$1.$ Acquiring and developing talent is an important staffing decision. Do you believe Tanglewood should use a $$pure acquisition$$ strategy, a $$pure development$$ strategy, or a strategy that falls somewhere in between? Please briefly explain why.

$2.$ Would Tanglewood be better off outsourcing their recruitment and selection procedures, or should they continue to recruit and hire employees themselves? Why?

$3.$ When new job positions become available at Tanglewood, do you think they should look primarily for potential employees to fill those positions internally or externally, and why?

$4.$ Based on the information provided in the case, does Tanglewood currently use a $$core workforce$$ or a $$flexible workforce?$$ Do you believe they should continue using this type of workforce? Why or why not?

$5.$ While it is always ideal to hire employees who have both a good person$/$job and person$/$organization match, it is not always possible to maximize both types of $$fit$.$ Given Tanglewood$$s current issues and its plans to continue to expand the business, which type of fit should be a priority $($i$.$e$.,$ is more important$)$ when hiring new employees at Tanglewood? Please briefly explain your reason$($s$)$ for your answer.

$6.$ Should Tanglewood hire new employees with specific KSAOs or more general ones? Why?

$7.$ Organizations must often weigh the costs and benefits of seeking highly talented employees. Generally speaking, do you believe Tanglewood should aim for an $$exceptional quality$$ or an $$acceptable quality$$ workforce? Please briefly explain why.

$8.$ Given the context of the Tanglewood organization specifically, do you think the company should take a more active or a more passive strategy in pursuing the diversity of its workforce? Why do you think so$?$