comparing these
needs to the labor aailabilities# and determining 6here gaps e8ist/ 7fter these gaps are
identified# general plans for filling these gaps are enacted/
Beyond the process of deeloping ob-ecties for the number of indiiduals to be hired#
planning actiities often ta,e the demographic composition of the 6or,force into
consideration/ 7ttending to the demographic brea,do6n of the 6or,force is important for
a number of reasons/ Cne is to ensure that the company has employees 6ho can
understand the perspectie of the populations the company seres/ The second reason is
to minimiBe concerns about +9ual +mployment Cpportunity iolations
'
/ !or both
purposes# the current 6or,force can be compared to the demographic characteristics of
other indiiduals 6ho 6or, in similar -obs/
'
2t is important to note that a discrepancy bet6een the current 6or,force and the aailable 6or,force is not
sufficient to demonstrate an ++C iolation/
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 1%
Planning for the State of &ashington7 8orecasting Re#uirements and 5vailabilities
The ?taffing ?erices Airector# Aaryl Perrone# has re9uested your assistance in the
completion of an 1: planning analysis for the &) stores in t6o regional diisions in the
state of Washington/ 7fter these oerall goals are deeloped for the state# the policy 6ill
be disseminated across all &) indiidual stores/ Aata from the indiidual stores 6ill then
be sent to the corporate offices for analysis and re-ealuation/
The basic model for planning includes E1F forecasting labor re9uirements# E'F forecasting
labor aailabilities# E%F conducting enironmental scans# E4F determining gaps# and E&F
deeloping action plans/ These steps are described in your te8tboo,/ Conducting an
ade9uate human resources selection plan 6ill re9uire you to ta,e all of these steps/
1istorical data from these t6o diisions hae been presented in the transition probability
matri8/ 2nformation on ho6 to read transition matrices is proided in your te8tboo,/ The
transition probability matri8 6as deeloped based on the historical staffing pattern for
Washington oer the past fie years/ 7 first stage of inestigating staffing is to use the
preious years< staffing patterns as a preliminary forecast of labor re9uirements# the
internal aailability based on retention# internal promotions# transfers and demotions# and
a determination of gaps by subtracting forecasted aailabilities from future re9uirements/
T#4'e ()( 9#r:o+ A$#'/sis I$for,#tio$
Tr#$sitio$ %ro4#4i'it/ ,#tri7
Curre$t /e#r
;(< ;0< ;5< ;8< ;=< E7it

r
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e
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Fore&#st of #+#i'#4i'ities
Ne7t /e#r ;%ro6e&te-<
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G#% #$#'/sis Ne7t /e#r ;%ro6e&te-<
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Prepared by John Kammeyer-Mueller 14
"e#r e$- tot#'
;&o'u,$ su,<
8=>
=
E7ter$#' hires $ee-e-
;&urre$t wor:for&eAtot#'<
5BB
=
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 1&
Fore&#sti$* L#4or Re2uire,e$ts
The Washington mar,et is ery stable for Tangle6ood/ Most stores hae been in
e8istence for 1) or more years# and 6ere indirectly managed by either +merson or Wood
6hen they 6ere first established/ Because of this stability# the estimate for the coming
year<s labor re9uirements is identical to the current year/ ?o# for e8ample# they currently
hae 1#')) indiiduals 6or,ing as shift leader# and e8pect to need 1#')) indiiduals to
6or, as shift leaders for the coming year as 6ell/
Fore&#sti$* L#4or A+#i'#4i'ities
Cne primary source of information for immediate labor aailability at Tangle6ood is
their internal labor mar,et/ Table 1/1 sho6s that Tangle6ood has used internal
promotions to fill many openings for the department manager# assistant store manager#
and store manager positions/ !or e8ample# it is pro-ected that 13I of shift leaders 6ill be
promoted to the ran, of department manager# 1'I of department managers 6ill be
promoted to be assistant store managers# and *I of assistant store managers 6ill be
promoted to be store managers/ 1o6eer# it also appears that there 6ill need to be
considerable e8ternal hiring as 6ell# since only 43I-33I of employees stay in the same
position oer a one year period/
To estimate a labor forecast# the proportion EpercentageF of indiiduals for the ne8t year
is multiplied by the current 6or,force number/ !or the shift leader# there are 1#'))
indiiduals in the position# of 6hich# &)I 6ill remain for the ne8t year/ This means that
the pro-ected aailability is 1#')) Q &)I L 3))/ ?imilarly# 13I of the shift leaders 6ill
be promoted to be department managers# so 1#')) Q 13I L 1('/
Co$-u&ti$* E$+iro$,e$t#' S&#$s
The enironment for staffing managerial employees at Tangle6ood in the state of
Washington is fairly comple8/ +8ternally# there is a consistent supply of 9ualified
indiiduals in the urban mar,ets of ?eattle and ?po,ane/ 2ndiiduals from these urban
areas often are transferred to small to6ns as they moe up the promotion chain/ 1o6eer#
retail is often seen as an undesirable mar,et for recent college graduates/ Many ,no6 of
retail 6or, e8perience# and see it Epartially correctlyF as re9uiring long hours# lo6 pay#
and fre9uent conflict 6ith lo6er-leel employees/ While these factors lessen as
indiiduals moe up the hierarchy# many indiiduals are reluctant to put in seeral years
in the shift leader and department manager positions to be promoted/
The labor mar,et in the Pacific Dorth6est has been relatiely =soft> in recent years#
meaning that unemployment rates are high and it is usually difficult for indiiduals to
find ne6 -obs/ This 6ea,ness in the labor mar,et has made it some6hat easier for
Tangle6ood to find ne6 candidates for the managerial positions# but recent forecasts
suggest that e8pansion in the professional and managerial sectors of the labor mar,et may
reduce the number of indiiduals aailable for these -obs/
Prepared by John Kammeyer-Mueller 13
2nternally# Tangle6ood has relied on its e8perienced employees as a ma-or source of
talent/ 7s noted earlier# the company promotes e8tensiely from 6ithin/ 7s a result#
managerial employees often hae significant e8perience 6ith the company<s social
enironment and culture/ This internal staffing strategy is seen as a real strength for the
company# because the possibility of being promoted is belieed to increase retention of
lo6er leel employees/
Deter,i$i$* G#%s
The current focus of staffing is to fill the acant positions# although the organiBation
6ould li,e to ta,e steps to reduce the turnoer rate for many of these -obs as 6ell/ Auring
the planning phase targets are set for the number of indiiduals 6ho need to be hired/ The
process of turning these estimates into actual employees 6ill be coered in the recruiting
phase/ There are 1#')) shift leaders currently# so if 3)) indiiduals stay# Tangle6ood 6ill
need to hire 3)) more/ The calculation of gaps is demonstrated in +8hibit %/( in the
te8tboo,; refer to this 6hen you are determining gaps for Tangle6ood/
De+e'o%i$* A&tio$ '#$s
1aing deeloped a picture of the number of indiiduals Tangle6ood 6ill need to fill
their positions in the coming year# there are seeral important decisions to be made
regarding ho6 to fill these gaps/ The company<s philosophy for filling acancies is a
combination of tactics/ Tangle6ood has one managerial trac, that promotes sales
associates to be shift leaders# then promotes shift leaders to be department managers# and
so on up the managerial hierarchy/ 7n alternatie managerial trac, is bringing in either
recent college graduates or indiiduals 6ho hae e8tensie e8perience in another store
chain directly into the assistant store managerial position/
:egardless of 6here employees come from# the corporate staffing function endorses a
strong commitment to deeloping long-range relationships 6ith its 6or,ers/ Many
employees initially hae difficulty adapting to the uni9ue culture of Tangle6ood# so the
company is not happy to see e8perienced employees 6ho hae been socialiBed leae/
There are also concerns that haing too many employees come and go 6ill dilute the
company<s strong culture/
There are reasons 6hy the company may consider alternatie perspecties on the
employment relationship in the near future/ !irst# fluctuations in the economy hae meant
that the company carries e8cess employees during some periods of the year# and has a
deficit of employees during other periods/ There is some seasonal hiring for store
associates Ee/g/# hiring temporary employees for the holiday season in AecemberF# but the
managerial 6or,force numbers are typically fi8ed/ ?econd# to presere the company<s
culture# some hae suggested haing all ne6 managerial employees spend at least a little
time in the Washington stores to get a sense of ho6 the stores originally 6or,ed/ These
assignments 6ould be short term in nature and 6ould probably re9uire a more contingent
outloo, for the employees they superise/
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 15
Re!resentation Concerns for the 8lagshi! Store in S!o"ane
The problem of selection planning is made considerably more comple8 because of +9ual
+mployment Cpportunity E++CF re9uirements that fall on organiBations that do business
6ith the federal goernment/ Because seeral Tangle6ood locations are near military
bases or goernment offices 6hich hae e8pense accounts for general merchandise items
at Tangle6ood# all staffing must be done consistent 6ith the C!CCP affirmatie action
re9uirements/ 2n the current case# Tangle6ood needs to use information from their
staffing records to e8amine 6hether the company has a disparity in outcomes for
different groups of employees/ When the proportion of protected classes being hired or
currently employed falls belo6 the proportion in the labor mar,et# this may indicate
intentional or unintentional discrimination in hiring and promotions that 6ill need to be
addressed through affirmatie action planning/ There are also gro6ing concerns 6ithin
the organiBation that a combination of rapid gro6th and high turnoer threaten to create
real problems in terms of the demographic brea,do6n of employees at the organiBation/
7cting as part of a team of staffing professionals# you hae been as,ed to analyBe the
hiring and promotion actiities of Tangle6ood as they relate to the issue of disparate
impact/ The first leel of disparate impact analyses for the purposes of C!CCP reporting
and affirmatie action planning are al6ays done at the establishment leel/ 7n
establishment# for Tangle6ood# is a single store/
This analysis 6ill concern the corporate flagship store in ?po,ane# Washington/ This is
the largest location 6ithin the Tangle6ood chain and seres as an e8ample for all other
locations/ The store has appro8imately 5&I more employees than an aerage location#
ma,ing for a total of %) department managers# 4' shift leaders# and %)) store associates/
There are fie assistant store managers and one store manager/ The primary concern for
representation data is in the groups of department managers# shift leaders# and store
associates/
To assess the problem of discrimination# data from the preious year<s employees stoc,s
in ?po,ane 6ere assembled/ The data on the ne8t page are bro,en into t6o tables/ The
first sho6s the company<s current employee aailability data# and the second proides a
template for comparing incumbency to aailability/
7nalyBing utiliBation of protected classes from the labor mar,et re9uires comparing the
aailability of protected classes Ei/e/# the proportion of the aailable 6or, force 6ho are
members of protected classesF to the utiliBation of protected classes Ei/e/# the proportion
of those hired or employed 6ho are members of protected classesF for each -ob/ Kou can
find additional information on this topic in your te8tboo,/
2n a stoc, analysis# data from the Census are used to determine ho6 many people in a
certain region are aailable to do the -ob Eincluding those currently employed in similar
-obsF/ The census data for the current analysis comes from the Bureau of the Census ++C
Prepared by John Kammeyer-Mueller 1*
data tool Ehttp$JJ666/census/goJeeo')))Jinde8/htmlF# 6hich 6as specifically designed
by the goernment for the purpose of conducting ++C analyses/
The appropriate data can be found through the follo6ing steps$
1F "o to the 6ebsite aboe
'F 2ndicate that you 6ant data from census occupation codes and clic, =ne8t>
%F 2ndicate that you 6ant data for metropolitan areas and clic, =ne8t>
4F 2ndicate that you 6ant data for ?po,ane# W7 and clic, =ne8t>
&F !ind the appropriate occupation codes as described belo6# and =?ho6 Aetailed
:aceJ+thnicity Categories>
3F The appropriate table should be displayed/
?tore associates and shift leaders are considered for the present analysis# as retail
salespersons# 6hile department managers are direct superisors of retail salespersons/
The Procedure for 6evelo!ing an 5ffirmative 5ction Plan
Tangle6ood<s internal staffing policy as recently articulated from central management is
to retain as close a correspondence bet6een their current representation and the aailable
6or,force/ The primary goal for this year is to focus attention on achieing better
numbers for gender representation# but they 6ould li,e to e8amine other demographic
groups in the future/
The source for the e8ternal data in all cases is from the Census data described earlier/ The
source for internal data is the current 6or,force of the flagship store/ To determine the
aailability for each -ob category# the ra6 statistics for percentage of female and minority
employees are multiplied by the alue 6eight# and then these 6eighted statistics are
added together 6ithin each -ob category/
T#4'e ()0 Deter,i$i$* A+#i'#4i'it/
:a6 ?tatistics Palue
6eight
Weighted ?tatistics
!emale Minority !emale Minority
?tore associates +8terna
l
&%/1
I
5/(I 1))I &%/1I 5/(I
?hift 2nternal 44/%
I
3/5I ('/4
I
41/)I 3/'I
Neaders +8terna
l
&%/1
I
5/(I 5/3
I
4/)I )/3I
Total 4&/)I 3/*I
Aepartment 2nternal %1/)
I
4/*I 3&/5
I
')/4I %/'I
Manager +8terna
l
%(/4
I
3/5I %4/%
I
1%/&I '/%I
Total %%/(I &/&I
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 1(
The aailability data are ta,en from Table 1/' and then used for determining if some
demographic groups are underrepresented in the 6or,force of the flagship store# and also
for deeloping placement goals/ 7 shortage e8ists if there is a discrepancy bet6een the
current 6or,force and the aailable 6or,force as calculated by the ratio of the current
6or,force diided by the current 6or,force/ 7s sho6n in +8hibit %/1* in your te8tboo,#
if the incumbency percent is belo6 *)I# the organiBation 6ill 6ant to establish a goal of
moing their demographic representation in line 6ith the aailable 6or,force/ To
estimate this proportion# the incumbency for females is diided by the aailability for
females# and the incumbency for minorities is diided by the aailability for minorities/
T#4'e ()5 Co,%#ri$* I$&u,4e$&/ to A+#i'#4i'it/ #$- A$$u#' '#&e,e$t Go#'s
!emale
2ncumbenc
y
!emale
7ailability
2ncumbenc
y percent@
+stablish
goal@
2f Kes#
"oal
for
!emales
Minority
2ncumbenc
y
Minority
7ailability
2ncumbenc
y percent@
+stablish
goal@
2f Kes#
"oal for
Minorities
?tore
associates
41/3I &%/1I 5*/%I
?et goal
&%/1 &/'I 5/(I 3&/*I
Do goal
3/5I
?hift
leaders
%5/)I 4&/)I *'/)I
Do goal
4/*I 3/*I 5)/3I
?et goal
3/*I
Aepartment
manager
'4/%I %%/(I 51/5I
?et goal
%%/(I &/)I &/&I ()/(I
Do goal
S!ecific 5ssignment 6etails
!or the store manager group# you 6ill analyBe the information and prepare a report
sho6ing the results of the Mar,o analysis and the ++C inestigation/ The Airector
as,ed you to address these 9uestions in your 6ritten report$
1/ Currently the organiBation e8pects that their forecast for labor re9uirements is
essentially constant from the preious year/ Based on this assumption complete the fie
stages of the planning process$
a/ Currently the organiBation e8pects that their forecast for labor re9uirements is
essentially constant from the preious year/ This means the forecast for ne8t year
6ill be ta,en as gien/
b/ !ill in the empty cells in the forecast of labor aailabilities in Table 1/1/
c/ Conduct an enironmental scan/ Based on the enironmental data# 6hat factors in
the enironment suggest Tangle6ood might hae difficulty filling their acancies
in the future@
d/ Compute year end totals for each -ob in Table 1/1 and do a gap analysis to
determine 6here shortages 6ill occur in the ne8t year/
e/ Aeelop a preliminary statement of the action plan for hiring for Washington ne8t
year/ This should be an oerie6 of the number of indiiduals needed to meet
pro-ected staffing leels for arious positions that can be gien to store managers/
Ma,e sure that your recommendations ta,e the strategic staffing leels issues
from the introductory case into account/
Prepared by John Kammeyer-Mueller ')
'/ +8amine the percentages of employee representation across demographic
categories for Tangle6ood and the aailable labor mar,et for Table 1/%/ 7re there any
particular classes or -obs 6here the representation 6ithin Tangle6ood appears to be out
of line 6ith the aailable 6or,force@ What does the pattern suggest to you@
%/ Based on your analysis and the affirmatie action plan# do you thin, the company
should engage in a specific strategy to change their recruiting and promotion practices@
Ao you thin, it is realistic for the company to try to meet their affirmatie action goals in
this process in a single year@ What are the pros and cons of using internal promotions s/
e8ternal hiring to rectify the problems 6ith gender and ethnicity representation in
superisory positions@
4/ 2n addition to the specific targets for employee representation for the ?po,ane
flagship location# Tangle6ood 6ants to use this opportunity to establish estimates for the
entire chain<s staffing policy regarding demographic representation of the 6or,force/
1o6 do you thin, indiidual stores can respond to oerarching organiBational ob-ecties@
Prepare a memo to be disseminated to the indiidual stores that gies a sense of your
targets for the organiBation as a 6hole# and also gies the stores adice on ho6 they can
assist in narro6ing any representation gaps you find through their recruiting# hiring# and
promotion practices/
CASE THREE!
RECRUITING
C#se re2uire,e$ts!
() Ge$er#te # re&ruiti$* *ui-e for the store #sso&i#te 6o4)
0) Des&ri4e the re'#ti+e #-+#$t#*es of o%e$ +ersus t#r*ete- re&ruiti$* for T#$*'ewoo-)
5) E+#'u#te -#t# re'#te- to T#$*'ewoo-3s histori&#' re&ruiti$* ,etho-s to -eter,i$e
the effe&ti+e$ess for e#&h ,etho-)
8) Usi$* the i$for,#tio$ o4t#i$e- fro, ste%s o$e #$- two. %ro+i-e re&o,,e$-#tio$s
for how T#$*'ewoo- shou'- re&ruit e,%'o/ees i$ the future)
Case Objectives
:ecruiting is the first stage in 6hich organiBational plans for staffing come into contact
6ith the labor mar,et for employees/ Before ma,ing any ne6 recruiting effort# an
organiBation needs to carefully consider the methods aailable and balance out the costs
of each method 6ith the organiBation<s needs/
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e '1
The recruiting case proides an opportunity to see ho6 staffing managers deelop plans
for recruiting efforts/ Kou 6ill deelop a recruiting strategy and a recruiting guide for the
store associate -ob/ The case also demonstrates ho6 you can use organiBational data to
determine 6hat the best methods for recruiting are/ !inally# you 6ill hae an opportunity
to deelop arious forms of recruiting messages that 6ill encourage indiiduals to apply
for -obs as sales associates at Tangle6ood/
Pri%ary Con!erns *egarding *e!ruiting
Ni,e any retail organiBation# there is a constant need for ne6 employees at Tangle6ood
because of turnoer/ 2n a typical year# appro8imately &)I of the sales associates 6ill
turnoer/ The process of recruiting is therefore of great concern for managers in the field/
1o6eer# up to this point# the organiBation has not had any centraliBed method for
recruiting ne6 employees/ 7s part of the consolidation across stores# Tangle6ood is no6
encouraging a systematic reie6 of their recruiting policies that 6ill ultimately result in a
better recruiting system for store associates/
?taffing serices has made ery fe6 decisions regarding ho6 recruiting should proceed/
+ach store has been encouraged to ensure that their recruiting methods attract a culturally
dierse group of applicants/ Beyond this general directie from the corporate offices#
ho6eer# there is not ery much direction for stores regarding ho6 they should be
recruiting ne6 store associates/ :egional managers occasionally discuss ideas for ho6 to
recruit ne6 employees# but as you 6ill see# they hae some ery distinct methods for
recruiting in practice/
ethods of Recruiting 5vailable
There are fie primary methods of recruiting store associates used at Tangle6ood in
Washington and Cregon/ !or additional information regarding these sources of recruiting
chec, your te8tboo,# 6here adantages and disadantages of each method are described
in greater detail/
+edia
The most traditional method for recruiting used by Tangle6ood is media adertising#
such as print# radio# and teleision adertising sources# coupled 6ith respondents filling
out a standardiBed -ob application/ This process is accessible through either the internet or
an automated telephone application process/ This allo6s interested indiiduals to apply
6ithout actually haing to go into the stores/ Paper applications are still aailable at
stores/ Media e8penses are a combination of initially setting up a contact 6ith a media
outlet# deeloping an adertisement# and the price of processing materials and interie6s
for each applicant/
*eferras
+mployees are encouraged to refer their friends to apply for 6or, at Tangle6ood as 6ell/
The referral process is enhanced by proiding current employees 6ith H1)) for each
Prepared by John Kammeyer-Mueller ''
friend they refer 6ho is hired/ :eferral e8penses are a combination of creating and
maintaining records# the price of processing materials and interie6s for each applicant#
and the payment for each indiidual 6ho is hired/
,ios-
7n alternatie method of recruiting that minimiBes processing costs is to hae a
computeriBed ,ios, in the main entrance to the stores/ The ,ios,s loo, some6hat li,e
7TM machines# and feature a fully functioning ,eyboard and touch-screens/ Unli,e
media adertisements and internet applications E6hich are limited by the speed of internet
connections and the fact that not all potential applicants hae ready internet accessF# the
,ios,s proide opportunities for applicants to 6atch short ideos e8plaining 6hat the -ob
entails/ Because the entire application process is completed electronically and scored
automatically# there is no material cost# although there is still an initial processing and
interie6 cost/ +ach ,ios, costs appro8imately H4)#)))/
State .o# Servi!es
2n urban mar,ets 6ith higher pools of aailability of unemployed indiiduals# state -ob
serices hae also been used occasionally to find ne6 applicants/ The employment
serice is proided 6ith a set of 9ualifications re9uired for 6or,# and the employment
serices agency assists in proiding initial screening and hiring recommendations/
Training is partially subsidiBed through ta8 incenties/ 2n areas 6hich hae less
centraliBed population# the -ob serice option is less feasible/ +ssentially# the cost of the
-ob serice is for creating and maintaining an initial contact# 6ith other costs being
roughly half of those for traditional media sites/
Staffing /gen!y
Cne method that has been e8plored recently is the use of an e8ternal staffing agency/
+ssentially# this is outsourcing the actual selection of candidates to ?tore?taff# 6hich is a
large organiBation that specialiBes in locating 6or,ers for the retail industry/ Many
organiBations use ?tore?taff to find temporary employees# or proide trial employment to
?tore?taff employees as part of a temporary-to-permanent arrangement# but for
Tangle6ood# indiiduals recruited through ?tore?taff are directly hired as part of the core
6or,force/ Because ?tore?taff proides some training to their pool of candidates# they
are less e8pensie to train# but the oerhead costs of proiding money to ?tore?taff for
locating and screening these candidates does ma,e this method 9uite costly/
The Situation at Tanglewood 9 8our Regions% 8our Recruitment Policies
7s noted in the introduction# decision ma,ing for staffing actiities has recently become
centraliBed 6ithin the staffing serices diision/ 7 ma-or 9uestion that arises as a result of
this consolidation is ho6 to determine 6hich 1: policies should be left in the hands of
each indiidual location# and ho6 much should be ta,en oer by corporate 1:/ The
recruiting function is of particular interest since there is such 6ide dispersion in ho6
indiiduals are recruited/ Aata is aailable from the diisions in the form of numerical
estimates of costs per indiidual processed# employee retention# performance on a pre-
hire 6or,-sample test 6hich is gien to all employees# and some informal interie6 data/
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e '%
Tangle6ood Aepartment stores 6ere first established in the 6estern area of Washington
and then moed south6ards into Cregon# then spread east6ards into the :oc,y Mountain
?tates/ Many of the policies implemented in the Western Washington locations 6ere
applied directly in the :oc,y Mountain ?tates/ 1o6eer# because the initial e8pansion
6as less 6ell-coordinated# there is substantial ariety in the staffing policies being
follo6ed in the stores in Washington and Cregon/
0estern 0ashington 1*egion 12
2t has historically been the largest and most profitable area# 6ith a total of '& stores in the
region centered around ?eattle/ 2n fitting 6ith the organiBation<s founding philosophy# the
stores in Western Washington are run largely autonomously/ The current head of the
Western Washington diision adocates a philosophy of indiidual autonomy and
empo6erment/ "enerally this diision has been ie6ed as highly committed to the core
corporate culture# although this passion for the mission has sometimes meant paying less
attention to careful management of financial concerns/ Because of its siBe and the large
amounts of financial resources aailable# leadership of this diision has been one of the
most po6erful positions 6ithin the organiBation/
Western Washington uses a ariety of recruiting methods/ The primary methods of
recruiting are referrals from current employees/ 2n the ?eattle area# the diision also
ma,es heay use of -ob serices/ Cer time traditional media methods of recruiting hae
been reduced# but are still used occasionally/ !inally# to fill in those positions that are not
met 6ith the other three methods# the ,ios, method is used/
)astern 0ashington 1*egion 22
This 6as 6here the company began/ The split of Washington into +astern and Western
diisions came early in the store<s history# but their physical pro8imity and high oerlap
bet6een management across the areas has lead to ery similar management styles/ The
+astern Washington diision is appro8imately the same siBe as Western Washington#
6ith '& total stores/ 1o6eer# 6ith the e8ception of the area around ?po,ane# the
ma-ority of this area is much more rural/
To a large e8tent# the +astern Washington diision pioneered all the policies used by
Western Washington# although the oerall policies hae been tempered by geographical
differences/ The -ob serice method has not been successfully implemented on a 6ide
scale/ 2nstead of using this method# this diision uses more traditional media adertising/
Northern Oregon 1*egion 32
Unli,e Western Washington# there is a ery different philosophy of operations in
Dorthern Cregon/ Dorthern Cregon has been run ery =professionally> for years# 6ith
most decisions carefully 6eighted against their financial conse9uences/ 7dministratie
decision ma,ing is hierarchical# 6ith specific tas,s assigned at each leel of the
organiBation<s structure/ The current top administrator for this area# ?teen McAougal#
has a reputation for being a technocrat# and has largely 6or,ed to maintain the system he
inherited 6hen he first too, oer fie years ago/ There are 1* stores in this region/
Prepared by John Kammeyer-Mueller '4
The recruiting methods of the Dorthern Cregon diision fall into three ma-or categories/
The main methods are media and in-store ,ios,s/ This diision has also used staffing
agencies lately/ The diision e8plicitly re-ects the use of employee referrals# claiming that
the use of signing bonuses leads to the hiring of un9ualified indiiduals 6ho are selected
6ithout sufficient 9ualifications due to faoritism/
Southern Oregon 1*egion 42
?outhern Cregon is uni9ue among the areas 6ithin the Pacific Dorth6est in that it has
remained relatiely small# 6ith only 13 stores in the diision mostly concentrated in the
+ugene area/ 1o6eer# there is also a gro6ing push to increase concentration in ?outhern
Cregon as a first step to establishing more stores in Dorthern California/ This area is ery
innoatie across the board in its human resources practices/
The innoatie character of ?outhern Cregon is reflected in their recruiting practices/
They hae relied primarily on a combination of staffing agencies# referrals# and ,ios,
adertising/ 7ll three of these methods 6ere first tried in this region/
:uantitative data
Aata are aailable from the four diisions of the organiBation on the number of
indiiduals 6ho applied for 6or,# the number of indiiduals 6ho are 9ualified for the
position# the number 6ho actually receie -ob offers and accept them# and the number of
number of indiiduals 6ho remain 6ith the organiBation at the 3 and 1' month point after
hire/
Complete data on the recruiting yields for the four diisions is contained in 7ppendi8 B/
T#4'e 0)( Esti,#te- &osts for re&ruiti$* ,etho-s
Fi7e- &osts Media :eferrals Kios, Job serice 7gency
Cost of setup Eper siteF
H
')#)))/))
H
%)#)))/))
H
')#)))/))
H 4)#)))/))
H
5)#)))
C#ri#4'e &osts
Materials cost per applicant
H &/))
H
1)/))
H
1/))
H &/))
H
1)
Processing cost per
applicant
H
%)/))
H
%)/))
H
1&/))
H 1&/))
H
%)
7dditional pre-hire costs
H
')/))
H
'))/))
H
')/))
H
-
H
')/))
Crientation and training
H
'#)))/))
H
'#)))/))
H
'#)))/))
H 1#)))
H
1#)))/))
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e '&
5nother 5ngle on Recruitment7 anager 8ocus ;rou!s
7s part of the information gathering process# large scale focus groups hae been
conducted 6ith department managers/ Tangle6ood contacted a mar,et research firm to
conduct the focus groups# and Tangle6ood proided a detailed summary of the ma-or
findings/ While managers differed considerably in their perceptions of the effectieness
of the different methods# their core concerns 6ere generally 9uite similar# and can be
grouped into four ma-or categories$
1/ The most pressing concern for many managers is reducing employee turnoer/
7lthough Tangle6ood has typical retention rates for a retail chain# the importance of
culture and cooperation in the Tangle6ood philosophy means that ne6 employees often
are not fully integrated into the company<s culture until seeral months hae passed/ 2n
short# typical retail turnoer is not acceptable for Tangle6ood/ This is seen as an
especially dangerous situation as the company e8pands# since it threatens to undermine
the uni9ue elements of the company<s approach to retail/
'/ There is an e8cessie lag bet6een the initial contact bet6een many applicants and
the actual hiring decision# leading many 9ualified indiiduals to drop out of the process/
7 fe6 managers hae suggested that finding a 6ay to concentrate on methods that do not
hae this problem 6ould be beneficial/ The issue of lags in initial contacts and hiring is
discussed in your te8tboo,/
%/ The recruiting process is administratiely cumbersome/ Managers 6ant to find
6ays to reduce the amount of time they hae to spend 6ith assessing ne6 candidates/
This 6as partially a point of contention bet6een managers# because some argued that
using more computeriBed applications 6ould be a good idea# 6hile others felt this might
gie applicants the 6rong impression about the organiBation and its methods/
4/ Many ne6 hires 6ithout retail 6or, e8perience do not recogniBe the importance
of positie customer serice for sales# and training is often does not sole the problem/
?eeral managers noted that they had discharged ne6 hires for proiding inappropriate
customer serice/ 7 particularly fre9uent problem is ne6 employees becoming frustrated
6ith customers and refusing to assist them or behaing in a hostile manner/ ?ome
managers specifically suggested that ne6 employees needed a more realistic introduction
to the difficulties of the customer serice role/ Cther managers suggest that a more
positie message 6ould be helpful# since it 6ill dra6 in more 9ualified indiiduals/
&/ Many managers also report that they 6ould li,e to see messages more specifically
targeted to the types of people 6ho are li,ely to fit in 6ith the Tangle6ood stores culture/
Managers note seeral elements of the organiBation<s culture E6hich you read about in
the introductory caseF that they thin, should be part of the recruiting strategy/
Prepared by John Kammeyer-Mueller '3
S!ecific 5ssignment 6etails
7nalyBe the information from the recruiting data and prepare a report sho6ing the results
of the analysis for your director/
1/ ?tart by deeloping a recruitment guide li,e that sho6n in +8hibit &/% in the
te8tboo,/ Dote that the current situation differs from the e8ample proided in the boo,
because there is no specific timeline for hiring; this is a continuous recruiting effort
because een as positions are being filled# ne6 positions are becoming aailable/ 2t is also
different because Tangle6ood does not hae a specific list of minimal educational
re9uirements as 9ualifications/
'/ Aescribe the best =targets> for your recruiting efforts by considering the -ob and
organiBational conte8t/ +aluate the arious methods of recruiting in terms of 6hether
they seem more li,e =open> or =targeted> recruiting# using the information in the boo, to
help you ma,e this decision/ 2f some methods seem more =targeted#> 6hom do you thin,
they target@
%/ !or each diision use the data tables proided in 7ppendi8 B to estimate ho6
each method fares in terms of yields and costs/ Proide a one-page summary of the
essential results of the arious data tables you hae been proided/
4/ Dorthern Cregon has suggested that the other diisions of the company use a
policy of using ,ios,s and staffing agencies rather than using the more =touchy-feely>
method of relying on referrals/ Aoes this diision hae a point@ What 6ould the effect of
other regions increasing their use of e8ternal hiring be@
&/ Tangle6ood<s top management is highly committed to improing customer
serice 9uality# and proposes that simply finding the cheapest 6ay to hire is not
sufficient/ Besides costs and retention# 6hat other measures of employee performance
6ould be good =bottom line> metrics for the 9uality of a recruiting method@ 1o6 might
the managerial focus groups< concerns fit 6ith these alternatie considerations@
3/ The 9uestion of realism in the recruitment policy has been raised in focus groups/
Write one paragraph proposals for targeted# realistic# and branded recruiting messages for
Tangle6ood<s customer store associate positions/ What are the traditional arguments for
and against using realistic recruiting policies@
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e '5
CASE FOUR!
9EASURE9ENT AND CALIDATION
C#se re2uire,e$ts!
() Assess the %r#&ti&#' #$- st#tisti&#' si*$ifi&#$&e of # %ro%ose- set of hiri$* too's. #$-
,#:e re&o,,e$-#tio$s re*#r-i$* how #-o%ti$* these $ew hiri$* ,etho-s ,i*ht
4e$efit stores)
0) 9#:e su**estio$s to T#$*'ewoo- re*#r-i$* whi&h su4set of %re-i&tors is ,ost 'i:e'/
to i,%ro+e the effe&ti+e$ess of se'e&tio$ without &re#ti$* #$ #-,i$istr#ti+e 4ur-e$)
5) Assess the &o$te$t +#'i-it/ of +#rious %ro%ose- se'e&tio$ te&h$i2ues 4/ -eter,i$i$*
how we'' the/ ,#t&h the *e$er#' re2uire,e$ts of the 6o4)
8) Esti,#te how we'' the test s#,%'e resu'ts wi'' *e$er#'i1e to other 'o&#tio$s)
Case Objectives
Cnce concrete goals for hiring hae been established and applicants hae been generated#
the most important part of the staffing process is deeloping methods to identify
indiiduals 6ho 6ill be the best performers on the -ob/ 7nything that identifies good
potential performers is a =predictor/> This includes interie6s# standardiBed tests of
,no6ledge# personality measures# -ob trials# and so on/ 7lthough finding good predictors
re9uires intuition about the -ob# the organiBation# and the type of people 6ho are going to
apply# demonstrating 6hich predictors are most effectie re9uires clear 9uantitatie s,ills
as 6ell/
2n this instance# you 6ill reie6 seeral types of eidence related to predictors and -ob
performance and select a mi8 of predictors you thin, 6ill 6or, 6ell/ Aeeloping a good
selection strategy also means thin,ing of the process from the applicant<s point of ie6/
The greatest selection system in the 6orld is not effectie if it scares the best applicants
a6ay/ This case is an opportunity to loo, at the types of measures Efound in 7ppendi8 CF
that are often used in the selection process and determine ho6 applicants might react to
them/
Prepared by John Kammeyer-Mueller '*
5iring for the Store /sso!iate Position
T6o years ago# Marilyn "onBaleB instigated a thorough assessment of the hiring
practices in the Tangle6ood stores follo6ing complaints from many store managers
regarding the 9uality of employees/ :esults 6ere not encouraging/ The current methods
for selection receied negatie reports from managers/ Many hae noted that their current
employees delier suboptimal 6or,# fail to appreciate the organiBation<s culture# and
hae difficulty 6or,ing in teams/ This sometimes means that they hae to fire poor
performers# 6hich is not good for morale in a team-based organiBation/
There are fe6 selection methods traditionally used at all Tangle6ood stores/ The first
method for selection is an application blan, as sho6n in 7ppendi8 C/ 7pplicants proide
some basic information regarding their employment history and education# along 6ith
other simple contact information/ 2deally# Tangle6ood 6ould prefer to contact former
employers to get -ob performance history information# but in practice# ery fe6 former
employers gie much more than dates 6or,ed and -ob titles because of concerns about
being sued for disseminating damaging information about their former employees/ 2n
practice# then# the only useful information Tangle6ood obtains from the application
blan, is the number of years of 6or, e8perience a person has and the highest degree they
hae completed/
The process of selection begins 6hen the applicants turn in their application blan,s/
These forms are reie6ed by the 7ssistant ?tore Manager for Cperations and 1:# 6ho
6ill also conduct brief interie6s/ The initial application interie6 is generally brief and
consists mostly of efforts to confirm and clarify information in the application blan,/
Those 6ho ma,e it past this stage of the process are termed =candidates/>
7 more substantial interie6 occurs 6ith the candidates 6ho are referred to the
department manager/ There is a relatiely loose protocol for ho6 managers should
conduct the interie6s/ Tangle6ood proides a list of suggested interie6 topics#
including# =tell me about your preious 6or, performance#> =e8plain your philosophy of
customer serice#> and =describe a time 6hen you 6or,ed on a team/> Managers are
encouraged to deelop a 6arm atmosphere for the interie6 to send a positie message
about the company culture as 6ell/ Ouestions are formaliBed# although there are no ,eys
for managers regarding 6hat the =right> ans6ers are/ The form used for interie6s is also
supplied in 7ppendi8 C/ 7ppro8imately %)I of candidates 6ho ma,e it to this interie6
phase go on to become finalists/
!inal approal for hires also must come from each store<s manager for operations and
human resources/ The last stage before -ob offers are proided includes a bac,ground
chec, and some paper6or,/ Dearly all finalists go on to receie offers/
Proposing an /ternative to the Current Syste%
Based on negatie feedbac, from managers# a corporate committee determined that an
ideal solution 6ould re9uire an organiBation-6ide shift to a more detailed selection
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e '(
system/ The interie6 process has been deemed =essential> by most managers# and they
are resistant to anything that 6ould modify the interie6 process/ 7s a result#
appro8imately one year ago the staffing serices department initiated a search for good
predictors of sales associate performance that 6ould create minimal additional
administratie burdens for managers/ 2n the course of this search a number of ne6
methods 6ere brought to the organiBation<s attention/ 7ll of the materials described in
this section are presented in 7ppendi8 C/
*etai +ar-et ,nowedge )6a%
The retail mar,et ,no6ledge e8am is a set of 9uestions related to the retail
industry and Tangle6ood<s uni9ue position in the industry/ ?eeral of the 9uestions are
related to basic ,no6ledge of mar,eting principles# 6hile others address the factors that
separate Tangle6ood from other competitors in the industry/ This e8am 6as deeloped in
house by the staffing serices and mar,eting diisions/
+arshfied Custo%er Servi!e 7iodata 8uestionnaire and )ssay
Biodata e8ams are 9uestions for significant life e8periences that are potentially
associated 6ith performance at 6or,/ Marshfield Testing Corporation has gien life
e8periences interie6s to thousands of indiiduals# and based on this huge sample of
responses# deeloped a set of occupation-specific life e8periences that they hae
identified as being associated 6ith -ob performance/ The test costs H1) per applicant/
De6er ersions of the test are aailable 6hich can be administered ia computer# or
through the stores< in house ,ios, system/ The ne6er ersions carry a more substantial
fi8ed startup cost# but do not carry a =per applicant> cost/ The essays are machine scored
in a manner similar to rMsumM scoring soft6are/ The customer serice 9uestionnaire and
essay is t6o times longer than the sample sho6n here# but the topics are the same/
+arshfied /ppi!ant )6a%
The Marshfield applicant e8am is a test designed to capture problem soling
abilities# fluency 6ith numerical processes# and 6or, comprehension/ Marshfield Testing
Corporation 6ill administer ariations on this test to seeral thousand indiiduals per
year in conte8ts ranging from managerial selection to staffing for cler,s at conenience
stores/ Ni,e the Marshfield Biodata Ouestionnaire and +ssay# this test can be
administered either online or in person/ The customer serice 9uestionnaire and essay is
four times longer than the sample sho6n here# but the basic topic items are the same/
Personaity )6a%
Aaryl Perrone conducted a thorough reading of the literature on personality
psychology during his undergraduate ma-or Ehe had a concentration in
industrialJorganiBational psychology at Michigan ?tate UniersityF/ Based on this
,no6ledge# he independently deeloped a ') item measure designed to capture the
constructs of conscientiousness and e8traersion/ 1e beliees that these are the t6o
personality traits that 6ill be most releant for the position of a retail cler,/
Prepared by John Kammeyer-Mueller %)
$he 9aidation Pro!edure
7fter assembling these ne6 predictors# 1) stores 6ere selected from the ?eattle area to
sere as a =test> area/ Cer the course of the last year# all proposed employees hae been
administered all the ne6 selection tools during the hiring process/ ?tores 6ere informed
that they 6ould be part of the ne6 staffing system through a corporate memo personally
signed by +merson and Wood/ This personaliBed memo 6as designed to impress on store
managers the importance of gathering complete and accurate data on all employees/
7s part of the trial process# Tangle6ood has also collected information from all stores
that 6ere not engaged in the pilot program/ The reason for this use of supplemental data
is to inestigate 6hether the pilot 6as conducted on a representatie sample of stores/
+ach store compiled all the archial data from their computer databases and then sent it
to the corporate offices/ 2n the course of this process# it 6as noted that stores 6ere often
not ,eeping ery complete data# so that information on selection outcomes 6as aailable
for only about half of the nearly '&#))) employees hired in the past year/
?eeral types of performance measures are ,ept for all employees at Tangle6ood as part
of their annual performance reie6s/ The first measure is !itizenship perfor%an!e# 6hich
refers to ho6 6ell employees perform 6ell as team members# cooperate 6ith store
policies# and generally set a positie tone for the 6or,place/ CitiBenship for each
employees is rated on a scale from =1Lery poor organiBational citiBen> to =&Le8cellent
organiBational citiBen/> 7bsence is a simple count of the number of days on 6hich an
employee did not sho6 up for a scheduled 6or, shift or 6as more than R hour late for a
scheduled shift/ Performance is a direct measure of completion of assigned 6or, tas,s
and effort on the sales floor# as rated by the employee<s superisor on a scale from
=1Lery poor tas, performance> to =&Le8cellent tas, performance/> !inally# promotion
potential is a manager<s sub-ectie impression of ho6 li,ely it is that they 6ill
recommend an employee for promotion to a higher leel in the organiBation at some point
in the future/
To estimate the alidity of the current and proposed selection methods# the data regarding
employee performance 6ere ta,en from the organiBations< human resources information
systems and seeral statistical analyses 6ere performed/ The statistical analyses 6ere
performed in t6o separate stages/ Both steps used a predictie alidation design# meaning
that predictor data measured at the point of hire 6as correlated 6ith performance data one
year later/ !or the predictie design# only interie6s and application blan,s 6ere actually
used as part of the selection process/
The first stage of the statistical analysis 6as to estimate correlations bet6een the archial
measures of education# 6or, e8perience# and managerial interie6s and the measures of
citiBenship# absence# performance# and promotion potential/ These data are sho6n in
Table %/1/ The top ro6 for each predictor sho6s the correlation bet6een the predictor and
the corresponding 6or, outcome/ The p-alues represent the statistical significance of
each correlation/
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e %1
The second stage of the statistical analysis 6as to estimate correlations bet6een the
traditional predictors Eeducation# 6or, e8perience# and managerial interie6sF and the
measures of citiBenship# absence# performance# and promotion potential# along 6ith
correlations bet6een proposed predictors Eretail ,no6ledge# biodata# applicant e8am#
conscientiousness# and e8traersionF/ These data are sho6n in Table %/'/
T#4'e 5)( D#t# fro, Stores E,%'o/i$* the Tr#-itio$#' Se'e&tio$ 9etho-
CitiBenship 7bsence Performance Promotion potential
+ducation Correlation )/)% -)/)' )/1& )/15
p-alue S )/)1 )/)% S )/)1 S )/)1
Wor, e8perienceCorrelation )/15 )/)5 )/'' )/'&
p-alue S )/)1 S )/)1 S )/)1 S )/)1
2nterie6 score Correlation )/1% )/)1 )/)4 )/%'
p-alue S )/)1 )/'3 S )/)1 S )/)1
N:12;10
T#4'e 5)0 D#t# fro, stores e,%'o/i$* the %ro%ose- ,etho-
CitiBenship 7bsence Performance Promotion potential
+ducation Correlation )/)1 -)/)1 )/)* )/14
p-alue )/55 )/55 )/)' S )/)1
Wor, e8perience Correlation )/)4 -)/)4 )/13 )/1*
p-alue )/'& )/'& S )/)1 S )/)1
2nterie6 score Correlation -)/)' )/)% )/)1 )/13
p-alue )/&5 )/%( )/55 S )/)1
:etail ,no6ledge Correlation )/)' -)/)5 )/1' )/%%
p-alue )/&5 )/)4 S )/)1 S )/)1
Biodata Correlation )/15 -)/15 )/'' )/%4
p-alue S )/)1 S )/)1 S )/)1 S)/)1
7pplicant e8am Correlation )/)% -)/)' )/'3 )/%4
p-alue )/%( )/&5 S )/)1 S )/)1
ConscientiousnessCorrelation )/14 -)/%% )/15 )/'(
p-alue S )/)1 S )/)1 S )/)1 S )/)1
+8traersion Correlation )/)( )/)( )/'' )/)3
p-alue )/)1 )/)1 S )/)1 )/)(
<=>.)
Prepared by John Kammeyer-Mueller %'
S!ecific 5ssignment 6etails
Marilyn "onBaleB and Aaryl Perrone hae as,ed you to complete the follo6ing steps to
ealuate the soundness of the proposed selection plan# and proide them 6ith a report/
They are especially interested in learning 6hat your results suggest about the alidity of
arious selection methods/
1/ +8amine the data proided in Tables %/1 and %/'/ Write a one page memo
describing 6hat the results sho6/ Be certain to emphasiBe both the practical and
statistical and statistical significance of the results/ 7lso# be certain to note 6hich of the
predictors is most related to 6hich of the releant outcomes/
'/ Cne ,ey 9uestion for selection methods is the content alidity of selection
methods/ !or each of the scales proposed by Tangle6ood# assess ho6 6ell it matches the
content that it claims to measure# and ho6 6ell it corresponds to the specific -ob of store
associate/ Ma,e suggestions for ho6 each method could better capture the content it
see,s to measure/
%/ 7fter summariBing the oerall results of the staffing system# 6rite a description of
6hat Tangle6ood should do if it 6ants to find good candidates/ The company 6ould also
prefer to use only t6o or three predictors/ Based on the analyses aboe and the data
proided in the case# describe 6hich predictors you 6ould recommend for this -ob# and
e8plain 6hy these predictors are the best choices/
4/ Based on the description of the e8perimental alidation procedure# do you beliee
that the obsered alidity estimates 6ill generaliBe to other stores@ Proide an
e8planation for 6hy the traditional method for collecting alidation eidence and the
e8perimental procedure might yield different results/ Which method do you beliee is
more accurate@ Why or 6hy not@ What additional information might you use to
determine if the results 6ill generaliBe@
*e%inder: <our audien!e is not parti!uary fa%iiar with vaidation te!hni=ues, so your
grade for this assign%ent wi #e #ased, in arge %easure, on how we you !an guide the
reader through the #asi! infor%ation. Staffing Servi!es wi oo- very negativey on a
report that is diffi!ut to read, presents !ontradi!tory infor%ation, or that in!udes ta#es
presented in a hard to interpret for%at.
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e %%
CASE FICE!
DISARATE I9ACT ANAL"SIS
C#se re2uire,e$ts!
() Co$-u&t #$ #$#'/sis of histori&#' #%%'i&#$t f'ow #$- &o$&e$tr#tio$ st#tisti&s to
-eter,i$e if the or*#$i1#tio$3s st#ffi$* %r#&ti&es #re %ote$ti#''/ 'e#-i$* to #-+erse
i,%#&t)
0) Cre#te # st#te,e$t th#t #$ or*#$i1#tio$ ,i*ht use to &o,,u$i&#te the resu'ts of
their i$ter$#' EEO #$#'/sis)
5) Des&ri4e re&ruiti$* #&ti+ities #$ or*#$i1#tio$ &#$ e$#&t if the/ wish to i,%ro+e the
-i+ersit/ of their #%%'i&#$t %oo')
8) Des&ri4e how #$ or*#$i1#tio$ &#$ -esi*$ %ro,otio$ #&ti+ities to i,%ro+e the
-i+ersit/ of e,%'o/ees fou$- i$ u%%er ,#$#*e,e$t)
Case Objectives
The most significant e9ual employment opportunity concern for any organiBation is 6hen
a large class of employees gathers together to propose that they hae been discriminated
against/ 2n this case# you 6ill be able to assess a case of aderse impact proposed by
7frican-7merican employees of Tangle6ood in Dorthern California/ This case 6ill gie
you an opportunity to use the 9uantitatie material described in your te8tboo, in a more
elaborated employment setting/
?imply determining 6hether an organiBation has problems related to the diersity of its
6or,force is a good first step for addressing legal complaints# but it does not resole the
underlying problems that lead to disparate impact in the first place/ 2t is also necessary to
deelop specific staffing strategies in terms of recruiting and promotion that help to
minimiBe disparate impact/ Thus# the second stage of the case incorporates ideas from
seeral chapters to proide a full picture of ho6 organiBations can improe diersity/
Recruiting and 3iring for <orthern California
The typical recruiting and hiring practices for Dorthern California are based on a model
that has been successful in finding 9ualified# energetic salespeople and talented
managers/ When openings occur# there is a t6o-pronged recruiting approach/ !irst# as an
internal method of selection# e8isting employees are solicited for recommendations/ !or
higher leel positions# the internal selection process inoles promotion from 6ithin/
?econd# as an e8ternal method of selection# adertisements are placed in the popular
press and applications are ta,en from the internet sources/
Prepared by John Kammeyer-Mueller %4
!inal selection decisions are based on a fe6 basic principles as described in other sections
of the caseboo,/ Cne clear concern is that any ne6 employee %ust fit 6ell 6ith the group
into 6hich they are selected/ Many managers specifically solicit the opinions of the 6or,
group 6hen ma,ing hiring decisions/ 2n particular# for higher leel positions there are
often group interie6s/ Wor, s,ills are seen as =trainable#> so they are often de-
emphasiBed/ 2nstead# the focus is much more on personality and alues/
5 ?egal Conundrum
While Tangle6ood central management strongly supports the selection methods utiliBed
in Dorthern California# the formation of a class action la6suit is creating a ne6 problem/
The national la6 firm of +aglette-?chubert has begun to contact many of Tangle6ood<s
Dorthern California minority employees and encourage them to band together to sue the
organiBation/ The initial impetus for this attention 6as an internal complaint filed by an
7frican-7merican shift leader from ?toc,ton named ?tanley :oot# 6ho claimed he 6as
repeatedly passed oer for promotion opportunities despite positie performance
appraisals/ Marilyn "onBaleB attempted to contact Mr/ :oot seeral 6ee,s after the
complaint 6as filed# but he told her that because he sa6 such delayed action from the
company on his behalf# he 6as discussing the matter 6ith +aglette-?chubert and any
comments or 9uestions should be directed to the la6yers 6ho 6ere ta,ing on his case/
+aglette-?chubert has a long history of successful class action la6suits against large
companies in the retail industry# 6ith some cases resulting in decisions in the millions of
dollars/ Cf course# such high dollar amount cases also usually also mean heay negatie
publicity/ Upper management is nerous/
The T#$*'ewoo- hi'oso%h/
Tangle6ood generally prides itself on its openness# inclusieness# and encouragement of
diersity/ Tanner +merson and Thurston Wood both hae tried to build the company on a
model of inclusieness# and this means that -udgments are made about indiiduals solely
on the basis of 6or, and character/ 7s such# the possibility of a la6suit presents a real
problem for the company/ The selection strategy for Dorthern California is 6idely seen as
a success story 6ithin the company# but the company 6ants to ta,e any steps possible to
ensure that it is not engaging in practices that iolate the intention to embrace diersity/
The current method for hiring managers inoles a targeted recruiting strategy 6ith a
strong emphasis on internal selection/ 2ndiiduals 6ho sho6 particular promise in their
6or, are encouraged to apply for managerial positions 6hen they open up/ 7lthough
managerial -ob openings are posted 6ithin the organiBation through in-store bulletin
boards as 6ell as e-mail notifications# indiiduals 6ho are recommended by their current
superisors hae a strong adantage in the process/ The e8ternal recruiting strategy also
tends to faor public postings of -ob aailability/
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e %&
The company<s board of directors 6ould ideally li,e to gain specific information that 6ill
definitiely sho6 if there is discrimination/ 2f there is eidence that a problem is
occurring# the company 6ould prefer to hae a lo6-publicity settlement 6ith minority
employees and ta,e steps to improe the climate for minorities/ 1o6eer# if there is not
eidence that there is a problem 6ith their hiring methods# they 6ould much prefer to
,eep their current methods in place/
The '#i$tiffs3 Str#te*/
The specific details of the case to this point hae fe6 details pointing to specific actions
or behaiors that suggest oert or intentional discrimination/ 2n fact# +aglette-?chubert<s
early communication 6ith the company has suggested they see the problem as arising
because the Tangle6ood uses an internal net6or, to find ne6 employees and promote
those inside the company/ The process is therefore potentially closed to minority groups/
7ccording to the disparate impact theory of discrimination# there is no need to proe
discrimination 6as intentional# but simply that there is a difference in employment
outcomes bet6een groups falling under a protected class/
The +aglette-?chubert team appears to be using a =birds of a feather> strategy they hae
pursued preiously to argue for ho6 disparate impact occurred/ 2n effect# they argue that
e8tensie reliance on 6ithin-company net6or,s ma,es many companies prone to
discrimination because of homophily in social net6or,s/ 1omophily is a social
psychology term for the 6idely obsered phenomenon that most people see, to be around
those 6ho are similar to them/ By e8tension# ma-ority group managers 6ill see, out other
ma-ority group indiiduals to include in their social relationships/ This means that a
company can engage in 6ide-ranging discrimination een 6ithout oert discriminatory
intent# but based on subtle# unobsered preferences/ The la6 firm has used a social
psychologist named !rances M/ Bosga6 employed at Cornell Uniersity in the past/ 1er
research generally supports the appearance of gender-based homophily# but the research
is less specific 6ith regards to the sub-ect of race/
The pursuit of this strategy is interpreted as a double-edged s6ord 6ithin Tangle6ood/
!irst# as noted by Marilyn "onBaleB# the homophily argument is being pursued because
there is no eidence that the company is deliberately acting to discriminate against
minorities/ The strong diersity statements in the company handboo, and the clear
conse9uences that hae been sho6n to indiiduals 6ho engage in discriminatory
behaior are one reason the company has a good reputation in terms of diersity/
1o6eer# this information may be considered irreleant# because the +aglette-?chubert
theory of the case doesn<t hinge on intentional discrimination/ ?o Tangle6ood must ta,e
a careful loo, at their outcomes across multiple -obs and be certain that they are in
compliance 6ith the la6/
The <e't Stage
To assess 6hether there is a problem 6ith statistical representation of minorities at
Tangle6ood# the first step is to conduct statistical analyses of current employment
Prepared by John Kammeyer-Mueller %3
practices/ The information is presented for store associates# shift leaders# department
managers# assistant store managers# and store managers/
@asic 5nal$sis Procedure for EEO
7nalyBing disparate impact re9uires comparing the aailability of protected classes Ei/e/#
the proportion of the 9ualified and aailable 6or, force 6ho are members of protected
classesF to the utiliBation of protected classes Ei/e/# the proportion of those hired or
employed 6ho are members of protected classesF for each -ob in the organiBation/ 2n a
flo6 analysis# data from the organiBation<s hiring practices and applicant pool are used to
compare ho6 many indiiduals 6ere hired from arious groups in the applicant pool/ 2n a
concentration analysis# the distribution of employees 6ithin the organiBation is assessed/
Se'e&tio$ r#tios #$- the 8D= ru'e
Cne relatiely simple 6ay to assess disparate impact is to compare the proportion of
applicants 6ho are hired from seeral sources/ This is done by assessing selection ratios
as described in +8hibit '/& in your te8tboo,/
The Uniform "uidelines in +mployee ?election Procedures proides a simple guide to
calculate differences in hiring rates/ The rule states that if the organiBation<s utiliBation
rate of a minority group is belo6 four-fifths Eor )/*)F of the utiliBation rate for a ma-ority
group# disparate impact may e8ist/ To use the 4J&ths rule# diide the hiring rate for t6o
groups/
7s an e8ample# assume that you hae a total of 1)) positions to fill/ The applicant pool
consists of &' men and 4* 6omen/ Kou gie these applicants a test to determine their
physical strength# and find that %( men and '4 6omen pass the test and 6ould be hired/
2n this case# the ?:
ma-
is %(T&'L)/5&# and the ?:
min
is '4T4*L)/&)/ To compute the
selection ratio# ta,e )/&)T)/5&L)/35/ This is under four-fifths Ei/e/ )/*)F# so disparate
impact is said to e8ist for this strength test/ This does not automatically mean that there is
discrimination# but it does mean that it is incumbent on the organiBation to demonstrate
that the strength test is actually -ob related/
Co$&e$tr#tio$ st#tisti&s
7 second method for assessing disparate impact is e8amining concentration statistics/
The basic procedure is also outlined using +8hibit '/& in your te8tboo,/ Negal guidelines
offer no standard statistical tests to assess concentration statistics/ Managers are instead
e8pected to notice if there are different proportions of protected classes across
organiBational leels/ !or this case# the biggest problem 6ould be a high concentration of
minorities in lo6 leel positions coupled 6ith a high concentration of Whites in higher
positions/ Using gender as an e8ample# if &)I of store associates are 6omen# and only
%)I of managers are 6omen# this suggests the promotion system is not open to 6omen/
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e %5
Histori&#' Hiri$* #$- ro,otio$ D#t#! A%%'i&#$t F'ows
O!!upationa
!ategory
$ota 0hite> $ota
Non?
0hite
/fri!an?
/%eri!an>
?tore 7ssociates +8ternal hires /ppi!ants
(@00?
1;43@ 27A0 ;A4
5ires
5@50
3221 @11 13;
See!tion
ratio
0()>0
E
?hift leader +8ternal hires /ppi!ants
5B0
50> F0 (F
5ires
?(
=8 F 0
See!tion
ratio
(=)=?
E
2nternal hires /ppi!ants
@?8
F(0 (=0 5>
5ires
0@>
08( 5B ?
See!tion
ratio
50)8(
E
Aepartment manager +8ternal hires /ppi!ants
(080
(>F8 (?@ 88
5ires
B8
@0 (0 5
See!tion
ratio
F)=FE
2nternal hires /ppi!ants
=@B
=>
B
@> 0(
5ires
(08
(>
@
(? 5
See!tion
ratio
0()>=
E
7sst/ store manager +8ternal hires /ppi!ants
(8?
(05 05 F
5ires
(F
(= 0 >
See!tion
ratio
(()?8
E
2nternal hires /ppi!ants
(>@
B
>
(@ 8
5ires
0F
0
=
0 (
See!tion
ratio
0=)>>
E
?tore Manager +8ternal hires /ppi!ants
=>
80 @ 0
5ires
=
8 ( >
See!tion
ratio
(>)>>
E
Prepared by John Kammeyer-Mueller %*
2nternal hires /ppi!ants
@( ??
(=
8
5ires
(5 B
8
>
See!tion
ratio
(?)>=
E
UNon?5ispani!
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e %(
Histori&#' Co$&e$tr#tio$ D#t#
O!!upationa !ategory $ota 0hite> $ota
Non?0hite
/fri!an?
/%eri!an>
?tore 7ssociates )%poyees '53) '%)5 4&% (&
Con!entration *%/&(I 13/41I %/44I
?hift leader )%poyees &&' 434 ** 1)
Con!entration
Aepartment manager )%poyees %(1 %41 &) (
Con!entration
7sst/ store manager )%poyees 3( 34 & '
Con!entration
?tore Manager )%poyees '% 13 5 )
Con!entration
Total )%poyees %5(& %1(' 3)% 113
UNon?5ispani!
Prepared by John Kammeyer-Mueller 4)
S!ecific 5ssignment 6etails
!or the -ob group# you 6ill analyBe the information and prepare a report sho6ing the
results of the ++C inestigation/ The Airector as,ed you to address these 9uestions in
your 6ritten report$
1/ Compute flo6 and concentration statistics/ There are t6o different methods for
conducting disparate impact analysis in this case/ Cne is to contrast the representation of
White employees compared to non-6hite employees as a group/ 7nother is to contrast the
difference in representation of White employees compared to specific racialJethnic
subgroups Ee/g/# White compared to 7frican-7mericanF/ Because the case is being
brought specifically on behalf of an 7frican-7merican plaintiff# this is the most important
contrast# but Tangle6ood 6ould li,e to see 6hat the data loo, li,e for non-Whites as a
6hole as 6ell/
a/ +8amine the selection ratios for all -ob categories# and determine 6hether the
eidence points to disparate impact discrimination using the 4J&
th
ratio/
b/ +8amine the concentration data and determine 6hether the relatie proportions of
White# non-White# and 7frican-7merican employees are similar across -ob
categories# or if there appears to be a concentration of White employees in upper
management positions/
'/ Tangle6ood is concerned that the +aglette-?chubert legal team 6ill be able to
gain access to historical employment data in the litigation process# and based on preious
cases in this area# Tangle6ood is acting on the assumption that if there are any problems
6ith representation# it 6ill become aailable to the plaintiffs in a la6suit/ Write a
proposal for ho6 the company might address +aglette-?chubert<s legal team on the basis
of these initial results/ What 6ritten statements do you beliee that the company should
ma,e in responding to this claim@
%/ Aescribe ho6 Tangle6ood can ma,e changes to their recruiting procedures to
achiee better ++C outcomes in the future based on resources described under the
=++CJ77$ 2nformation and 2nitiaties> section in your te8tboo,/ This 6ill inole
collecting research from other sources/ 2deally# this analysis 6ill also refer to the
recruiting practices you deeloped in the second case/
4/ Aescribe ho6 Tangle6ood can ma,e changes to their promotion and career
deelopment procedures to achiee better ++C outcomes based on resources described
under the =++CJ77$ 2nformation and 2nitiaties> section in your te8tboo,/ This 6ill
inole collecting research from other sources/ !ocus in particular on the internal
recruitment process/ This analysis should address the organiBation<s culture as described
in the introductory case/
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 41
CASE SIG!
INTERCIEW
C#se re2uire,e$ts!
() De+e'o% # -et#i'e- se'e&tio$ %'#$ for the %ositio$ of # -e%#rt,e$t ,#$#*er to
-eter,i$e the ,ost i,%ort#$t KSAOs for this %ositio$)
0) Usi$* the se'e&tio$ %'#$. -e+e'o% # st#$-#r-i1e- i$ter+iew %roto&o' &o$sisti$* of (>
2uestio$s th#t wi'' 4e #s:e- of #'' &#$-i-#tes. #'o$* with s&ori$* :e/s for e#&h
2uestio$)
5) Co$-u&t %i'ot i$ter+iews usi$* the %roto&o' /ou h#+e est#4'ishe- to -eter,i$e the
effe&ti+e$ess of /our 2uestio$s)
8) Re+ise /our i$ter+iews 4#se- o$ fee-4#&: fro, %#rti&i%#$ts)
Case Objectives
:esearch on interie6s has generally sho6n that standardiBed procedures are higher in
their reliability and alidity than unstructured interie6s/ Nearning ho6 structured
interie6s are constructed is an important component of the selection process# as is
getting a =feel> for 6hat it<s li,e to gie and receie an interie6/ This case gies you an
opportunity to do both/
7n additional concern in the selection process is ensuring that each ne6 predictor is
adding something ne6 to the process/ 7s such# you 6ill assess 6hat the current methods
of selection measure# and determine 6hat ne6 information can be brought out by an
interie6/
@asic scenario
7s you learned in the third case# Tangle6ood is 6or,ing to improe the 9uality of their
selection systems/ The process of assessing selection methods initiated by Marilyn
"onBaleB 6as not limited to store associatesGit also coered department managers#
assistant store managers# and store managers/ 7lthough the method of using an increasing
number of tests and forms 6as generally been seen as an ade9uate update to the process
for hiring entry leel employees# store managers agree that this is not a sufficiently
rigorous method for selecting department managers/
The most important concern is that indiiduals 6ho are promoted from 6ithin the
organiBation to the department manager leel are typically ie6ed by other employees as
ery 9ualified and integrated into the corporate culture and mission of Tangle6ood/
2ndiiduals 6ho are hired from outside the organiBation to be department managers# on
Prepared by John Kammeyer-Mueller 4'
the other hand# often hae a ery difficult transition into the organiBation and ma,e
decisions that are in conflict 6ith the corporate culture/ They are seen as outsiders 6ho
do not really =get> 6hat it means to be part of the Tangle6ood family/
The current method of selection for e8ternal managers loo,s ery much li,e the method
of selection for store associates/ 7ll applicants complete a brief -ob application form
6hich proides information on education and years of 6or, e8perience/ ?ome pilot stores
also hae begun using the Marshfield 7pplicant +8am and :etail Kno6ledge test
Edescribed in the measurement caseF# and based on the alidation eidence described
earlier# this 6ill become a regular part of the selection procedure across the chain/ This
information is an important determinant of 6ho is minimally 9ualified# but is generally
not the primary determinant of 6ho is or is not eentually hired/ The most important part
of the selection process is the interie6/
The current interie6 form proided for these positions is sho6n in 7ppendi8 C/ This
interie6 protocol is no different than the interie6 protocol for store associates# e8cept
that the 7ssistant Manager for Cperations is e8pected to ta,e into consideration the fact
that the department manager position re9uires considerably more responsibility and
intellectual 6or,/ Most store managers and assistant store managers for operations agree
that the current system is simply not detailed enough to produce a good selection
protocol/ +en e8perienced managers find that there is occasionally an unpleasant
surprise in store for them 6hen a ne6 employee actually begins 6or, and the employee
is not at all the sort of person they thought they had assessed in the interie6/
B%proving the Pro!ess
Cne of the primary problems in the process of selecting e8ternal candidates to sere as
department managers is the lac, of structure to the selection process/ 2n most cases#
managers re9uest that applicants fill out the 6or, history applicant# a brief rMsumM# and
then interie6 eeryone 6ho applies/ This is a time consuming process# because many
candidates simply do not hae the re9uisite s,ills for the -ob/ Cther managers only
interie6 indiiduals 6ho hae a certain number of years of 6or, e8perience# e8perience
in specific fields# or a specific educational bac,ground# but there is not a general
consensus on 6hich method is best/
Tangle6ood 6ould li,e to formulate a more efficient policy for screening/ This is
especially important in light of the large number of potential ne6 predictors that hae
been included in the system as part of Marilyn "onBaleB and Aaryl Perrone<s ne6
procedures/ They ideally 6ould li,e to deelop a se9uence li,e that sho6n in +8hibit */%
in the te8tboo, that moes each applicant from the stage of being an applicant to an offer
receier/
To briefly reie6 some financial information# the Marshfield 7pplicant +8am and
Marshfield Customer ?erice Biodata Ouestionnaire and +ssay are both copyrighted
instruments that cost H1) each per applicant/ 7lternatie computeriBed ersions of these
materials that do not carry a =per applicant> cost are aailable for in-store ,ios,s or can
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 4%
be completed online# but the startup costs are much higher for the electronic ersions/
Because the personality test and customer serice tests 6ere administered entirely in-
house# they are free for Tangle6ood/
Unfortunately# there are no alidity coefficients for the position of Aepartment Manager
as there has been no period of testing yet/ Tangle6ood beliees that# based on the
preliminary data proided by the store associates sample# they 6ould li,e to use all of
these predictors/ 7 more formal alidation procedure 6ill be initiated later in the process#
but for no6# Tangle6ood 6ould li,e a selection plan deeloped that 6ill ta,e the
se9uencing of all of the predictors into account/
+ethods for Ceveoping the Bnterview
7 second ma-or problem# besides the difficulties in creating a good se9uence of staffing
procedures# is the fact that the general process of interie6ing is not seen as especially
effectie/ Many managers complain that een 6hen they adhere to the system described
by the interie6 guidelines proided in 7ppendi8 C# they still do not feel li,e they can
differentiate good from bad candidates/ Moreoer# anecdotal eidence suggests that the
actual content of interie6s is e8tremely different across locations/ The possibility that
candidates are receiing different interie6 9uestions is seen as a potential legal problem/
The Tangle6ood response is to create a ne6 and better interie6 protocol that can be
used across the chain/ "ien the problem of lo6 standardiBation# lac, of guidelines# and
the general ,no6ledge of research on interie6s in the staffing serices department# it
has been decided that a structured interie6 6ill be needed/ Aaryl Perrone has proided
you 6ith seeral directies for 6riting structured interie6 9uestions/ 1e proided them
to you in the form of a list as follo6s$
The best interie6 9uestions hae seeral ,ey 9ualities/ !irst# they are broad enough
to actually allo6 ariability in ans6ers; in other 6ords# not eery applicant gies the
same ans6ers/ ?econd# they are directly releant to i%portant elements of the -ob/
Third# they do not reflect ,no6ledge or s,ills that a person could realistically ac9uire
6hile on the -ob/
?ituational interie6s$ the core to 6riting good situational interie6 9uestions is
establishing a scenario that the applicant 6ill react to/ These can blend into 6or,
samples or problem soling tas,s related to the -ob/ "ood situational interie6
9uestions are realistic enough that the applicant 6ill actually e8perience the same
emotions you are trying to represent/ !or e8ample# in a situational interie6 designed
to assess customer serice s,ills# an applicant might be as,ed to confront a manager
pretending to be a frustrated shopper/ 2n a situational interie6 designed to assess
team6or, ability# an applicant might be as,ed ho6 he or she 6ould cooperate 6ith a
group of indiiduals to sole a difficult problem at 6or,/
Behaioral interie6s$ these are interie6 9uestions that as, a person to e8plain
preious e8periences related to the K?7C re9uired for the -ob in 9uestion/ Many of
these 9uestions begin 6ith =Tell me about a time 6hen you had toV> !or e8ample#
an indiidual interie6ing for a customer serice -ob might be as,ed# =tell me about a
Prepared by John Kammeyer-Mueller 44
time that you had to interact 6ith an angry customer/> The ,ey function of behaioral
interie6s is to obtain a more detailed picture of the e8periences of a candidate and
determine ho6 6ell they can relate their e8periences to the position at hand/
7 scoring ,ey is an e8tremely important part of the structured interie6 process/
Most scoring ,eys are deeloped by describing behaiors on a graduated scale
ranging from ery poor to ery good/ 7 good scoring ,ey is behaiorally specific and
reflects real attributes that a person might possess and demonstrate on a -ob/ The
biggest problem 6ith scoring ,eys is that they are often too easy or too hard# so actual
scores end up being bunched together 6ith no real ariance/
To facilitate the completion of this tas,# the company also has proided you 6ith a
sample of a behaioral interie6 9uestions belo6 in a boo, published in 1(34 titled =The
?tructured 2nterie6> by Diram +ttennud/ This is only a single 9uestion# and is much
different than the -ob you are loo,ing at# but Aaryl Perrone beliees it should gie you an
idea of 6hat Tangle6ood 6ould li,e to see/
Job title Judge# ?tate of Michigan
2tem description This is a situational interie6 9uestion re9uiring the applicant to formulate -ury
instructions for an employment la6 case/
Performance
dimensions
Tas,$ 2nstruct -uries on applicable la6s# direct -uries to deduce the facts from the
eidence presented# and hear their erdicts/
Kno6ledge$ Kno6ledge of la6s# legal codes# court procedures# precedents#
goernment regulations# e8ecutie orders# agency rules# and the political process/
?,ills$ Using logic and reasoning to identify the strengths and 6ea,nesses of
alternatie solutions/ Communicating effectiely erbally or in 6riting/
7bilities$ Cral e8pression# information ordering/
2nterie6 9uestion The case before you inoles a plaintiff 6ho has been denied employment by a large
corporation due to discrimination by one of the corporation<s employees in the process of
hiring/ The 9uestion at hand hinges on the e8tent to 6hich the organiBation is liable for
the actions of its employee/ Proide instructions to a -ury that 6ill represent the legal
principle on 6hich they are deciding the company<s liability/
Criginal scoring ,ey 1 point$ 2nstructions fail to mention critical concepts related to agency# in particular#
failing to mention that the defendant<s actions lead to the agent haing authority to
act on behalf of the defendant C: instructions are highly leading in such a 6ay that
they could pre-udice a -ury against the defendant or plaintiff/
' point$ 2nstructions are sufficient to define specific terms# but use technical terminology
6hile failing to define 6hat the terms mean Ee/g/# use of terms li,e liability 6ith no
definitionF C: the instructions are correct# but e8cessiely ague 6ith respect to the
relationship features re9uired to establish agency/
% point$ 2nstructions are sufficient to define terms# and define all technical terminology#
but include comple8 sentence structure Ee/g/# multiple clauses or difficult ocabularyF
that 6ould ma,e it difficult for a person 6ith a high school education or less to
understand/
4 point$ 2nstructions fulfill all the re9uirements of number three# but also do so in ery
straightfor6ard language that is easy to understand# 6ith only simple sentences and
no comple8 ocabulary/
2nterie6er comments The indiidual 6ho piloted this item felt that the scoring ,ey did not do a sufficient -ob of
defining the terms for =simple language> and =easy to understand/> 2n response# 6e hae
changed the four point option to read$
2nstructions fulfill all the re9uirements of number three# but also do so 6ith only
one clause per sentence# no negations Enegatie 6ordingF# or 6ords identified by
t6o or more raters out of a panel of three as being Wdifficult< or Wcomple8/<
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 4&
2n addition# the person 6ho piloted this item also suggested that the actual specific legal
language related to agency be included/ To rectify this# 6e loo,ed at the Michigan
criminal la6 and found the follo6ing definition$
M Ci J2 %*/)1 7gency :elationship$ Aefinitions of 7gent and Principal 7n
=agent> is a person 6ho is authoriBed by another to act on Xhis J her J itsY behalf/
The Xperson J entityY 6ho has gien the authority and has the right to control the
agent is called the =principal/>
S!ecific 5ssignment 6etails
Aaryl Perrone has as,ed you to engage in the follo6ing steps to deelop a selection plan and
structured interie6 for the Aepartment Manager position/ Ao not forget to refer to the -ob
description proided in 7ppendi8 7 6hen deeloping the selection plan$
1/ Aeelop a detailed selection plan for this position/ 2n this case# you should
determine 6hat you 6ant to measure by analyBing K?7Cs from the -ob description and
the information on organiBational culture in the case# and fitting the selection measures
into the plan format as sho6n in +8hibit */' in the boo,/ The current selection methods
are the e8perience chec,# education chec,# Marshfield 7pplicant +8am# and the :etail
Kno6ledge Test/ Ao not include the current interie6 as part of the selection plan/
'/ Based on the materials you hae compiled as part of the selection plan# you 6ill
determine 6hich K?7Cs are not being measured ade9uately in the current system/ Those
K?7Cs not being measured ade9uately 6ill be prime candidates for inclusion in the ne6
selection system/
%/ Aeelop initial interie6 9uestions/ ?taffing serices beliees that a half-hour
interie6 6ill be appropriate# 6ith about % minutes per interie6 9uestion/ They 6ould
li,e & behaioral interie6 9uestions and & situational interie6 9uestions/ +ach
interie6 9uestion should hae a ery specific K?7C target as sho6n in the e8ample/
4/ Aeelop a scoring ,ey for each interie6 9uestion/ This means you 6ill hae ten
different scoring ,eys/
&/ +ngage in a pilot trial of the interie6 9uestions/ +ach person in your group
should run through the interie6 6ith someone not in your group Eother indiiduals in the
class can be used# friends# family members# co-6or,ers# etc/F/ 1alf of the members of
your group 6ill act as interie6ers to determine ho6 6ell your pilot group can
understand and ans6er the 9uestions# half of the group 6ill act as interie6ees to
determine ho6 6ell your pilot group can understand and follo6 your scoring ,eys/ Ma,e
sure that you adhere strictly to the structured interie6 format/ Kou may as, applicants
follo6 up 9uestions for clarification# but other6ise 6or, to suppress idiosyncratic
behaior or deiations from the script/ Ta,e notes during the interie6 to supplement
your scoring ,ey# noting areas 6here your initial 9uestions or scoring methods may not
hae 6or,ed 6ell/
3/ Aebrief pilot group members/ 7fter finishing the sample interie6 process# as,
your =applicants> or =interie6ers> to describe ho6 they felt during the process/ 2n
Prepared by John Kammeyer-Mueller 43
particular# as, them ho6 they 6ould react to your 9uestions/ 7lso as, them# for each
9uestion# 6hat they 6ere thin,ing about during the process of ans6ering or scoring/
5/ :eise interie6 content/ Proide information on ho6 interie6 items andJor
scoring ,eys 6ill be modified based on your feedbac, from the pilot group/
CASE SECEN!
SELECTION DECISION 9AKING
C#se re2uire,e$ts!
() I$te*r#te i$for,#tio$ fro, # +#riet/ of sour&es to ,#:e # fi$#' se'e&tio$ -e&isio$
4#se- o$ se+er#' -e&isio$ &riteri#)
0) Deter,i$e who shou'- 4e i$+o'+e- i$ se'e&tio$ -e&isio$ ,#:i$*)
5) De+e'o% *ui-e'i$es for se'e&tio$ -e&isio$ ,#:i$* th#t &#$ 4e use- throu*hout the
T#$*'ewoo- &h#i$)
Case Objectives
While there are numerous staffing decisions that inole inestigating the outcomes for
large groups of employees# the many of the most important decisions inole only one
position and a small number of applicants/ The current case e8amines -ust such a case for
a particularly important location for Tangle6ood/
Kou 6ill read through a series of resumes# loo, oer reports made during interie6s# and
inestigate the results of seeral standardiBed measures of employee suitability/ This case
thus integrates information from seeral earlier cases that hae inoled ma,ing an
appropriate choice of measures# but no6 applying it 6ith a specific group of indiiduals/
!rom these multiple pieces of data# you 6ill deelop a recommendation for hiring/ Kou
also 6ill deelop guidelines for ho6 similar selection decisions could be made for the
entire organiBation/
The situation of interest
Kou hae been as,ed by Tangle6ood to assist them 6ith an important hiring decision/
The company needs a ne6 manager for their flagship store in ?po,ane/ This position is
important for a number of reasons/ !irst# this is the single largest store in the chain# 6ith
appro8imately double the floor space of other locations/ The ?po,ane store has sho6n
ery strong reenues for years/
This store also has important symbolic alue/ This store is only a fe6 bloc,s from the
first Tangle6ood store/ :ecent remodeling efforts hae also made this one of the most
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 45
elaborate stores in terms of appearance# 6ith features li,e an open ,itchen restaurant
6here all the food is prepared and sered using Burford Kitchen maters# an outdoor
adenture area 6ith a roc, 6all and a lie ,aya, simulator# and 9uarterly demonstrations
of the latest clothing options that 6ill be presented in other stores/ Dearly all managers
6ill spend at least sometime 6or,ing in the ?po,ane store as part of their initial training/
!inally# the store is commonly used as a first testing ground for ne6 products/ 2t is an
ideal location for this option# because it is one of the most representatie locations/
Because it is on the outer edge of ?po,ane# many customers are from suburban areas# but
because of its siBe and uni9ue features# urban and rural customers 6ho ma,e the trip to
the store as 6ell/ This means that this store is closely aligned 6ith the corporate
mar,eting function# and good managers must understand ho6 to do mar,eting and
promotions from the bottom up/
The a!!licants
Because this is such an important position# Marilyn "onBaleB arranged to hae all
candidates complete the full battery of proposed selection tools/ The importance of this
position also has lead the stores to conduct a closed recruiting operation/ Cnly t6enty
indiiduals 6ere contacted as potential sources/ The internal candidates 6ere contacted
through referrals made by regional managers# 6hereas the e8ternal candidates 6ere based
on nominations from indiiduals in the corporate offices/
Kou hae receied rMsumMs# retail ,no6ledge tests# standardiBed test scores from the
Marshfield 7pplicant +8am# biographical data# and scores on seeral personality
dimensions for the 1) indiiduals from the initial applicant pool 6ho e8pressed a strong
interest in the position/ This information is all aailable in the attached Tables in the
7ppendi8/
8uture !ractice
There are seeral 9uestions the company has about its future hiring practices for store
managers as 6ell/ 2t is clear that there 6ill be a substantial reision to the collection of
information from applicants based on your recommendations from Case %/ This does not
completely resole the problem of ho6 a final selection decision 6ill be made/
The current method for selection in managerial positions inoles a t6o stage process
that bears some resemblance to the process for hiring store associates# but at a higher
leel/ There 6ill of course be interie6s in the process# but the organiBation needs more
information about ho6 to assess indiiduals before they go on to the final interie6
process# because managerial interie6s are ery e8pensie in terms of staff time/
Prepared by John Kammeyer-Mueller 4*
S!ecific 5ssignment 6etails
2t 6ill be incumbent on you to present seeral options regarding ho6 this hiring decision
should proceed/ This is a ery important decision# so Tangle6ood 6ould li,e you to proide
seeral different possible selection schemes/
1/ 7s in the preious e8ercise# deelop a detailed selection plan for this position/
Aetermine 6hat you 6ant to measure by analyBing K?7Cs from the -ob description and
the information on organiBational culture in the case# and fitting the selection measures
into the plan format as sho6n in +8hibit */' in the boo,/ The assessment methods you
should consider in the selection plan are biodata# the Marshfield 7pplicant +8amination#
:etail Kno6ledge# conscientiousness# and e8traersion/
'/ Aeelop assessment scores based on seeral multiple predictor methods described
in your boo,/ This entails deeloping distinct scores for each applicant based on clinical
prediction# unit 6eighting# and rational 6eighting schemes/ !or each method# deelop a
list of your top three finalists to proide to the regional manager/ Compare these to a
multiple hurdle selection procedure that uses test scores as a first stage to find the fie
strongest candidates# and then uses interie6s and rMsumMs to select the top three
finalists/ Which of the methods do you beliee 6or,s best@ Why@
%/ Kou are ma,ing a recommendation for 6ho should be considered a candidate for
hiring based on your read of the data/ Using your recommendations# Tangle6ood 6ill
deelop a panel of indiiduals 6ho 6ill be inoled in the final selection decision 6ith
interie6s/ Who do you thin, should be inoled in this process from Tangle6ood based
on the discussion of decision ma,ers in the te8tboo,@ What does each decision ma,er add
to the process@ Kou should consult the organiBational structure information in the
introduction
4/ Based on the three preious portions of the assignment# deelop an official guide
to selection that can be supplied to all the stores/ This official guide should proide the
information from the selection plan# suggestions for ho6 to combine predictors# and
guidelines for managers on 6ho should be inoled in the final decision/ The decision
ma,ers do not necessarily need to be the same ones participating in the selection decision
for the ?po,ane flagship store/
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 4(
CASE EIGHT!
RETENTION 9ANAGE9ENT
C#se re2uire,e$ts!
() Co$-u&t #$ #$#'/sis of i$for,#tio$ &o$t#i$e- i$ T#$*'ewoo- e,%'o/ee
s#tisf#&tio$ sur+e/s #$- e7it i$ter+iews to -eter,i$e whi&h f#&tors #re 'i:e'/ to
'e#- to %re,#ture e,%'o/ee se%#r#tio$s)
0) Use i$for,#tio$ %ro+i-e- i$ the &#se to -eter,i$e if the tur$o+er is fu$&tio$#'
or -/sfu$&tio$#' for T#$*'ewoo- #s # who'e
5) Su**est #--itio$#' for,s of i$for,#tio$ th#t T#$*'ewoo- ,i*ht w#$t to &o''e&t
fro, their e,%'o/ees to i,%ro+e their u$-erst#$-i$* of the tur$o+er situ#tio$)
8) Des&ri4e &o$&rete ste%s T#$*'ewoo- ,i*ht t#:e to re-u&e e,%'o/ee tur$o+er)
Case Objectives
Poluntary turnoer is the final stage of the employment relationship/ When oluntary
turnoer occurs# employees 6ho hae been screened# selected# socialiBed# and trained in
the organiBation depart despite the organiBation<s attempts to ,eep them/ This clearly can
be a considerable problem for an organiBation# since all the costs associated 6ith staffing
a ne6 employee no6 must be incurred again for a ne6 employee/ 1o6eer# oluntary
turnoer is not al6ays a negatie eent/ When an indiidual 6ho has a poor productiity
profile# negatie attitudes to6ards the -ob and organiBation# and superior alternaties
else6here leaes# it can be a positie outcome for the organiBation and the EformerF
employee/
2n this case you 6ill reie6 information related to turnoer in managerial positions for
Tangle6ood and determine 6hether managerial turnoer is more li,ely to be a positie or
negatie eent for this organiBation/ Kou 6ill also use the techni9ues described in your
te8tboo, to deelop suggestions for Tangle6ood so that they can ensure that they are
retaining the employees that they 6ant to ,eep to the greatest degree possible/
The Situation
7s you may hae noticed 6hen analyBing the transition probability matri8 in the planning
e8ercise# there 6as a %4I annual turnoer rate among store managers and assistant store
managers in Washington during the past year/ This is an unacceptably high number from
Tangle6ood<s point of ie6/ ?uch high leels of turnoer are li,ely to create a feeling of
instability among lo6er leel employees# and generally indicate that the organiBation 6ill
hae difficulty creating effectie long-term goals in these stores/ Unfortunately# this high
Prepared by John Kammeyer-Mueller &)
turnoer among managerial employees is een more problematic because of the costs
inoled/
Managerial surey is a ery sensitie issue for Tangle6ood/ The process of finding good
managers obiously begins 6ith recruiting/ 7 ery large number of indiiduals must be
found during the recruiting phase# because# as you sa6 in case 4# only 11I of e8ternal
applicants are selected to become assistant store managers and only 1)I of e8ternal
applicants are selected to become store managers/ 7fter hiring# eery manager# regardless
of their status as internal or e8ternal hires# is put through a t6o month training program
that includes trips to the corporate offices# mentoring from other store managers and the
regional manager# and culminating in a public 6elcoming ceremony at the store 6here
the manager 6ill 6or,/
There is a do6nside to the process of training managers/ +8cellence in managerial
performance is often obserable from the outside as 6ell because competitors can 6al,
into the stores and see 6hich ones are functioning 6ell/ 2t is common for particularly
successful store managers to receie offers from other companies that are trying to
capture some of the Tangle6ood =essence/>
The Em!lo$ee Satisfaction Surve$
The Tangle6ood employee relations department administered a surey eery year to
assess the attitudes of employees to6ards seeral aspects of their employment/ 7lthough
the purpose of the surey is to collect baseline information on employee attitudes#
Marilyn "onBaleB beliees that these surey responses 6ill be an ideal method to trac,
the reasons 6hy some managers are more li,ely to turnoer/
The annual employee surey is conducted in June/ Bo8es of blan, sureys are sent to
regional managers# 6ho then use central routing to send sureys to each store/ The surey
6as initiated to gie employees an opportunity to e8press their feelings about ,ey topics
that Tangle6ood thin,s 6ill benefit employees/ "ien the oerall organiBational culture#
it should be clear that employee satisfaction is an important issue/ +merson and Wood
send bul, e-mails to all store managers to encourage them to get a 1))I response rate
from their employees/ 1o6eer# it is common for less than &)I of the employees to
complete sureys/
7n e8ample of the surey is contained in 7ppendi8 +/ The surey as,s 9uestions that can
be bro,en do6n into four ma-or topics# as follo6s$
Supervisor satisfa!tion
The superisor satisfaction 9uestions encourage employees to describe their relationship
6ith their immediate superisor and the e8tent to 6hich they are satisfied 6ith the
direction they receie on a day to day basis/ Tangle6ood spends a great deal of money
training superisors on the =Tangle6ood 6ay> so they are especially concerned that these
principles are carried out in practice/
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e &1
0or- satisfa!tion
Wor, satisfaction relates primarily to the degree to 6hich employees beliee that their
tas,s are interesting# fulfilling# and contribute to a meaningful life/ The participatory
system at Tangle6ood puts a great deal of responsibility on employees to ma,e their
6or, en-oyable# but the corporate offices still 6ant to ma,e certain that eery effort is
made to ensure that employees hae the freedom to do 6or, they en-oy/
Pay satisfa!tion
Tangle6ood realiBes that because they place a great deal of responsibility in employees<
hands# they need to ensure that employees feel they are been ade9uately paid for this
additional effort/ 7t the same time# because Tangle6ood spends a great deal of time and
energy creating an en-oyable 6or,place# they beliee that they should not ma,e pay too
much a focus of their human resources actiities/ The company typically is a mar,et
leader in compensation relatie to discount retailers li,e Target or WalMart# but pays
slightly less than stores li,e Kohls# J/C/ Penny# or ?ears/
7enefits satisfa!tion
The benefits pac,age offered by Tangle6ood consists of basic medical coerage for most
employees# a 4)1K program# and maternity leae benefits/ 7dditional benefits for higher
leel employees include &)I tuition reimbursement for undergraduate education and/
Within the corporate human resources function# Marilyn "onBaleB has been increasingly
critical of the lac, of innoatie benefits offerings/ +merson and Wood recently proposed
that there be an oerhaul of the organiBation<s benefits because they do not create much
of an impression on employees/
Regional data
Table 5/1 contains summary information from the employee sureys# the =competition
inde8#> and turnoer/ Because the most pressing concern is managerial turnoer# only
data for store managers and assistant managers is displayed/ The data is collected by the
staffing serices diision and then summariBed across stores for a fie-year period/
1aing this long term aggregated data ma,es certain that the results are reasonably
robust/
The competition inde8 is a measure of the number of local businesses that might dra6
employees from Tangle6ood/ The scale ranges from 1 to 1)# 6ith higher alues
indicating more competition/ ?ome of the factors that go into the deelopment of the
competition inde8 include the number of other retail establishments in the area# the total
s9uare feet of retail aailable# and the number of other Tangle6ood stores/ This measure
6as not specifically deeloped for turnoer analysis# but the corporate office beliees that
it probably is a good indication of the number of alternatie organiBations that might
6ant to hire Tangle6ood<s managers/
Prepared by John Kammeyer-Mueller &'
T#4'e F)( Tur$o+er D#t# A&ross Lo&#tio$s
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e
:egion
Wor,
satisfaction
?uperisor
satisfaction
Pay
satisfaction
Benefits
satisfaction
Competition
2nde8
Turnoer
:ate
Total
Turnoer
+astern Washington %/' 4/1 '/) 4/% 5/* )/%% 13&
Western Washington '/( 4/4 %/( 4/& &/' )/'5 1%&
Dorthern Cregon '/1 %/3 1/& %/* 3/* )/41 14*
?outhern Cregon %/1 4/* '/5 4/& &/4 )/'4 55
Dorthern California '/* %/% 4/1 %/1 */% )/4* ''1
2daho %/( 4/' %/) 4/1 4/1 )/'( ((
Montana and Wyoming 4/4 %/% 4/1 %/& %/* )/%3 1%)
Colorado %/( %/& 4/5 %/' 5/( )/43 '1'
Utah '/& %/5 4/& %/3 4/3 )/'* 1)3
Deada '/% '/* '/( '/4 %/5 )/%% 1'&
De6 Me8ico %/3 %/' 4/* '/( 4/' )/'* 1)1
7riBona 4/1 '/( '/& %/1 5/3 )/%( 15'
&%
Correlations for individual surve$s
Aaryl Perrone has also deeloped a correlation matri8 that describes the relationship
bet6een sureys and performance indicators/ This is similar to the information described
in the alidation chapter/ Perrone thin,s the same methods can be used to assess turnoer
as can be used to assess selection methods# since turnoer is =selection in reerse/> These
data are aailable only for 1&% managerial employees across the entire chain oer time/
To ensure that the data are alid# only one year of information is used# so that the same
managers are not being counted multiple times/ The final ro6 presents correlations
bet6een the performance indicators and turnoer as 6ell/ :emember that turnoer is a
negatie outcome/ 7 negatie relationship bet6een satisfaction and turnoer means that
those 6ith a positie attitude to6ard the -ob are less li,ely to turnoer/ This also means it
generally is preferable to see negatie correlations bet6een performance indicators and
satisfaction# because it means that those 6ith higher leels of performance are less li,ely
to leae the organiBation/
T#4'e 5)0 Corre'#tio$s 4etwee$ sur+e/ -#t# #$- %erfor,#$&e i$-i&#tors
CitiBenship 7bsence Performance Turnoer
Wor, satisfaction Correlation )/1& -)/15 )/'* -)/1%
p-alue )/)3 )/' S)/)1 )/11
?uperisor satisfaction Correlation )/'' )/)( )/13 -)/1(
p-alue S)/)1 )/'5 )/)& )/)'
Pay satisfaction Correlation )/)% )/)1 )/)4 )/)(
p-alue )/51 )/() )/3' )/'5
Benefits satisfaction Correlation )/)( -)/)5 )/1' -/'4
p-alue )/'5 )/%( )/14 S)/)1
Turnoer Correlation -)/1( )/%' )/%4 nJa
p-alue )/)' S)/)1 S)/)1
<=0-.
:ualitative data7 E'it interview results
?taffing serices has strongly encouraged the regional managers to carefully interie6
their managerial employees 6hen they turnoer/ Because it is assumed that the regional
managers 6ill hae some familiarity 6ith the employees they are going to interie6#
staffing serices has traditionally encouraged a friendly# informal discussion that 6ill
ta,e place soon after the employee has turned in a resignation/ :egional managers are
instructed to# =as, the employees about 6hat factors influenced the manager<s decision to
Prepared by John Kammeyer-Mueller &4
leae Tangle6ood/> The content# pacing# and direction of the interie6 9uestions are left
to the manager<s discretion/
Because of these fairly loose guidelines# there is a great deal of ariety in the form and
content of these interie6s/ 1o6eer# there are some broad areas of similarity among the
responses/ Aaryl Perrone read through doBens of the interie6 reports proided by
managers and deeloped the three most significant trends he noted/
De%#rture 4e&#use of su%erior #'ter$#ti+es
Cne ma-or reason managers say that they are leaing the organiBation is because they
hae found superior alternaties/ Many of these managers e8press some regret about
leaing# but at the same time# state that there are certain career outcomes that
Tangle6ood simply does not proide at the present time/ Three representatie statements
from e8it interie6s are belo6$
&/s %u!h as B ove it here, B Dust !anEt pass up a Do# that pays 2;F %ore per
year to start in the high te!h industry. B aso thin- itEs Dust ti%e for %e to try out
so%e different wor-'
7ssistant Manager# Western Washington
&B woud stay if $angewood woud hep to finan!e %y +7/. 7ut B -now they
wonEt, and B -now that %y new e%poyer wi.'
7ssistant Manager# 7riBona
&+y new Do# pays %e G10,000 a year %ore, and B !an get %y whoe fa%iy on
%y heath pan for free. Hro% %y point of view, thatEs a rea no #rainer.'
?tore Manager# Dorthern California
De%#rture 4e&#use of -iss#tisf#&tio$ with the or*#$i1#tio$3s -ire&tio$
7 second reason many employees say that they 6ant to leae Tangle6ood is because
they are dissatisfied 6ith the direction of the organiBation/ 7lthough Perrone is reluctant
to ma,e strong statements about trends in these comments# he did notice that there
appeared to be more employees from the eastern and southern locations 6ho made these
comments$
&B !a%e on #oard #e!ause B thought $angewood woud #e a different type of
retai !hain" you -now, a pa!e where peope wor-ed #e!ause they a!tuay i-ed
what they did. 7ut for peope i-e %e who are wor-ing in a store that used to #e
run #y +ira#ee Ia for%er riva that $angewood #ought outJ, that od !uture
of !o%%and and !ontro is sti there. BtEs too %u!h of an uphi #atte to %a-e
e%poyee parti!ipation wor- here.'
?tore Manager# De6 Me8ico
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e &&
&Bt see%s i-e a ot of peope in upper %anage%ent here donEt reay -now what
they want, and thatEs frustrating. Bf B reay thought this !o%pany had a %ission,
BEd foow it. 7ut as it is, we see% to #e !onstanty teetering #etween this
Kparti!ipationE !on!ept and standard retai.'
7ssistant Manager# Utah
De%#rture 4e&#use of ,#6or 'ife e+e$ts
The final common reason for employees to leae# according to e8it interie6s# is that
some eent outside of 6or, has made it necessary for them to see, 6or, else6here/ The
most common reasons are family eents# such as the employee needing to ta,e time off to
care for a sic, relatie# the birth of a child# or relocation because of a significant others<
-ob offer/ T6o typical e8amples follo6$
&BtEs hard for %e to eave, reay. BEve #een wor-ing with $angewood ever sin!e
B graduated fro% !oege fifteen years ago. Bn %any ways, itEs i-e a fa%iy to
%e. 5owever, %y wife Dust found a great opportunity in Chi!ago that we donEt
want to pass up'
?tore Manager# +astern Washington
&+y dadEs #een reay si!- atey and B thin- that B need to #e in Horida for
hi%. <ou a have #een great to %e whie BEve #een here, #ut fa%iy has to !o%e
first.'
7ssistant Manager# 2daho
Prepared by John Kammeyer-Mueller &3
S!ecific assignment details7
7nalyBe the information from both the 9ualitatie sureys and narratie reports# and from
this information# deelop an oerall plan for improing retention outcomes for Tangle6ood/
1F :eie6 the information from the regional data and e8it interie6s# focusing on the
ma-or patterns that are associated 6ith store-leel turnoer/ What appear to be the most
significant problems for Tangle6ood based on this information@
'F :eie6 the information contained in the description of the situation# indiidual data#
and the e8it interie6s# focusing on the types of people 6ho seem to be leaing as 6ell
as the costs and benefits of oluntary turnoer described in your te8tboo,/ Ao you
thin, the eidence suggests that Tangle6ood has primarily functional or dysfunctional
turnoer@ What eidence led you to that conclusion@
%F Compare the suggestions for deeloping e8it interie6s from your te8tboo, to the
methods used by Tangle6ood/ What specific concerns do you hae about the 9uality
of the data from e8it interie6s in their current form@ What adice 6ould you gie
Tangle6ood to improe the 9uality of data they are receiing@
4F +aluate the -ob satisfaction surey/ Ao you beliee that this surey is comprehensie@
Using the information in your te8tboo,# consider additional information Tangle6ood
might 6ant to add to this surey to better understand turnoer/
&F Based on these data# 6hat interentions could Tangle6ood# as a 6hole# initiate to
improe their retention figures@ Pay specific attention to the ma-or sources of turnoer
identified in the data# as 6ell as the factors listed in your te8tboo, that are related to
turnoer but that might not currently be measured by Tangle6ood/ Kour suggestions
should be in the form of a memo from staffing serices to the corporate offices/
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e &5
AENDIG A!
HOB DESCRITIONS
Store 9#$#*er
T#s:s KSAOs
S%e&ifi& t#s:s T#s: Di,e$sio$s I,%ort#$&e
;E ti,e
s%e$t<
N#ture I,%ort#$&e to
T#s:s
;(A= r#ti$*<
1/ Manage the entire store to increase sales and
ensure efficiency/
'/ Coordinate store-leel actiities 6ith the
entire organiBation<s strategic policies/
%/ CrganiBe special promotions# displays and
eents/
7/ Planning and
coordination
&)I 1/ Kno6ledge of organiBational
policies and practices
'/ ?,ill in -udgment and decision
ma,ing
%/ 7bility to thin, creatiely and
deelop original solutions
4
&
4
4/ 7nalyBe sales figures and forecasting
demand for future periods
&/ Aetermine appropriate policies and
procedures for inentory# purchasing# and
personnel management that 6ill apply
store6ide/
3/ +nsure 9uality# customer serice# and health
and safety standards are met store6ide/
5/ Cersee the store<s management of legal and
security issues/
B/ 7dministration ')I 1/ Kno6ledge of retail management
policies and practices
'/ Kno6ledge of legal precepts
underlying personnel management
%/ ?,ill in the analysis of financial and
operational data
4/ 7bility to reason inductiely
%
4
&
%
*/ Chairing meetings 6ith assistant and
department managers/
(/ 7ssess customer satisfaction to ensure
appropriate customer serice is being
proided
1)/ +stablish programs and training to ensure all
employees are proiding appropriate
customer serice
C/ ?uperision and
leadership
%)I 1/ Kno6ledge of the customer base
sered by the store
'/ ?,ill in managing personnel
resources
%/ Communication and spea,ing s,ills
4
4
&
Ho4 &o$te7t! 2ndoors# office# business clothes# mostly sitting and standing# no enironmental or -ob haBards
Prepared by John Kammeyer-Mueller &*
Assist#$t Store 9#$#*er
T#s:s KSAOs
S%e&ifi& t#s:s T#s: Di,e$sio$s I,%ort#$&e
;E ti,e
s%e$t<
N#ture I,%ort#$&e to
T#s:s
;(A= r#ti$*<
1/ Manage an area Ehardlines# softlines# or
operationsJhrF of the store to increase sales
and ensure efficiency/
'/ Coordinate area-leel actiities 6ith the
entire organiBation<s strategic policies/
%/ CrganiBe special promotions# displays and
eents/
7/ Planning and
coordination
%)I 1/ Kno6ledge of organiBational
policies and practices
'/ ?,ill in -udgment and decision
ma,ing
%/ 7bility to thin, creatiely and
deelop original solutions
4
&
4
4/ 7nalyBe sales figures and forecasting
demand for future periods
&/ Aetermine appropriate policies and
procedures for inentory# purchasing# and
personnel management in consultation 6ith
the store manager that 6ill apply to the area
of the store/
3/ +nsure 9uality# customer serice# and health
and safety standards are met for the area/
5/ Cersee the area<s management of legal and
security issues in coordination 6ith the store
manager/
B/ 7dministration 4)I 1/ Kno6ledge of retail management
policies and practices
'/ Kno6ledge of legal precepts
underlying personnel management
%/ ?,ill in the analysis of financial and
operational data
4/ 7bility to reason inductiely
%
4
&
%
*/ Chairing meetings 6ith department
managers/
(/ 7ssess customer satisfaction to ensure
appropriate customer serice is being
proided
1)/ +stablish programs and training to ensure all
employees are proiding appropriate
customer serice
C/ ?uperision and
leadership
%)I 1/ Kno6ledge of the customer base
sered by the store
'/ ?,ill in managing personnel
resources
%/ Communication and spea,ing s,ills
4
4
&
Ho4 &o$te7t! 2ndoors# office# business clothes# mostly sitting and standing# no enironmental or -ob haBards
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e &(
De%#rt,e$t 9#$#*er
T#s:s KSAOs
S%e&ifi& t#s:s T#s: Di,e$sio$s I,%ort#$&e
;E ti,e
s%e$t<
N#ture I,%ort#$&e to
T#s:s
;(A= r#ti$*<
1/ Manage the department to increase sales and
ensure efficiency/
'/ Coordinate department actiities 6ith the
store<s policies# in consultation 6ith
assistant store manager/
%/ 2mplement special promotions# displays and
eents/
7/ Planning and
coordination
%)I 1/ Kno6ledge of organiBational
policies and practices
'/ ?,ill in -udgment and decision
ma,ing
%/ 7bility to thin, deelop original
solutions 6ithin prescribed
parameters
&
%
%
4/ 7nalyBe sales figures and forecast inentory
needs for future periods
&/ +nsure 9uality# customer serice# and health
and safety standards are met for the
department/
3/ +nforce safety# health# and security rules as
directed by the assistant store manager/
5/ 2nentory stoc, and reorder 6hen inentory
drops to a specified leel/
B/ 7dministration 4)I 1/ Kno6ledge of retail management
policies and practices
'/ Kno6ledge of legal precepts
underlying personnel management
%/ ?,ill in the analysis of financial and
operational data
4/ 7bility to reason inductiely
4
%
%
%
*/ 7ttending meetings 6ith store manager and
assistant managers/
(/ Airect employees in sales# ta,ing inentory#
and performing serices for customers
1)/ Monitor departmental performance to ensure
associates and shift leaders are proiding
appropriate customer serice
11/ Airect store associates in their 6or,
actiities
B/ ?uperision and
leadership
%)I 1/ Kno6ledge of customer serice
principles
'/ ?,ill in managing personnel
resources
%/ Communication and spea,ing s,ills
4
%
4
Ho4 &o$te7t! 2ndoors# customer serice enironment# business clothes# sitting and standing# some 6al,ing
Prepared by John Kammeyer-Mueller 3)
Shift Le#-er
T#s:s KSAOs
S%e&ifi& t#s:s T#s: Di,e$sio$s I,%ort#$&e
;E ti,e
s%e$t<
N#ture I,%ort#$&e to T#s:s
;(A= r#ti$*<
1/ "reet customers and ascertain 6hat each
customer 6ants/
'/ Maintain ,no6ledge of current sales and
promotions/
%/ Proide recommendations or locate
merchandise for customers/
4/ 7ns6er 9uestions regarding the store and its
merchandise/
&/ Aescribe merchandise and its operation and
care to customers/
7/ Customer serice 4)I 1/ Kno6ledge of customer
serice principles
'/ Kno6ledge of
merchandise offered in
the stores
%/ Communication and
spea,ing s,ills
4/ 7bility to relate to others
&
4
4
3/ Continually monitor for and resole security
and theft problems
5/ Tic,et# arrange and display merchandise to
promote sales/
B/ 2nentory control ')I 1/ ?,ill in organiBing#
combining# and
documenting information
'/ 7bility to perform light
lifting and ob-ect
manipulation
4
4
*/ 7ttending meetings 6ith department
managers/
(/ Airect employees in sales# ta,ing inentory#
and performing serices for customers
1)/ +nsure associates are proiding appropriate
customer serice
C/ ?uperision and
leadership
4)I 1/ Kno6ledge of customer
serice principles
'/ ?,ill in managing
personnel resources
%/ Communication and
spea,ing s,ills
4
%
4
Ho4 &o$te7t! 2ndoors# customer serice enironment# business clothes# sitting and standing# some 6al,ing# some light lifting# minimal
ris, of in-ury from stoc,ing sheles
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 31
Store Asso&i#te
T#s:s KSAOs
S%e&ifi& t#s:s T#s: Di,e$sio$s I,%ort#$&e
;E ti,e
s%e$t<
N#ture I,%ort#$&e to T#s:s
;(A= r#ti$*<
1/ "reet customers and ascertain 6hat each
customer 6ants/
'/ Maintain ,no6ledge of current sales and
promotions/
%/ Proide recommendations or locate
merchandise for customers/
4/ 7ns6er 9uestions regarding the store and its
merchandise/
&/ Aescribe merchandise and its operation and
care to customers/
7/ Customer serice 5)I 1/ Kno6ledge of customer
serice principles
'/ Kno6ledge of
merchandise offered in
the stores
%/ Communication and
spea,ing s,ills
4/ 7bility to relate to others
&
4
4
3/ Continually monitor for and resole security
and theft problems
5/ Tic,et# arrange and display merchandise to
promote sales/
B/ 2nentory control %)I 1/ ?,ill in organiBing#
combining# and
documenting information
'/ 7bility to perform light
lifting and ob-ect
manipulation
4
4
Ho4 &o$te7t! 2ndoors# customer serice enironment# business clothes# sitting and standing# some 6al,ing# some light lifting# minimal
ris, of in-ury from stoc,ing sheles
Prepared by John Kammeyer-Mueller 3'
AENDIG B!
RECRUITING "IELD DATA
Western Washington
Media Referrals Kiosk Job service
Applicants 14)) %%3' '(3% 4'%3
Candidates &%3 1&34 1%1& 1&(*
Hired ')4 1)'3 3&' %5*
6 month retention 1'4 *1( &)' %1)
1 year retention (' 5)% %&* '*4
!alification rate %*I 45I 44I %*I
Hiring rate 1&I %1I ''I (I
6 month retention 31I *)I 55I *'I
1 year retention 4&I 3(I &&I 5&I
"i#ed costs
Cost of set!p $per site% H')#)))/)) H%)#)))/)) H')#)))/)) H4)#)))/))
&!mber of locations '& '& '& '&
Cost of set!p $per division% H'&)#)))/)) H'&)#)))/)) H1#)))#)))/)) H'&)#)))/))
'ariable costs
Materials cost per applicant H&/)) H1)/)) H1/)) H&/))
(rocessing cost per applicant H%)/)) H%)/)) H1&/)) H1&/))
Additional pre)hire costs H')/)) H'))/)) H')/)) H)
*rientation and training H'#)))/)) H'#)))/)) H'#)))/)) H1#)))/))
+otal variable costs H431#)*)/)) H'#%(1#3*)/)) H1#%34#44*/)) H43'#5')/))
+otal cost H1#'11#)*)/)) H%#%(1#3*)/)) H'#*34#44*/)) H1#51'#5')/))
Cost per hire H&#(%3/35 H%#%)&/5% H4#%(%/%% H4#&%1/)1
Cost per 6 mo s!rvival H(#533/55 H4#141/'& H&#5)3/)5 H&#&'4/()
Cost per 1 year s!rvival H1%#13%/(1 H4#*'4/&* H*#))1/'& H3#)%)/5)
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 3%
,astern Washington
Media Referrals Kiosk
Applicants 43'( %(%3 '35%
Candidates 13)* 15') 111)
Hired 353 1)13 4%&
6 month retention 443 *(4 %4'
1 year retention %)5 5%' '*4
!alification rate %&I 44I 4'I
Hiring rate 1&I '3I 13I
6 month retention 33I **I 5(I
1 year retention 4&I 5'I 3&I
"i#ed costs
Cost of set!p $per site% H')#)))/)) H%)#)))/)) H')#)))/))
&!mber of locations '& '& '&
Cost of set!p $per division% H'&)#)))/)) H'&)#)))/)) H1#)))#)))/))
'ariable costs
Materials cost per applicant H&/)) H1)/)) H1/))
(rocessing cost per applicant H%)/)) H%)/)) H1&/))
Additional pre)hire costs H')/)) H'))/)) H')/))
*rientation and training H'#)))/)) H'#)))/)) H'#)))/))
+otal variable costs H1#&'5#&%&/)) H'#%('#34)/)) H('1#43*/))
+otal cost H'#'55#&%&/)) H%#%('#34)/)) H'#4'1#43*/))
Cost per hire H%#%3(/1% H%#%%(/'1 H&#&33/&(
Cost per 6 mo s!rvival H&#1)3/&* H%#5(4/() H5#)*)/%'
Cost per 1 year s!rvival H5#41*/3* H4#3%4/5& H*#&'3/%)
Prepared by John Kammeyer-Mueller 34
&orthern *regon
Media Kiosk Agency
Applicants '313 %(*3 1'()
Candidates 11)' 111) 314
Hired %54 3&3 4')
6 month retention '1* %4' 443
1 year retention 134 4%3 4)'
!alification rate 4'I '*I 4*I
Hiring rate 14I 13I %%I
6 month retention &*I &'I 1)3I
1 year retention 44I 33I (3I
"i#ed costs
Cost of set!p $per site% H')#)))/)) H')#)))/)) H5)#)))/))
&!mber of locations 1* 1* 1*
Cost of set!p $per division% H'&)#)))/)) H1#)))#)))/)) H'&)#)))/))
'ariable costs
Materials cost per applicant H&/)) H1/)) H1)/))
(rocessing cost per applicant H%)/)) H1&/)) H%)/))
Additional pre)hire costs H')/)) H')/)) ')
*rientation and training H'#)))/)) H'#)))/)) H1#)))/))
+otal variable costs H*45#)4)/)) H1#%**#*(3/)) H4*)#)))/))
+otal cost H1#4&5#)4)/)) H'#54*#*(3/)) H1#(()#)))/))
Cost per hire H%#*(&/*% H4#1()/%( H4#5%*/1)
Cost per 6 mo s!rvival H3#3*%/35 H*#)%5/51 H4#431/**
Cost per 1 year s!rvival H*#**4/%( H3#%)4/*1 H4#(&)/'&
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 3&
-o!thern *regon
Referrals Kiosk Agency
Applicants 1'4* '5%) 11'(
Candidates 31) *33 &''
Hired %(3 %43 %*3
6 month retention %13 '&3 %34
1 year retention '() '13 %'3
!alification rate 4(I %'I 43I
Hiring rate %'I 1%I %4I
6 month retention *)I 54I (4I
1 year retention 5%I 3'I *4I
"i#ed costs
Cost of set!p $per site% H%)#)))/)) H')#)))/)) H5)#)))/))
&!mber of locations 13 13 13
Cost of set!p $per division% H'&)#)))/)) H1#)))#)))/)) H'&)#)))/))
'ariable costs
Materials cost per applicant H1)/)) H1/)) H1)/))
(rocessing cost per applicant H%)/)) H1&/)) H%)/))
Additional pre)hire costs H'))/)) H')/)) ')
*rientation and training H'#)))/)) H'#)))/)) H1#)))/))
+otal variable costs H('1#1')/)) H54'#3))/)) H4%*#**)/))
+otal cost H1#3&1#1')/)) H'#)3'#3))/)) H1#*)*#**)/))
Cost per hire H4#13(/4( H&#(31/'5 H4#3*3/''
Cost per 6 mo s!rvival H&#''&/)3 H*#)&5/)% H4#(3(/4&
Cost per 1 year s!rvival H&#3(%/&' H(#&4(/)5 H&#&4*/51
Prepared by John Kammeyer-Mueller 33
AENDIG C!
SELECTION 9EASURES
The selection measures employed by Tangle6ood Aepartment ?tores are described in the
follo6ing pages/
$angewood Cepart%ent Stores /ppi!ation Hor%
ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ ZZZZZZZZZZZZZZZZZZZ ZZZZZZZZZZZZZZZZZZ
Z
N7?T name !2:?T name Middle
D#te of #%%'i&#tio$! ZZZZZZZZZZZZZZZZ ZZZZZZZZZZZZZZZZ ZZZZZZZZZZZZZZZZ
Month Aay Kear
D#te o$ whi&h /ou
&#$ st#rt wor:! ZZZZZZZZZZZZZZZZ ZZZZZZZZZZZZZZZZ ZZZZZZZZZZZZZZZZ
Month Aay Kear
Co$t#&t i$for,#tio$!
ZZZZZZZZZZZZZZZZZZZZZZZZZZZZ
Z
ZZZZZZZZZZZZZZZZZZZZZZZZ ZZZZZZZZZZZZZZZZZZZZZ
?treet or route City ?tate and [2P Code
ZEZZZZFZZZZZZZZZZZZZZZZZZZZZZ ZEZZZZFZZZZZZZZZZZZZZZZZ
Z
ZZZZZZZZZZZZZZZZZZZZZ
1ome phone number 7lternatie phone number e-mail address
Position for 6hich you are applying$ ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ
2f hired# can you furnish proof that you are eligible to 6or, in the United ?tates@ Kes Do
1ae you eer been conicted of a felony@ Kes Do
2f yes# please e8plain$ ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ
E-u&#tio$ histor/
?chool# city# and
state
Aate
started
Aate
finished
Aid you
graduate@
Aegree
receied
!ield of
study
"+A
1igh school
College
BusinessJtrade
school
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 35
"raduate
E,%'o/,e$t histor/
Company name Job title Primary duties
Aates
employed
:eason for
leaing
Tangle6ood Aepartment ?tores is an +9ual +mployment Cpportunity +mployer/ 2t is our policy to maintain and promote nondiscrimination
regarding race# color# creen# national origin# military serice# age# and se8ual orientation in all of our employment practices/
$angewood Cepart%ent Stores Bnterview Hor%
ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ ZZZZZZZZZZZZZZZZZZZ ZZZZZZZZZZZZZZZZZZ
Z
Candidate last name !irst name Middle
Position applied for$ ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ
To%i& #re#s for i$ter+iew ;&he&: e#&h #re# #s it is &o+ere-<!
Aoes applicant hae e8perience 6or,ing in a group or team setting@
Aoes applicant feel comfortable 6or,ing in a participatie enironment li,e Tangle6ood@
Aoes applicant understand the organiBation<s mission and alues@
Aoes applicant hae a clear understanding of 6hat the position 6ill entail@
Aoes applicant hae some ,no6ledge of the camping and outdoor goods mar,et@
Aoes applicant understand basic principles of proiding customer serice@
2s applicant aailable to 6or, scheduled shift hours@
A%%'i&#$t suit#4i'it/ for %ositio$!
Pery suitable for position; strong recommendation for hire
?uitable for position; recommended for hire
Dot recommended for hire
Comments regarding interie6$
Prepared by John Kammeyer-Mueller 3*
'e#se !rint /our $#,e 4e'ow!
ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ ZZZZZZZZZZZZZZZZZZZ ZZZZZZZZZZZZZZZZZZ
Z
2nterie6er last name !irst name Middle
Si*$#ture! IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII D#te! IIIIIIIIIIIIIIII
+arshfied /ppi!ant )6a%
1. If David can ride his bicycle 2 miles in 5 minutes,
how many miles can he ride his bicycle in 10
minutes?
a. 10 miles
b. 4 miles
c. 7 miles
d. none of the above
2. oretta does not want to sit ne!t to "livia in the car.
#rancis will not sit in the front seat, and also does not
want to sit ne!t to $re%. $re% wants to sit in the bac&
seat. 'ho will sit in the front seat?
a. oretta and $re%
b. "livia and $re%
c. oretta and "livia
d. oretta and #rancis
(. )*+,- is to )I./-0 as1
a. 2/I2,-* is to #3
b. #3 is to )4+00"'
c. D"$ is to 2+.
d. D52, is to #3
4. 'hich of the followin% number se6uences do not
contain identical numbers?
a. 007474 007(74
b. 7458(7 7458(7
c. 29117( 29117(
d. 558472 558472
5. )teve is sellin% shirts for :14.75. If Dominic %ives
)teve a :20 bill for a shirt, how much chan%e should
)teve %ive him bac&?
a. :8.25
b. :4.25
c. :5.25
d. :(.50
8. .here are five ;i<<as with ei%ht slices each that have
to be evenly divided amon% 10 ;eo;le. /ow many
;ieces of ;i<<a will each ;erson receive?
a. 5 and 4=5
b. 5
c. ( and 1=2
d. 4
7. +.+*.I2 is to "2-+* as1
a. I*DI+* is to )-+
b. >I*-$+0 is to "I
c. 2/-DD+0 is to 2/--)-
d. #0+*2- is to 2"*.I*-*.
7. 'hich of the followin% words is s;elled incorrectly?
a. #iduciary
b. #orefit
c. 2om;le!ity
d. 0enaissance
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 3(
9. #our ;eo;le are standin% in line for movie tic&ets.
*oah is ne!t to ynn. ?an is not last, and is not ne!t
to ynn. .om is not ne!t to ynn. ynn is after @but
not ne!t toA ?an. 'hat is the order of these ;eo;le?
a. .omB?anBynnB*oah
b. .omBynnB*oahB?an
c. ?anB.omB*oahBynn
d. ynnB?anB.omB*oah
10. 4aramount city is 100 miles west of *adir city. "ne
train leaves 4aramount city travelin% east at 40 miles
;er hour. +nother train leaves *adir city travelin%
west at 80 miles ;er hour. /ow much time will it ;ass
before the trains meet?
a. C hour
b. 1 hour
c. 2 hours
d. *everD theyEre %oin% the wron% way
Sa%pe 8uestions fro% the Personaity 8uestionnaire
Airections$
!or each of the follo6ing items# describe ho6 6ell they apply to use on a scale from 1Lthis is not
a good description of me to &Lthis is an e8cellent description of me/
E'traversion
AAAAA 2 en-oy seeing people at parties/
AAAAA 2 find tal,ing to ne6 people ery comfortable/
AAAAA 2 seldom feel apprehensie in social settings/
AAAAA 2 prefer to be around other people 6hen 2 can/
AAAAA ?tarting conersations is ery easy for me/
AAAAA When in groups# 2 often am the center of attention/
AAAAA People tell me that 2 tend to tal, fre9uently/
AAAAA 2 thin, that it<s fun to meet ne6 people/
AAAAA 2 6ould generally say that 2 hae a large circle of friends and ac9uaintances/
AAAAA 2 li,e to spea, up in classes and other group situations/
Conscientiousness
AAAAA 2 am a highly detailed person/
AAAAA 2 meet my commitments in life# and follo6 through on 6hat is as,ed of me/
AAAAA 2 consistently set goals for myself and complete them/
AAAAA 2 prefer a 6ell-ordered schedule to doing things in a random order/
AAAAA 2 al6ays ma,e sure 2 do my part in 6or,# and put in e8tra effort 6hen needed/
AAAAA 2t is rare for me to be disorganiBed or messy/
AAAAA 2 ,eep ery close 6atch on ho6 much money is in my chec,ing account/
AAAAA 2 li,e to sort things so eerything is in the right place/
AAAAA 2t is important for people to contribute to the groups they belong to/
AAAAA 2 al6ays get right to 6or,/
AAAAA 2f 2 start something you can bet it 6ill be finished/
Prepared by John Kammeyer-Mueller 5)
Sa%pe 8uestions fro% the +arshfied 7iodata 8uestionnaire and )ssay
Dire&tio$s for Bio-#t# ess#/!
Most people find that they e8perience situations that lead them to feel li,e they 6ere under
pressure/ We 6ould li,e to ,no6 about a specific situation in 6hich you felt li,e there 6as a
great deal to do# and not enough time or resources to complete the pro-ect/ Try to ans6er the
follo6ing 9uestions in your description$
1/ What e8pectations 6ere placed on you@
'/ What about the situation 6as the most stressful for you@
%/ What did you do to alleiate your stress@
4/ What did you learn from this situation@
E7#,%'es of other ite,s) A'' #re res%o$-e- to o$ # =A%oi$t J+er/ ofte$K to J$e+erK s&#'e!
1/ 1o6 often hae you been too embarrassed to as, someone for help 6ith a pro-ect at
school# een though you really needed it@
'/ 1o6 often has hae you felt li,e others 6ere free-riding on your efforts@
%/ 1o6 often hae you confronted a co-6or,er or classmate 6ho did not do enough of the
6or, for a group pro-ect@
4/ 1o6 often hae you had to persuade someone to change his or her mind@
&/ 1o6 often hae you ta,en action to =get een> 6ith a co-6or,er 6ho did something
unfair to you@
3/ 1o6 often do you feel li,e it 6ould be better to let others do all the 6or, in a pro-ect
group because you had other# more pressing# -ob or school demands@
5/ 1o6 often hae you 6or,ed in a group or some actiity 6here team6or, 6as the only
6ay anything could be achieed@
*/ 1o6 often hae you appealed a grade from a class or a rating on a performance appraisal
form@
(/ 1o6 often 6ere you been in a position of leadership in school or e8tracurricular
actiities@
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 51
*etai +ar-et ,nowedge $est
$he foowing test has #een designed #y the $angewood Corporation to e6a%ine how we
potentia asso!iates understand the retai %ar-et and $angewoodEs uni=ue roe in the %ar-et.
$hese are ony a sa%pe of the ite%s on the test.
A) List the to% fi+e ret#i' ,#r:eti$* fir,s ;i$ ter,s of tot#' re+e$ues< i$ the U$ite- St#tes)
1/ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ
'/ ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ
%/ ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ
4/ ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ
&/ ZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZZ
B) How ,#$/ T#$*'ewoo- store 'o&#tio$s #re there i$ the U$ite- St#tesL IIIIIIIIII
C) Whi&h of the fo''owi$* stores h#s # ret#i' ,#r:et $i&he ,ost 'i:e T#$*'ewoo-L
() G#$-er 9ou$t#i$
0) T#r*et
5) HC e$$/
8) 9#&/3s
=) 9ore th#$ o$e of the #4o+e
D) Whi&h of the fo''owi$* is not #$ #-+#$t#*e of &#rr/i$* i$Ahouse 4r#$-sL
() Re-u&e- re2uire,e$t for %ri&e 4#r*#i$i$*
0) The #4i'it/ to set %ri&es re'#ti+e to other 4r#$-s
5) I$Ahouse 4r#$-s #re 'ess e7%e$si+e to #-+ertise
8) I$Ahouse 4r#$-s &#$ 4ui'- u% # &usto,er 4#se th#t is ,ore 'o/#'
=) A'' of the #4o+e #re #-+#$t#*es to i$Ahouse 4r#$-s
E) Whi&h of the fo''owi$* st#te,e$ts is trueL
() O'-er sho%%ers #re #s 'i:e'/ #s /ou$*er sho%%ers to swit&h 4r#$-s
0) Sho%%ers %refer %ro-u&ts #-+ertise- with #ttr#&ti+e ,o-e's &o,%#re- to ,o-e's
th#t J'oo: 'i:e the #+er#*e %erso$K
5) Hi*h'/ i$+o'+e- sho%%ers #re $o ,ore 'i:e'/ to 4e &o$+i$&e- 4/ r#tio$#' #%%e#'s
th#$ sho%%ers i$ *e$er#'
8) The use of &e'e4rities i$ #-+ertisi$* is #$ #tte,%t to i,%ro+e sho%%ers i-e$tifi&#tio$
&o,%'i#$&e with the ,#r:eti$* ,ess#*e
Prepared by John Kammeyer-Mueller 5'
AENDIG D!
INDICIDUAL ALICANT INFOR9ATION
Biodata 7pplicant
e8am
:etail
Kno6ledge
Conscientiousn
ess
+8traersion
7ndre6s# Aaid
5) 4& 3& 5& 5)
"reer# ?hauna
3) 3& 5) &) ()
:enoir# Ma8ine
*) 3) 4) () *)
Binghome# Bruce
3) && *) 3& &&
Korn# John
4) *) 4& 3) 3)
Thomas# Mindy
5& 4) %) *) 5&
Pacarri# Brenda
&& %& 4& 3) 5&
:eBnor# Thomas
3& () 3) 5) *)
Aurall# 7dam
3) 3) && &) 3&
1ec,man# Jane
*& && 3) () ()
Corporate 7erage
&) &) &) &) &)
Managerial aerage
3) 3) 3& && 5)
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 5%
A7P2 A 7DA:+W?
CBJ+CT2P+
To obtain a position emphasiBing management in a ma-or retail organiBation
that 6ill enable me to combine my loe of the outdoors and camping 6ith a
profitable career/
+\P+:2+DC+
'))5]')1' Dorthumberland Camping Phoeni8# 7[
Nationa Saes +anager
2ncreased national sales from H&) million to H1)) million/
Aoubled sales per representatie from H& million to H1) million/
?uggested ne6 products that increased earnings by '%I/
')))]'))3 Dorthumberland Camping Phoeni8# 7[
Cistri!t Saes +anager
2ncreased district sales from H& million to H1) million/
Managed &) sales representaties in 1) Western states/
2mplemented training course for ne6 recruits G speeding profitability/
1((*]1((( Bar,ole Woods ?upply !lagstaff# 7[
+ar-eting Bntern
Aeeloped s,ills in mar,eting a 6ide ariety of outdoor goods/
Wor,er 6ith senior mar,eting managers on deeloping ne6 products/
Performed seeral direct sales calls/
+AUC7T2CD
1(*4]1(** Dorthern 7riBona Uniersity !lagstaff# 7[
B/7/# Business 7dministration EMar,eting !ocusF/
Participated in orientation club
1(((]'))1 Uniersity of Phoeni8
M/B/7/ 6ith a concentration in mar,eting
2DT+:+?T?
:unning# gardening# carpentry# computers/
Prepared by John Kammeyer-Mueller 54
S HAUNA GREER
OBJECTIVE
I have a real passion for retail, and a real love for orporate !ana"e!ent#
I $ant to find a position that helps !e o!%ine these interests and "ain
so!e !ana"erial e&perienes# Altho'"h I have not $or(ed e&tensivel)
in a orporate !ana"erial apait) in the past, I %elieve that !)
o!%ination of ver) stron" or"ani*ational s(ills as $ell as !) "eneral
+people aptit'de, $ill !a(e !e an e&ellent leader# -) previo's $or(
as an assistant !ana"er at the Tan"le$ood fla"ship store in Spo(ane
learl) indiates !) aptit'de for this $or(#
E./ERIENCE
011234504 Tan"le$ood Spo(ane, 6A
Assistant Store Manager for Hardlines
Aided the store !ana"er in developin" ne$ pro!otions#
Oversa$ !'h of the $or( in the store7s hardlines area#
Cond'ted %i8ann'al fo's "ro'ps $ith representatives of the
o!!'nit)#
-ana"ed an operatin" %'d"et $ith no overa"es#
011930112 :er"'son and Bard$ell So'th Rid"e, 6A
Shoe department manager
;ireted a sales fore of 95 shoe salespeople#
-ana"ed all aspets of sales displa)s#
;eveloped ontats $ith loal ne$spapers for advertisin"#
Reeived onsistent e&ellent perfor!ane revie$s fro! s'pervisors#
E;UCATION
012130119 Universit) of Illinois Cha!pai"n8Ur%ana, I<
B#A#, B'siness Ad!inistration and Co!p'ter Siene#
Grad'ated summa cum laude#
INTERESTS
An)thin" that has to do $ith retail is a stron" interest for !e# I have r'n
in the Chia"o and -inneapolis !arathons for several )ears#
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 5&
M7\2 D+ :+DC2 :
CBJ+CT2P+
To continue my current career progress to6ards ma8imiBing my
potential in the field of retail management/
+\P+:2+DC+
'))3]')1' Tangle6ood Aepartment ?tores Aener# CC
Store +anager
Motiated a dierse 6or,force to e8pand our sales base/
Managed a change process that restructured the 6or,force
completely/
Personally superised during a period of rapid sales gro6th/
'))4]'))& Macy<s Philadelphia# P7
Cistri!t Saes +anager
Presided oer the deeloped of a ne6 department store/
Managed ') department stores sales promotions and
mar,eting efforts
2ndiidually implemented methods to decrease labor costs
%)I
1((*]'))% Tangle6ood Aepartment ?tores Portland# C:
Senior Saes *epresentative
7chieed record sales in the outdoor apparel diision
:educed oerhead for 6arehouses# cutting costs by 1&I
1((3]1((* +enflo Products ?outh :idge# ?C
Saes *epresentative
+stablished a ne6 sales area by partnering 6ith area grocers
2ncreased sales by 1)I through indiidual effort
+AUC7T2CD
1((']1((3 Panderbilt Uniersity Dashille# TD
B/7/# Business 7dministration and Computer ?cience/
M/B/7/ Boston Uniersity
Prepared by John Kammeyer-Mueller 53
Bruce Binghome
Objective . consider myself an active/ go)getting type of person 0ho loves to go for
the gold in everything . do1 +his enth!siasm is a h!ge part of ho0 .
approach my c!rrent search for a 2ob in the area of apparel marketing
and promotions1
Experience -tore Manager
3444)34131 +angle0ood
Managed a 514 million ann!al b!dget
.ncreased ann!al sales for t0o prod!ct lines by over 647
Worked closely on promoting the 8lighter side of -ears9 pro2ect
Corporate Manager
1::;)344< =enson and -tabler Retailing
.nitiated internet direct sales approach
*versa0 the e#pansion of the company into ;47 more locations
Worked 0ith marketing team to develop ne0 0ebsite design
Marketing Representative
1:>6)1::; ?istance Co!riers/ &e0 @ork City/ &@
-ec!red ma2or contracts 0ith several brokerage ho!ses
.nitiated direct marketing system that c!t distrib!tion costs ;47
?eveloped plans for increasingly sales base by <67
-alesperson
1:>;)1:>6 Airple# ?esigns/ -an ?iego/ CA
-old al!min!m gliders thro!gh direct contact 0ith clients
,arned over 5364/444 per year in reven!e
Managed three interns
Education =oston College 1:<>)1:>3
=1A1 in Anthropology
Arad!ated magna cum laude
Interests . am an amate!r actor and perform -hakespeare .n the (ark
References References are available on reB!est1
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 55
john yorn
objective and strengths
i 0ant to accomplish a ne0 vision for athletic foot0ear1 innovation is
central to my 0ay of life and goals1 !nlike most marketing
professionals/ i have a diverse backgro!nd that helps me really
e#pand beyond the traditional parameters of the marketing f!nction1
professional profile
krtg systems advertising manager 2010-2012
i completely revised the 0ay krtg marketed their corporate employee monitoring
soft0are1 in the past/ they sold direct to corporations they 0orked 0ith1 !nder my
direction/ they changed this practice by b!ndling their soft0are 0ith net0ork server
!tilities1 this lead to a nearly ;47 increase in sales in an other0ise depressed
market1
borders bookstore promotions manager 2008-2010
i performed e#tensive research into cross)prod!ct marketing s!ch as combining
book promotions 0ith t)shirts/ beverages/ food items/ board games/ etc1 in
addition/ i developed display concepts for the stores1
corporate giving liaison, make-a-wish 2006-2008
in this position i established relationships 0ith large corporationsC corporate giving
departments in order to raise f!nds1 in this position i 0as able to develop my skills
0ithin a corporate setting/ 0hich 0as very ne0 to me1
personal assistant to mr. adam horowitz 2005-2006
in this rather !n!s!al position/ i primarily sco!red athletic eB!ipment stores and
second)hand bo!tiB!es to find vintage athletic gear for mr1 horo0itD1
aarons s!ds and s!ds la!ndromat manager 200"
this position 0as my first opport!nity to manage others
Education
ne0 york !niversity/ grad!ated in 344E
degree in h!manities
d!al minor in 0omenCs st!dies and 2aDD performance
Prepared by John Kammeyer-Mueller 5*
M2 DAK T1CM7?
CBJ+CT2P+
2 am see,ing a position 6ith managerial responsibility and room for
adancement/
+\P+:2+DC+
'))4]')1' :ed6ood Ca,s Mall Pancouer# Canada
+a %anager
!acilitated interactions 6ith store o6ners and ensured ade9uate consumer
traffic in the stores
Aeeloped plans for mar,eting to a more dierse client base/
Managed a H1& million annual budget
1((%-'))% De6 Bruns6ic, KMC7 De6 Bruns6ic,# Canada
+uti?site %anager
Managed all aspects of three different KMC7 sites/
7ccountable for appro8imately ')) full-time staff/
1(()-1((% Tangerine Aream Tanning ?alon ?po,ane# W7
)ntrepreneur
?tarted up ne6 business 6ith capital earned through inestors/
Coordinated all aspects of mar,eting# promoting# and adertising the salon/
?old business at a *))I profit oer original e8penditures/
+AUC7T2CD
1(**]1((% "onBaga College ?po,ane# W7
B/7/# Business 7dministration/
1((%]1((4 Cornell Uniersity 2thaca# DK
Master of 7rts in Nabor and 2ndustrial :elations/
2DT+:+?T?
+8ercise# long-distance running# history# poetry/
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e 5(
=R,&?A 'ACARR.
*=J,C+.',
+o increase my e#perience in the area of manaagement1 While .
have 0orked only for one company in my professional career/ .
am ready for a change1 . also believe this e#perience is especially
good for an organiDation like +angle0ood that sho!ld be
constantly striving to !nderstand the o!tdoor market niche1
,F(,R.,&C,
1::>G3413 H!dson River *!tdoors
Store Manager
Managed comm!nications 0ith m!ltiple o!tdoor prod!ct
man!fact!rers reB!iring freB!ent interaction and conflict
management skills
Coordinated local area prod!ct fairs and display
opport!nities
,ngaged in the process of revie0ing and selecting
employees
-!pervised a staff of >4):4 employees
Managed b!dgets/ prepared reports for the board of
directors
Worked cooperatively 0ith m!ltiple constit!ents/ incl!ding
regional o!tdoors companies/ retailers/ and prod!ct
development specialists
*versa0 the development of several ho!se brands of
merchandise for the o!tdoor market/ incl!ding tents/
sleeping bags/ and campstoves
,?HCA+.*&
1::EG1::> A!elph Hniversity
=1A1/ ,nglish literat!re1
.&+,R,-+-
. am a great lover of people and find the process of !nderstanding
h!man beings endlessly fascinating1
Prepared by John Kammeyer-Mueller *)
T1CM7? :+[DC:
CBJ+CT2P+
Cbtaining a re6arding career that allo6s me to e8ercise my ,no6ledge
of retail management in a gro6th-oriented enironment/
+\P+:2+DC+
'))3]')1' Tangle6ood department stores ?eattle# W7
Northwest *egion Saes Cire!tor
2ncreased sales for the region by 4&I/
Aoubled sales per store in troubled mar,ets/
?uggested ne6 products that increased earnings by '%I/
'))1]'))& Johnson and Johnson De6 Kor,# DK
+ar-eting +anager, /ni%a 5eath Civision
?uperised e8pansion into seeral 7sian mar,ets
Cersa6 a 4)I increase in sales in the 7sian diision
Managed a campaign to increase internet adertising to physicians
1((*]'))1 2nter6ebB Palo 7lto# C7
Corporate saes %anager
Participated in firm<s initial rollout of the 2nter6ebB bro6ser
Cersa6 massie e8pansion of product through internet mar,eting
1((4]1((* Microsoft :edmond# W7
Bnfor%ation Syste%s +anager
Aeeloped code for components of the Windo6s %/1 system
Performed preliminary research on using internet applications
+AUC7T2CD
1(()]1((4 1arard Uniersity B/7/# Computer ?cience/
'))1]'))% De6 Kor, Uniersity M/B/7/# Mar,eting !ocus
2DT+:+?T?
Web programming# mathematics# philosophy/
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e *1
Adam Durvall
Objective .ncreasing my e#perience in the field of management1
Experience -ales Manager
3441)3413 ?avidson -tores
CapitaliDed on kno0ledge of retail in a ne0 position
.nteracted 0ith direct salespeople in several department stores
Completed co!rses in marketing f!ndamentals
-ales Associate
1:>:)3444 ?avidson -tores
?irectly interacted 0ith c!stomer foc!s gro!ps
Iearned abo!t the retail market and advertising
,ngaged in e#tensive international market research
Marketing Manager
1:>1)1:>> ?airymatch Creamers
.ncreased e#pertise related to management techniB!es
=ecame versed in the cheese market
Helped incorporate changes in prod!ct design/ incl!ding more string
cheese and cheese c!rds
-ales -!pport
1:<;)1:>4 .=M
"acilitated repeat b!siness contacts
.nteracted e#tensively 0ith end)!sers in corporations
?eveloped kno0ledge of the comp!ter mainframe market
References References are available on reB!est1
J 7D+ 1+CKM7D
Prepared by John Kammeyer-Mueller *'
CBJ+CT2P+
Wor,ing actiely in the field of retail forecasting at the Tangle6ood
Corporation/ 2 6ill accomplish this goal^
+\P+:2+DC+
'))4]')1' Tangle6ood Aepartment ?tores ?eattle# W7
/ssistant +anager
7ctiely participated in upper management decisions
7ssessed the need for many products and serices# and made
suggestions for improement 6heneer possible
?pearheaded an effort to reduce accident rates
'))1]'))% Tangle6ood Aepartment ?tores ?eattle# W7
Cepart%ent +anager
Nead a dynamic team of indiiduals to sole business
problems
Aeeloped strong ,no6ledge of retail sales mar,et through
e8tensie product research
Collaborated 6ith other department managers to create
positie cross-functional business synergy
1((4]'))) Tangle6ood Aepartment ?tores ?eattle# W7
Saes /sso!iate(Shift Leader
Maintained a positie enironment on the sales floor
+nsured merchandise 6as stoc,ed and tastefully displayed
Made suggestions to improe the store<s appearance and
function
+AUC7T2CD
1(()]1((4 Uniersity of Washington ?eattle# W7
B/7/# Business 7dministration and 1istory/
2DT+:+?T?
"ardening# ta,ing care of my beautiful Collie ?andy# and bird 6atching/
?ub-ect Dotes
7ndre6s#
Aaid
7l6ays loo,ed up to Tangle6ood 6hen 6or,ing in the camping industry# 6ants to ma,e the s6itch to
general retail management
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e *%
Beliees that his e8periences 6ill help him set up the flagship store as the number one outlet for
camping goods and other outdoors products in the 6estern U/?/# and that this 6ill help all the stores
achiee ne6 and better returns
7dmitted the e8perience of running a store 6ould be a ne6 challenge# but he felt it 6as something he
could handle
"reer#
?hauna
Aescribed herself as dedicated# loyal# and ambitious
Wanted to use the management of the flagship as a 6ay to 6or, into the central corporate function#
because she beliees she has e8ecutie potential
!eels that her e8periences 6ithin Tangle6ood hae taught her to =grab the brass ring#> meaning that she
thin,s she needs to ma,e things happen rather than 6aiting for change/
:enoir#
Ma8ine
Beliees that her combined e8perience both 6ithin Tangle6ood and outside Tangle6ood ma,e her an
especially good candidate
1er e8perience taught her the importance of securing a uni9ue mar,et segment and really concentrating
your efforts in that mar,et
Aescribed managing the flagship store as a =dream -ob>
Binghome#
Bruce
:eported that he had a ery positie e8perience 6ith Tangle6ood and beliee that he 6as an e8cellent
fit for the company<s culture
?aid that his desire to s6itch locations 6as based primarily on the opportunities that the flagship
location seemed li,e the best place for an achieement oriented manager in Tangle6ood to go
Was especially interested in the opportunity to engage in promotional 6or,# 6hich he hasn<t been able
to do as much as he<d li,e
Korn# John Aescribed himself as a maeric, and freethin,er 6ho could sha,e things up for Tangle6ood
+8plained ho6 the current business model for Tangle6ood could be enhanced by merging the outdoors
theme 6ith a technological theme
?aid that although his e8perience 6as unusual for a position li,e a retail store manager# he ,ne6 that he
could accomplish great things 6ithin Tangle6ood
Thomas#
Mindy
?aid she 6as ready for a change to standard retail management after years of 6or,ing as a coordinator
+specially felt that her people s,ills 6ere not being ade9uately utiliBed in his old position# and said =2
really do manage people 6ell/>
?aid that it 6ould be e8citing to manage someplace li,e the flagship for such a ma-or retail presence
Pacarri#
Brenda
!elt that Tangle6ood 6as a great career option because her current employer proided her 6ith no
further opportunities for gro6th
Aescribed the Tangle6ood corporate culture as =organic# people focused# and open to ne6 possibilities>
Aescribed former employer in positie terms; said she 6as sorry to go but needed ne6 opportunities
:eBnor#
Thomas
+8plained his s6itch from mar,eting positions$ 6ants to be closer to the actual sales enironment and
focus less on creating adertising information
Beliees his mar,eting bac,ground is actually a strength# because he has ideas for ho6 to improe the
presence of Tangle6ood<s flagship store as a mar,eting tool
+8pressed optimism about the company<s future and said he 6as eager to get to 6or,
Aurall#
7dam
Aescribed ho6 his e8perience 6ith another organiBation ma,es him a strong choice for future
management efforts
?aid that Tangle6ood really needed to 6or, harder to reduce prices and dedicate more floor space to
impulse items
Proided suggestions for ho6 to reach ne6 mar,ets of discount shoppers
1ec,man#
Jane
+8pressed strong interest in remaining 6ith Tangle6ood because she found it the most dynamic
enironment possible/
Aescribed corporate culture as achieement oriented# team focused# and gro6th striing
Belieed her dedication and long serice in the company ma,e her uni9uely 9ualified
AENDIG E!
Prepared by John Kammeyer-Mueller *4
E9LO"EE SATISFACTION SURCE"
As you know, the Tanglewood team is dedicated to ensuring that all of our associates and managers
have opportunities to express their opinions regarding store operations. In an effort to better assess the
quality of work life for our associates and managers across the entire chain, Tanglewoods corporate
offices are distributing the following annual satisfaction survey to all of our employees. If you could take
ten minutes to complete the following items and mail the survey back to the central office, we would very
much appreciate it.
e do want to know where you work so we can compare your results to others who work at the same
location, but your individual responses will be kept confidential. e do not want you to report your name.
!tore location " ###############################################
$ob title " ###############################################
!tore location " ###############################################
%or each of the following questions, check the box that best describes your feelings"
!trongly
disagree &'(
)isagree &*( +eutral &,(
Agree
&-(
!trongly
agree
&.(
.. The work that I do at Tanglewood is
interesting and en/oyable to me.
-. I look forward to doing my /ob most of
the time.
,.0y supervisor has done a good /ob of
showing me how to do my /ob.
*. I trust my supervisor and think he1she
does a good /ob.
,. I think that they system for paying
employees is basically fair.
*. The compensation I receive for my work
is satisfactory.
'. The health benefits at Tanglewood are
adequate.
2. I think that Tanglewood provides
employees with great benefits.
Tangle6ood Caseboo, to 7ccompany Staffing Organizations, 7e *&