Laura Foran; David Richards; Amy Scheffen; Michelle Smith; Jordan Thebeau
FORECAST OF AVAILABILITIES | | | | | |Current Year | | | | | | | | | |((1)) |((2)) |((3)) |((4)) |((5)) |Exit | |Previous Year | | |Current Workforce |Â |Â |Â |Â |Â |Â | |(1) Store Manager | | |8,500 | |3655 |510 |0 |0 |0 |4335 | |(2) Shift Leader | | |1,200 | |0 |648 |192 |0 |0 |360 | |(3) Department manager | |850 | |0 |0 |544 |51 |0 |255 | |(4) Assistant store manager | |150 | |0 |0 |9 |78 |12 |51 | |(5) Store manager |Â |Â |50 |Â |0 |0 |0 |0 |33 |17 | |
C. Environmental Scan
a. Consistent supply of qualified individuals in urban markets
b. ...view middle of the document...
â€¢ Want to overstaff on managerial section because itâ€™s a soft market â€“ hire the college graduates now while itâ€™s a â€œsoftâ€ market and thereâ€™s a shortage of jobs and also with the increase of new hires (college grads) increase focus on retention in managerial sector. (might want to overstaff to shore up talent for the upcoming tight market)
â€¢ Assuming that the soft market is going to change very quickly, Tanglewood should overstaff its managerial positions to secure the talent for any vacancies that may occur as a result of a tighter market.
o Solution: Pilot a program for store associates and shift leaders encouraging them to obtain college degrees. This will provide them with the education necessary to be competitive managers while simultaneously developing their understanding of Tanglewoodâ€™s unique company culture.
o Since Tanglewood has such a strong commitment to developing long- range relationships with its workers, it makes more sense to provide the educational incentives rather than hire externally for managerial positions.
GAP ANALYSIS | | | | |Next year (projected) | | | | | | | | | |((1)) |((2)) |((3)) |((4)) |((5)) |...