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Staffing Strategy sample essay

1.) Acquire or Develop

Tangle wood is a primarily a general retail outlet with so many branches stores in different country. I recommend that instead of developing talent, well its better if we will focuses on acquiring it.Tanglewood should take on the talent development approach. Acquiring from within is always a good way to maintain a productive workforce. Tanglewood should take into consideration that potential employees for managerial position should be well-trained since these employees have already passionately worked for them for a year or more. These employees are determined to perform their tasks well. Because I believe that when the employees notice that there were chances for advancement ,through this they will become more motivated in achieving the goal of the organization. Lastly the company wants the employees to have self-sufficient, think that they are managers,through this there will be change vision of the organization.

2.) Short-term or Long-term focus

Tanglewood has a well establish Human Resources structure.We know that our competitors would only be benefited if Tanglewood did not have EEO(Equal Employment Oppurrunities.)As I understand the Employement system of Tanglewood I recommend that hiring would bring in fresh and new ideas and this might be helpful in improving process and techniques in the organization. Tanglewood’s goals include further expansion and attract more investors. Referring to Tanglewood’s profit ratios, the company is above the industry average, which means it can compete among the different firms in the retail industry. Another point is that the policies of different businesses vary especially when hiring or acquiring its employees. There are different pros/cons in making the employees stay for a short-term or contractual basis and for long-term.

3.) External or Internal Hiring

Reading from Tanglewood’s philosophy, culture, and values, it was clearly stated that the company sees the values of its employees. I recommend that Tanglewood should conduct internal hiring since people coming from different culture and value will surely affect the management and workplace. When job vacancies occur or new jobs are created.

4.) Core or Flexible Workforce

According to the case study, “All employees, full or part time, are members of the core work force. Tanglewood does not extensively use a flexible workforce, such as temporary employees. The organization’s core workforce is made up of individuals who are viewed (and view themselves) as regular employees of the organization, either full-time or part-time. They are central to the core goods and services delivered by the organization.I recommend that Tanglewood should focus on a core workforce in selecting its employees since the company’s philosophy aims to have a team effort among all department stores. If Tanglewood would be implementing a flexible workforce, it would be very difficult for them to establish rapport since they are only employed temporarily or for a short period of time.

5.) Hire or Retain

There are trade-offs between hiring and retention strategies for staffing. At one extreme the organization can accept whatever level of turnover occurs and simply hire replacements to fill the vacancies.I recommend that Tanglewood should focus on retaining its employees. Since it is ideal for Tanglewood to develop its talents,and focus on the core workforce Since these employees are trained already from the time they were selected, they should be given further trainings or activities that would help them develop their abilities, skills, and talents instead of hiring new ones. It would be very difficult for Tanglewood to be consistent in instilling its culture and values if there is a high turnover rate.

6.) National or Global

An organization can choose to staff itself with people from within its borders, or it can supplement or replace such recruitment with employees recruited from other countries. As trading restrictions and immigration barriers are lessened, global staffing becomes a more distinct possibility.I recommend that business like Tanglewood to be highly competitive, they should be considering workers that could compete nationally and globally in terms of their skills and abilities to perform additional work like innovating or handling technology.

7.) Attract or Relocate

Typical staffing strategy is based on the premise that the organization can induce sufficient numbers of qualified people to come to it for employment. Another version of this premise is that it is better (and cheaper) to bring labour to the organization than to bring the organization to labour. Based on the staffing components which are the applicant and organization, acquiring employees start from the organization since the organization imposes advertisements that would let potential applicants know about a given or available job. I recommend in Tanglewood’s case we should be conducting trainings for its externally or internally hired employees to make them more competitive from its competitors.

8.) Overstaff or Understaff

While most organizations seek to be reasonably fully staffed, some are forced away from this posture to being over- or understaffed. Overstaffing may occur when there are dips in demand for the organization’s products or services that the organization chooses to “ride out.” Organizations may also overstaff in order to stockpile talent, recognizing that the staffing spigot cannot be easily turned on or off. Being provided that Tanglewood currently has employed 215 workers in each department store, the company is considered as Overstaffed since it has sufficient workforce per store. With this assessment,I recommend that Tanglewood should take into consideration of reducing the number of its employees or limiting its selected candidates for employment for every store since the store has enough personnel that would accommodate the consumers. Also, with overstaffing, Tanglewood could disseminate its staff for internal promotion or relocate them to other department stores who would give them better individual opportunities.

9.) Hire Yourself or Outsource

Outsourcing workers does not go in-line with the philosophy of the company since acquiring outside workers would mean more expense to shell out for new-hire trainings. This would also be a disadvantage since outside workers are not so familiar not only of the company philosophy, values, and culture but also the strengths and weaknesses of the company or the workforce. Staffing costs are greater since the acquired employees may have to be provided special compensation incentives to join the organization.

Care will be required during the predeal and due diligence stages of the merger or acquisition to ensure accurate KSAO assessments of the to-be-acquired employees. . Therefore, it would risk the main objective of this case study of making the staffing system of Tanglewood centralized taking into consideration that the workforce has a clear knowledge about the company philosophy through the years. Nevertheless, outsourcing also gives an advantage since outsourcing would mean fresh ideas, opinions, suggestions, and techniques. But, given that Tanglewood has more than 200 employees per store, there are more 200 great minds that can contribute if fully nurtured and trained.

Staffing Quality

1) Person/Job or Person/Organization Match

In part a person/job match will have to be assessed any time a person is being hired to perform a finite set of tasks. A person is matched with a job during recruitment and selection. A person is matched with a team when the preference of the jobdemands a person to fit to the group in terms of personality, target market, or demography. Finally, a person is matched with the needs of the organization when the company is looking for people who are in-line with the company culture and values. Usually, people choose an organization based on rewards, incentives, or benefits. Therefore I can say that . Matching the person to the job is more suitable for Tanglewood since the company hires people who fit the position so that there would be less training for the know-how of the work but more training for self-development and improvement so that they could become future managers of the company. Certainly, Tanglewood’s employees are going up the hierarchy, of course for those who deserves the position.

2) Specific or General KSAOs

General KSAOs approach is more applicable for Tanglewood since the employee that has more knowledge and ability makes the company more competitive in the industry. Examples of such KSAOs include flexibilityand adaptability, ability to learn, written and oral communication skills, and algebra/statistics skills. An organization expecting rapid changes in job content and new job creation, such as in the software development example, might position itself closer to the general competencies end of the continuum.I recommend that Tanglewood needs a workforce who could adapt to the dynamic, fast-paced, and competitive working environment especially that the company is expanding in the future. By that time, having the right people for the right job, Tanglewood could be the leading brand in the retail industry.

3) Exceptional or Acceptable Workforce Quality

Strategically, the organization could seek to acquire a workforce that was preeminent KSAO-wise (exceptional quality) or one that was a more “ballpark” variety KSAO-wise (acceptable quality). Pursuit of the exceptional strategy would allow the organization to stock up on the best and the brightest with the hope that this exceptional talent pool would deliver truly superior performance. Certainly, Exceptional Workforce should be the approach of Tanglewood since the company status is above the industry average, higher expectations from the workforce are needed, they must be able to comply tasks more than what is needed. Since the people of the company are the significant asset, Tanglewood cannot settle for less especially being in a dynamic and competitive working environment. Thus, Tanglewood should continue to value its employees through the years.

4) Active or Passive Diversity

The labour force is becoming increasingly diverse in terms of demographics, values, and languages. Although the trend in the workforce today is having a diversified working environment, this does not apply to Tanglewood since its workforce in every department store has not yet established a strong bond or relationship, which is against its “team effort” philosophy. Passive Diversity is suitable for Tanglewood in order to maintain uniformity and close relationship among employees.


The case study aims to recommend a staffing strategy that would centralize the staffing system and make the staffing operation efficient for Tanglewood, taking into consideration the company’s original mission and corporate culture since it has slowly re-directed its company philosophy. Also, this aims to form a workforce of committed and qualified individuals who will carry Tanglewood’s philosophy in the future. Also, in order to make it on a concrete centralized staffing system, the human resource would develop and impose a well-defined plan and format for the interview questions, the process of recruiting and selecting, the standards, the procedures, the policies, the kind of decisions, and the kind of considerations that they will be making. There must be a consensus among all department store managers in developing and formatting this centralized staffing system.

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