1. For each division, use the data tables provided in Appendix B to estimate how each strategy fares in terms of metrics. Provide a brief (no more than one-page) summary of the essential results of the various data tables and what it means in practice. In other words, summarize the information from Appendix B by highlighting what you believe are the most important take-aways and explain them in a way that an average store manager would understand.

$ Outlook File Edit View Message Format Tools Window Help C 73% Fri 7:45 PM QE nenlern.govt.edu row.carn.goust.edu Bb.cambda-7077-c-id-195204_1WOM4343-01_2189202098281.. opic-cici--315209_WC4343-01_21 Eb Par Aile Pcourie... CASE THREE: RECRUITING Applicant Initiated The most traditional method for recruiting used by Tanglewood is through applicant- initiated pricesses. Joh applications are completed through either the internet or an allemale telephine process. This allows interested individuals to apply without actually having to go into the stores. Piper applications are still available it stores is well, Media expenses ure a combination of initially setting up a cootact with a media outlet developing an advertisement, and the price of processing materials and interviews for cach applicant Case Objectives Referrals Tarployees are encouraged to refer their friends but apply for work at Tanglewxxxl as well. The referral process is enhanced by providing current employees with $100 for each friend they refer who is hired. Referral expenses are a combination of creating and maintaining records, the price of processing materials and interviews for each applicant, and the payment for each individual who is hired. Recruiting is the first stage in which organizational plans for staffing come into contact with the labor market for employees. Hefore making any new recruiting elfort, in organization needs to carefully consider the methods available and balance out the costs of each method with the organization's needs. The recruiting case provides an opportunity to see how staffing managers develop plans for recruiting efforts. You will develop a recruiting strategy and at recruiting guide for the store associate job. The case also demonstrates how you can use organizational data to determine what the best methods for recruiting are. Finally, you will have an opportunity in develop various foms of recruiting messages that will encourage individuals to apply for jobs as sales associates at Tanglewood Primary Concerns Regarding Recruiting Like any retail organization, there is a constant need for new employees at Tanglewond because of turnover. In a typical year, approximately 50% of the sales associates will tumover. The process of recruiting is therefore of greut concern for managers in the field. However, up to this point, the organization hils nou had any centralized method for recruiting new employees. As part of the consolidation across stores, Tanglewood is now encouraging a systematic review of their recruiting policies that will ultimately result in al better recruiting system for store associates. Staffing services has made very few clecisions regarding to recruiting should proceed, Each store has been encouraged to ensure that thcir recruiting methods attract a culturally 2nd personally diverse group of upplicants. Beyond this general directive from the corporate offices, however, there is not very much direction for stores reganding how they should be recruiting new store associates. Regional unagers occasionally discuss ideas for how lo recruil new employees, but as you will see, they have some very distinct methods for recruiting in practice. Methods of Recruiting Avuilable There are five primary methods of recruiting store associates used at Tanglewood in Washington and Oregon. For additional information regarding these sources of recruiting check your textbook, where advantages and disadvantages of cach method are described in greiter detail. All of the specific strategies for recruiting are supplemented with media- hased and in-store solicitations for employment. The media hased strategy includes internet banner advertising, social mediu messages, and in-store signs informing patroos of potential job availability, Kiask An alternative method of recruiting that minimizes processing costs is to have a computerized kiosk in the main entrance to the stores. The kiosks look somewhat like ATM machincs, and feature a fully functioning keyboard and touch-screcas. Unlike media advertisements and intemct applications, the kiosks provide opportunities for applicants to also briefly interact with store employees after they complete their malerials. Because the entire application process is curplelecl elecininically and securest automatically, there is no material cost, although there is still an initial processing and interview cost. Each kiosk costs upproximately $40,000 State Job Services In urban markets with higher pools of availability of unemployed individuals, state job services have also been used occasionally to find new applicants. The employment service is provided with a sel ol' qualifications nexpuinext l'or work, and the ernplayrner services agency assists in providing initial screening and hiring recommendations Training is partially subsidized through tax incentives. In areas which have less centralized population, the job service option is less feasible. Essentially, the cost of the job service is for creating and maintaining an initial contact, with other costs being roughly half of those for traditional media sites. Starting Agency Onc method that has beco explored recently is the use of an external staffing agency. Eascotially, this is outsourcing the actual selection of candidates to StoreStaff, which is a large organization that specializes in locating workers for the retail industry. Many organizations use StoreStaff to find tempxxary employees, or provide trial employment to StoreSull' employees its part of a lernpxwary-1: permanent rangement, but for Tanglewood, individuals recruited through StoreStaff rire directly hired as part of the core workforce. Because StoreStuff provides sone training to their pool of candidates, they are less expensive to train, but the overbead costs of providing money to Store Staff for locating and screening these candidates docs make this method quite costly. 5 w $ Outlook File Edit View Message Format Tools Window Help 073% Fri 7:46 PM nenlern.goust.edu Bbwa Calle Paturi P Patil new carn.gout.ccu Bb.cambda-7077-c-id-195204_14343-01_2189202098281.. . C4343-01_21 The Situation Tanglewoud - Four Regions, Pour Recruitment Policies As noted in the introduction, decision making for staffing activities has recently become centralized within the staffing services division. A major question that arises as a result of this consolidation is how to determine which HR policies should be left in the bunds of each individual location, and how much should be taken over hy corporate HR. The recruiting function is of particular interest since there is such wide dispersion in how individuals are recruited. Dalil is available from the divisions in the form of numerical cstimates of costs per individual processed, employee retention, performance on a pre- hire work-sample test which is given to all employees, and some informal interview data. differences. The job service method has not been successfully implemented on a wide scale. Instead of using this method, this division uses more truditional media advertising Northern Oregon Region 3) Unlike Western Washington, there is a very different philosophy of operations in Northern Oregon. Northern Oregon has been run very "prufessionally for years, with inust clexisiuns carefully welyted against their financial consequences. Administrative decision making is hierarchical, with specific tasks assigned it each level of the organization's structure. The current top administrator for this area, Steven McDougal. has a reputation for being a technocrat, and has largely worked to maintain the system he inherited when he first took over five ycars ago. Theic are 18 stores in this region. The recruiting methods of the Northern Oregon division fall into three major categories The Duin methods are media and in-store kiosks. This division has also used stafting agencies lately. The division explicitly rejects the use of employee referrals, claiming that the use of signing bonuscs leads to the hiring of unqualified individuals who are selected without sufficient qualifications due to favoritism. Tanglewood Department stores were first established in the westem area of Washington and then moved southwards into Oregon, then spread eastwards into the Rocky Mountain States. Many of the policies implemented in the Western Washington locations were applied directly in the Rocky Mountain States. However, because the initial cxpansion was less well-coordinated, there is substantial varely in the stalling policies being followed in the stores in Washington and Oregon. Western Washington (Regio) It has historically been the largest and most profitable arca, with a total of 25 stores in the region centered around Seattle. In fitting with the organization's founding philosophy, the stures in Western Washington are run largely autonomously. The current head of the Westem Washington division advocates a philosophy of individual autonomy and empowerment. Generally this division brils been viewed as highly committed to the core corporate culture, although this passion for the mission has sometimes meant paying less attention to cureful management of tinunciul concems. Becuuse of its size and the lurge amounts of financial resources available, leadership of this division has been one of the most powerful positions within the organization. Souchant (ragi Region 4) Southern Oregon is unique among the reis within the Pacific Northwest in that it has remained relatively small, with only 16 stores in the division mostly concentrated in the Eugcoc area. However, there is also a growing push to increase concentration in Southern Oregon as a first step to cstablishing more stores in Northern California. This arca is very innovative across the board in its human resources practices. The innovative character of Southern Oregon is reflected in their recruiting practices. They have reliexi primarily on a xyrihinaliun of stalling agencies, nelertals, and kinskincvertising. All three of these methoxis were first tried in this region Westem Washington uses a variety of recruiting methods. The primary methoxk of recruiting are referrals from current cmployees. In the Seattle area, the division also makes teavy use of job services. Over time traditional media methods of recruiting have heen reduced, but are still used occasionally. Finally, to fill in those positions that are not mct with the other three methods, the kiosk method is used. Quantive data Data are available from the four divisions of the organization on the number of individuals who applied for work, the number of individuals who are qualified for the pusiliun, The Turnher who actually receive juh offers and inccept them, and the number of number of individuals who rerudio with the organization at the 6 and 12 month point ifter hire. Complete data on the recruiting metrics is contained in Appendix B. Table 2.1 Estimated costs for recruiting methods Fixed costs Applicant Referils Kiosk Job service Cost of sctup (per store) S 20,000.00 S 30,000.00 $ 20,000.00 $ 40,000.00 $ Aygency 70,000 Eastern Washington (Region 2) This was where the company began. The split of Washington into Eustern and Westeru divisions came early in the store's history, but their physical proximity and high overlap between management across the areas has led to very similar management styles. The Lastern Washington division is approximately the sume size ils Westeru Washington, with 25 total stores. However, with the exception of the area around Spokane, the majority of this area is much more turul. Variable costs Materials cost per applicants Processing cost per applicants Additional pre-hire costs S Orientation and training S S 5.0X) S 30.00 $ 20.00 $ 2,000.00 $ 10.0X) S ) 30.00) S $ 200.00 2.000.(X) 1.00 $ 15.00 $ 20.00 $ 3 2,000.00 $ 15.00 $ - $ 1,000 $ 10 30 20.00 1.0XX).00 To a large extent, the Eastern Washington division pioneered all the policies used by Western Washingtoo, ilibugt the overall policies bave bexo tempered by geogruphicul 14/ 5 4 09 w 1873% Fri 7:47 PM 2 Safari File Edit View History Bookmarks Window Hep I newlearn.gov.edu Eb - saint: row.carn.goust.edu Bli medical pic-12.74072-ci-ci... Pal. A Card . P Cat... P Pauild.. San Page Another Angle on Recruitment Manager Focus Groups APPENDIX B: RECRUITING YIELD DATA As part of the information gathering process, large scale focus groups have heen conducted with department manugers. Tanglewood contacted u muket research firm to conduct the focus groups, and Tanglewood provided a detailed sustimary of the major findings. While managers differed considerably in their perceptions of the effectiveness of the different methods, their core concerns were generally quite similar, and can be grouped into four major categories: Appicants Canddates Hired 6 month relention 1 year retention Western Washington Applicant initiated Raferrals 1400 3362 536 1564 2014 11126 124 819 92 703 Kiosk 2963 1315 6.52 502 358 Job Service 4236 1598 378 310 284 1. The most pressing concerti for many managers is reducing employee turnover, Although Tanglewood has typical retention rates for a retail chain, the importance of culture and cooperation in the Tanglewood philosophy incans that new chuployees often are not fully integrated into the company's culture lotil several months bave passed. In short, typical retail turnover is not acceptablc for Tanglewood. This is soon as an especially dangerous situation us the company expands, since it threatens to undermine the unique elements of the company's approach to retail. 474 31% Quaification rate Hiring rale 6 month relention 1 year retention 38% 15% 615 455 445 22% 77% 558 38% 9% 8218 TSUS 69. 6. Fixed costs Cost of setup (oer sie) Number of locations Cost of celup per division $20,000.00 2.5 2: $250,000.00 $30,000.00 25 S250,000.00 $20,000.00 25 $ $1.000.000.00 $40,000.00 25 S250,000.00 Variable costs Materials cost per applicant Processing cost per applicant Additonal pre-hire costs Orientation and training Tolal variable costs S5.00 $30.00 $20.00 $2.000,00 $461,080.00 SI0.00 S30.00 S200.00 $2,000.00 $ $2,391,680.00 $1.00 $15.00 $20.00 S2.000.00 $1,364,448.00 $5.00 SI5.00 SO $1,000.00 5462,720.00 Total cast S1,211,080.00 $3,391,680.00 $2,864,448.00 $1,712,720.00 There is an excessive lay between the initial contact between may appliczas od the actual hiring decision, leading many qualified individuals to drop out of the process, A few managers huve suggested thut finding a way to concentrute on methods that do not have this problem would he beneficial, The issue of legs in initial contacts and hiring is discussed in your texthook 3. The recruiting process is administratively cumbersome. Managers want to find ways to reduce the amount of time they have to spend with assessing new candidates. This was partiully u point of contention between manugers, because some argued thut using more computerized applications would he a good idea, while others felt this might give applicants the wrong impression about the organization and its methods. 4. Many new hires without retail work experience do not recognize the importance of positive customer service for sales, and training is often does not solve the problem. Several managers noted that they had discharged new hires for providing inappropriale customer service. A particularly frequent problem is new employees becoming frustrated with customers and refusing to assist them ur bebiving in a hostile manner. Some managers specifically suggested that new employees needed a more realistic introduction to the difficulties of the customer service role. Other manugers suggest that a more positive message would be helplul, since it will draw in more qualified individuals. 5. Mioy managers also report tbilt they would like to see messages more specifically targeted to the types of people who are likely to fit in with the Tanglewood stores culture, Managers note several clements of the organization's culture (which you read about in the introductory Cuse) thut they think should be part of the recruiting strategy. Gost par hire Cost per 6 mo survival Cost per 1 year survival $5.936.67 $9.766,77 $13.163.91 $3,305.73 $1,141.25 $4,824.SK S4,393.33 $5.706.07 S8.001.25 $1,531,01 $5,524.90 $6,030.70 14/ 5 w C73% Fri 7:49 PM 2 Safari File Edit View History Bookmarks Window Hep ... I C ne learn.govt.edu 5 new carn.govstou EL.wide-7077-c -... ES saint: Eb .. NAI h | Car l... Pesari... P Portu Kiosk Kosk Applicants Candidates Hired 5 month retention 1 year relention Eastem Washington Applicant initiated 4629 1608 676 446 307 Relerrals 3936 1720 1016 894 732 2673 1110 435 342 284 Aaplicants Candidates Hired 6 month retention 1 year retention Northern Oregon Applicant initiated 2616 1102 374 218 164 3986 1110 656 212 336 Agency 12!) 614 420 4.16 402 42% Qualitication rate Hiring rate 6 month retention 1 year retention 35% 193 66% 455 26% 888. 72% Qualification rate Hiring rate 6 month retention 1 year retention 14% 589 449 79% 65% 4845 33% 106% 26% 16% 52% 51% Fixed costs Cost of setup (per site) Number of locations Cost of satup (oer division) $20,000.00 25 $250,0XX).00 $30.000.00 25 S250.000.000) $20,000.00 25 $1,000,0XX).00 Fixed costs Costol setup (per site) Number of locations Cost of setup (oor division $20,000.00 18 $250.000.00 $20.000.00 18 $1,000,000.00 $70,000.00 18 S250,000.00 Variable costs Materials cost per applicant Processing cost per applicant Additional pre-hire costs Orientation and training Total variable costs $5.00 $30.00 $ $20.00 $2,000.00 S1,527,535.00 $10.00 $30.00 $200.00 $2,000.00 $2,392,640.00 $1.00 $15.00 $20.00 $2,000.00 $921,468.00 Variable costs Materials cost per applicant Processing cost per applicant Addit aral pre-hire costs Orientation and training Total variable costs SS.CX) $30.00) $20.00 $2,000.00 $847.040.00 $15.00 $20.00 $2.000.00 $1.388.896.00 $10.00) $20.00 20 $1,000.00 S480,000.00 Total cost $1,457.040.00 $2,748,896.00 $1,990,000.00 Total cost $2,277,535.00 $3.392,640,00 52,421,468.00 Cost per hire Cost per 6 mo survival Cost cer 1 year survival $3,369.13 S5.106.58 $7.418.68 S3.339.21 83,794.90 S4,634.75 $5.566.59 $7.080.32 $8.526.30 Cost per hire Cost per no survival Cost per 1 year survival $3.895,83 $6,683.67 $8.884.39 $4.19). 19 $8.037.71 $8.181.24 $4.738.10 S4.461.88 S4,950.25 14/ 5 w Prepused by Jota Kamneye Muelle Kicsk Sat Fermes $ Outlook File Edit View Message Format Tools Window Help C 73% Fri 7:45 PM QE nenlern.govt.edu row.carn.goust.edu Bb.cambda-7077-c-id-195204_1WOM4343-01_2189202098281.. opic-cici--315209_WC4343-01_21 Eb Par Aile Pcourie... CASE THREE: RECRUITING Applicant Initiated The most traditional method for recruiting used by Tanglewood is through applicant- initiated pricesses. Joh applications are completed through either the internet or an allemale telephine process. This allows interested individuals to apply without actually having to go into the stores. Piper applications are still available it stores is well, Media expenses ure a combination of initially setting up a cootact with a media outlet developing an advertisement, and the price of processing materials and interviews for cach applicant Case Objectives Referrals Tarployees are encouraged to refer their friends but apply for work at Tanglewxxxl as well. The referral process is enhanced by providing current employees with $100 for each friend they refer who is hired. Referral expenses are a combination of creating and maintaining records, the price of processing materials and interviews for each applicant, and the payment for each individual who is hired. Recruiting is the first stage in which organizational plans for staffing come into contact with the labor market for employees. Hefore making any new recruiting elfort, in organization needs to carefully consider the methods available and balance out the costs of each method with the organization's needs. The recruiting case provides an opportunity to see how staffing managers develop plans for recruiting efforts. You will develop a recruiting strategy and at recruiting guide for the store associate job. The case also demonstrates how you can use organizational data to determine what the best methods for recruiting are. Finally, you will have an opportunity in develop various foms of recruiting messages that will encourage individuals to apply for jobs as sales associates at Tanglewood Primary Concerns Regarding Recruiting Like any retail organization, there is a constant need for new employees at Tanglewond because of turnover. In a typical year, approximately 50% of the sales associates will tumover. The process of recruiting is therefore of greut concern for managers in the field. However, up to this point, the organization hils nou had any centralized method for recruiting new employees. As part of the consolidation across stores, Tanglewood is now encouraging a systematic review of their recruiting policies that will ultimately result in al better recruiting system for store associates. Staffing services has made very few clecisions regarding to recruiting should proceed, Each store has been encouraged to ensure that thcir recruiting methods attract a culturally 2nd personally diverse group of upplicants. Beyond this general directive from the corporate offices, however, there is not very much direction for stores reganding how they should be recruiting new store associates. Regional unagers occasionally discuss ideas for how lo recruil new employees, but as you will see, they have some very distinct methods for recruiting in practice. Methods of Recruiting Avuilable There are five primary methods of recruiting store associates used at Tanglewood in Washington and Oregon. For additional information regarding these sources of recruiting check your textbook, where advantages and disadvantages of cach method are described in greiter detail. All of the specific strategies for recruiting are supplemented with media- hased and in-store solicitations for employment. The media hased strategy includes internet banner advertising, social mediu messages, and in-store signs informing patroos of potential job availability, Kiask An alternative method of recruiting that minimizes processing costs is to have a computerized kiosk in the main entrance to the stores. The kiosks look somewhat like ATM machincs, and feature a fully functioning keyboard and touch-screcas. Unlike media advertisements and intemct applications, the kiosks provide opportunities for applicants to also briefly interact with store employees after they complete their malerials. Because the entire application process is curplelecl elecininically and securest automatically, there is no material cost, although there is still an initial processing and interview cost. Each kiosk costs upproximately $40,000 State Job Services In urban markets with higher pools of availability of unemployed individuals, state job services have also been used occasionally to find new applicants. The employment service is provided with a sel ol' qualifications nexpuinext l'or work, and the ernplayrner services agency assists in providing initial screening and hiring recommendations Training is partially subsidized through tax incentives. In areas which have less centralized population, the job service option is less feasible. Essentially, the cost of the job service is for creating and maintaining an initial contact, with other costs being roughly half of those for traditional media sites. Starting Agency Onc method that has beco explored recently is the use of an external staffing agency. Eascotially, this is outsourcing the actual selection of candidates to StoreStaff, which is a large organization that specializes in locating workers for the retail industry. Many organizations use StoreStaff to find tempxxary employees, or provide trial employment to StoreSull' employees its part of a lernpxwary-1: permanent rangement, but for Tanglewood, individuals recruited through StoreStaff rire directly hired as part of the core workforce. Because StoreStuff provides sone training to their pool of candidates, they are less expensive to train, but the overbead costs of providing money to Store Staff for locating and screening these candidates docs make this method quite costly. 5 w $ Outlook File Edit View Message Format Tools Window Help 073% Fri 7:46 PM nenlern.goust.edu Bbwa Calle Paturi P Patil new carn.gout.ccu Bb.cambda-7077-c-id-195204_14343-01_2189202098281.. . C4343-01_21 The Situation Tanglewoud - Four Regions, Pour Recruitment Policies As noted in the introduction, decision making for staffing activities has recently become centralized within the staffing services division. A major question that arises as a result of this consolidation is how to determine which HR policies should be left in the bunds of each individual location, and how much should be taken over hy corporate HR. The recruiting function is of particular interest since there is such wide dispersion in how individuals are recruited. Dalil is available from the divisions in the form of numerical cstimates of costs per individual processed, employee retention, performance on a pre- hire work-sample test which is given to all employees, and some informal interview data. differences. The job service method has not been successfully implemented on a wide scale. Instead of using this method, this division uses more truditional media advertising Northern Oregon Region 3) Unlike Western Washington, there is a very different philosophy of operations in Northern Oregon. Northern Oregon has been run very "prufessionally for years, with inust clexisiuns carefully welyted against their financial consequences. Administrative decision making is hierarchical, with specific tasks assigned it each level of the organization's structure. The current top administrator for this area, Steven McDougal. has a reputation for being a technocrat, and has largely worked to maintain the system he inherited when he first took over five ycars ago. Theic are 18 stores in this region. The recruiting methods of the Northern Oregon division fall into three major categories The Duin methods are media and in-store kiosks. This division has also used stafting agencies lately. The division explicitly rejects the use of employee referrals, claiming that the use of signing bonuscs leads to the hiring of unqualified individuals who are selected without sufficient qualifications due to favoritism. Tanglewood Department stores were first established in the westem area of Washington and then moved southwards into Oregon, then spread eastwards into the Rocky Mountain States. Many of the policies implemented in the Western Washington locations were applied directly in the Rocky Mountain States. However, because the initial cxpansion was less well-coordinated, there is substantial varely in the stalling policies being followed in the stores in Washington and Oregon. Western Washington (Regio) It has historically been the largest and most profitable arca, with a total of 25 stores in the region centered around Seattle. In fitting with the organization's founding philosophy, the stures in Western Washington are run largely autonomously. The current head of the Westem Washington division advocates a philosophy of individual autonomy and empowerment. Generally this division brils been viewed as highly committed to the core corporate culture, although this passion for the mission has sometimes meant paying less attention to cureful management of tinunciul concems. Becuuse of its size and the lurge amounts of financial resources available, leadership of this division has been one of the most powerful positions within the organization. Souchant (ragi Region 4) Southern Oregon is unique among the reis within the Pacific Northwest in that it has remained relatively small, with only 16 stores in the division mostly concentrated in the Eugcoc area. However, there is also a growing push to increase concentration in Southern Oregon as a first step to cstablishing more stores in Northern California. This arca is very innovative across the board in its human resources practices. The innovative character of Southern Oregon is reflected in their recruiting practices. They have reliexi primarily on a xyrihinaliun of stalling agencies, nelertals, and kinskincvertising. All three of these methoxis were first tried in this region Westem Washington uses a variety of recruiting methods. The primary methoxk of recruiting are referrals from current cmployees. In the Seattle area, the division also makes teavy use of job services. Over time traditional media methods of recruiting have heen reduced, but are still used occasionally. Finally, to fill in those positions that are not mct with the other three methods, the kiosk method is used. Quantive data Data are available from the four divisions of the organization on the number of individuals who applied for work, the number of individuals who are qualified for the pusiliun, The Turnher who actually receive juh offers and inccept them, and the number of number of individuals who rerudio with the organization at the 6 and 12 month point ifter hire. Complete data on the recruiting metrics is contained in Appendix B. Table 2.1 Estimated costs for recruiting methods Fixed costs Applicant Referils Kiosk Job service Cost of sctup (per store) S 20,000.00 S 30,000.00 $ 20,000.00 $ 40,000.00 $ Aygency 70,000 Eastern Washington (Region 2) This was where the company began. The split of Washington into Eustern and Westeru divisions came early in the store's history, but their physical proximity and high overlap between management across the areas has led to very similar management styles. The Lastern Washington division is approximately the sume size ils Westeru Washington, with 25 total stores. However, with the exception of the area around Spokane, the majority of this area is much more turul. Variable costs Materials cost per applicants Processing cost per applicants Additional pre-hire costs S Orientation and training S S 5.0X) S 30.00 $ 20.00 $ 2,000.00 $ 10.0X) S ) 30.00) S $ 200.00 2.000.(X) 1.00 $ 15.00 $ 20.00 $ 3 2,000.00 $ 15.00 $ - $ 1,000 $ 10 30 20.00 1.0XX).00 To a large extent, the Eastern Washington division pioneered all the policies used by Western Washingtoo, ilibugt the overall policies bave bexo tempered by geogruphicul 14/ 5 4 09 w 1873% Fri 7:47 PM 2 Safari File Edit View History Bookmarks Window Hep I newlearn.gov.edu Eb - saint: row.carn.goust.edu Bli medical pic-12.74072-ci-ci... Pal. A Card . P Cat... P Pauild.. San Page Another Angle on Recruitment Manager Focus Groups APPENDIX B: RECRUITING YIELD DATA As part of the information gathering process, large scale focus groups have heen conducted with department manugers. Tanglewood contacted u muket research firm to conduct the focus groups, and Tanglewood provided a detailed sustimary of the major findings. While managers differed considerably in their perceptions of the effectiveness of the different methods, their core concerns were generally quite similar, and can be grouped into four major categories: Appicants Canddates Hired 6 month relention 1 year retention Western Washington Applicant initiated Raferrals 1400 3362 536 1564 2014 11126 124 819 92 703 Kiosk 2963 1315 6.52 502 358 Job Service 4236 1598 378 310 284 1. The most pressing concerti for many managers is reducing employee turnover, Although Tanglewood has typical retention rates for a retail chain, the importance of culture and cooperation in the Tanglewood philosophy incans that new chuployees often are not fully integrated into the company's culture lotil several months bave passed. In short, typical retail turnover is not acceptablc for Tanglewood. This is soon as an especially dangerous situation us the company expands, since it threatens to undermine the unique elements of the company's approach to retail. 474 31% Quaification rate Hiring rale 6 month relention 1 year retention 38% 15% 615 455 445 22% 77% 558 38% 9% 8218 TSUS 69. 6. Fixed costs Cost of setup (oer sie) Number of locations Cost of celup per division $20,000.00 2.5 2: $250,000.00 $30,000.00 25 S250,000.00 $20,000.00 25 $ $1.000.000.00 $40,000.00 25 S250,000.00 Variable costs Materials cost per applicant Processing cost per applicant Additonal pre-hire costs Orientation and training Tolal variable costs S5.00 $30.00 $20.00 $2.000,00 $461,080.00 SI0.00 S30.00 S200.00 $2,000.00 $ $2,391,680.00 $1.00 $15.00 $20.00 S2.000.00 $1,364,448.00 $5.00 SI5.00 SO $1,000.00 5462,720.00 Total cast S1,211,080.00 $3,391,680.00 $2,864,448.00 $1,712,720.00 There is an excessive lay between the initial contact between may appliczas od the actual hiring decision, leading many qualified individuals to drop out of the process, A few managers huve suggested thut finding a way to concentrute on methods that do not have this problem would he beneficial, The issue of legs in initial contacts and hiring is discussed in your texthook 3. The recruiting process is administratively cumbersome. Managers want to find ways to reduce the amount of time they have to spend with assessing new candidates. This was partiully u point of contention between manugers, because some argued thut using more computerized applications would he a good idea, while others felt this might give applicants the wrong impression about the organization and its methods. 4. Many new hires without retail work experience do not recognize the importance of positive customer service for sales, and training is often does not solve the problem. Several managers noted that they had discharged new hires for providing inappropriale customer service. A particularly frequent problem is new employees becoming frustrated with customers and refusing to assist them ur bebiving in a hostile manner. Some managers specifically suggested that new employees needed a more realistic introduction to the difficulties of the customer service role. Other manugers suggest that a more positive message would be helplul, since it will draw in more qualified individuals. 5. Mioy managers also report tbilt they would like to see messages more specifically targeted to the types of people who are likely to fit in with the Tanglewood stores culture, Managers note several clements of the organization's culture (which you read about in the introductory Cuse) thut they think should be part of the recruiting strategy. Gost par hire Cost per 6 mo survival Cost per 1 year survival $5.936.67 $9.766,77 $13.163.91 $3,305.73 $1,141.25 $4,824.SK S4,393.33 $5.706.07 S8.001.25 $1,531,01 $5,524.90 $6,030.70 14/ 5 w C73% Fri 7:49 PM 2 Safari File Edit View History Bookmarks Window Hep ... I C ne learn.govt.edu 5 new carn.govstou EL.wide-7077-c -... ES saint: Eb .. NAI h | Car l... Pesari... P Portu Kiosk Kosk Applicants Candidates Hired 5 month retention 1 year relention Eastem Washington Applicant initiated 4629 1608 676 446 307 Relerrals 3936 1720 1016 894 732 2673 1110 435 342 284 Aaplicants Candidates Hired 6 month retention 1 year retention Northern Oregon Applicant initiated 2616 1102 374 218 164 3986 1110 656 212 336 Agency 12!) 614 420 4.16 402 42% Qualitication rate Hiring rate 6 month retention 1 year retention 35% 193 66% 455 26% 888. 72% Qualification rate Hiring rate 6 month retention 1 year retention 14% 589 449 79% 65% 4845 33% 106% 26% 16% 52% 51% Fixed costs Cost of setup (per site) Number of locations Cost of satup (oer division) $20,000.00 25 $250,0XX).00 $30.000.00 25 S250.000.000) $20,000.00 25 $1,000,0XX).00 Fixed costs Costol setup (per site) Number of locations Cost of setup (oor division $20,000.00 18 $250.000.00 $20.000.00 18 $1,000,000.00 $70,000.00 18 S250,000.00 Variable costs Materials cost per applicant Processing cost per applicant Additional pre-hire costs Orientation and training Total variable costs $5.00 $30.00 $ $20.00 $2,000.00 S1,527,535.00 $10.00 $30.00 $200.00 $2,000.00 $2,392,640.00 $1.00 $15.00 $20.00 $2,000.00 $921,468.00 Variable costs Materials cost per applicant Processing cost per applicant Addit aral pre-hire costs Orientation and training Total variable costs SS.CX) $30.00) $20.00 $2,000.00 $847.040.00 $15.00 $20.00 $2.000.00 $1.388.896.00 $10.00) $20.00 20 $1,000.00 S480,000.00 Total cost $1,457.040.00 $2,748,896.00 $1,990,000.00 Total cost $2,277,535.00 $3.392,640,00 52,421,468.00 Cost per hire Cost per 6 mo survival Cost cer 1 year survival $3,369.13 S5.106.58 $7.418.68 S3.339.21 83,794.90 S4,634.75 $5.566.59 $7.080.32 $8.526.30 Cost per hire Cost per no survival Cost per 1 year survival $3.895,83 $6,683.67 $8.884.39 $4.19). 19 $8.037.71 $8.181.24 $4.738.10 S4.461.88 S4,950.25 14/ 5 w Prepused by Jota Kamneye Muelle Kicsk Sat Fermes