Tanglewood

Based on the available positions, the targets for this recruiting campaign are candidates who are currently in high school, fresh out of high school and current college students. The reason for this, there is a large hiring pool when it comes to students in high school and coming out of high school especially for summer jobs. The target for current college students is due to the fact that college graduates are less likely to accept such an entry level position as their aim is to get into management.

As mentioned before, those candidates are not willing to put in the “time” prior to getting to a management position and would rather look for a career path within their degree field. Based on prior experience (my personal experience recruiting at work), for a targeted type of recruitment referrals and staffing agencies are the methods that seem more targeted. Further detail below: Media: Media advertising will give exposure to all types of candidates, from experienced to non-experienced.

Jobs can be advertised in all sorts of places from newspaper ads to job postings online on job sites like Careerbuilder. com and Monster. com. The down side to this type of advertisement is that it involves quite a bit of leg work to weed thru the multitude of applications that come thru. Referrals: Referrals can be targeted, as you can advise your current employees of what you are looking for and offer some type of “finder’s fee” for any solid referral that gets hired. The important piece in this is that the employees need to enjoy coming to work in order to have someone else come join them.

External referrals work great as well, networking with people outside of the organization could get some great candidates. Kiosk: This type of recruitment works great when recruiters need to meet with a large number of candidates. Kiosks at job fairs bring a “one on one” feel to things and candidates can come and ask about a job prior to applying for it. Recruiters can get a feel for the candidates prior to setting up interviews with them as well. Usually at job fairs, all types of candidates come to see what positions are available and what they are interested in doing.

State Job Services: With state job services you can try and target a specific type of candidate, however from past experience, the candidate pool at state job services can be quite large as all types of people go there to try and find a job. The pools can be large but they are targeted based on specific areas, so if the goal is to target candidates from a certain area, then this would be the type of recruiting method one would use.

Staffing agencies have their pros and their cons. One major con is that they can be quite expensive as they cost of finding a itting candidate is passed onto the company. Another con that I have seen is that these employees can take a job for granted as it is thru a “staffing agency” and they could be “dropped” at any time. However, if you can get past those cons and based on the quality of the agency, you can get some really good candidates brought into the company. Based on the above, I would say that the most targeting method would be referrals. I think these tend to target possible candidates that are a lot like employees that are currently employed.

Not only that but even with external referrals you can say exactly what you are looking for and these people act like “feelers” that can keep an eye out for a good fitting candidate. Recruiting Yield Data Tables Based on the figures from data tables in Appendix B, the following determinations can be made (all determinations are based on retention of 1+ year): Media This is used in 3 of the 3 divisions. Out of the fourth methods of recruiting that the divisions use, media has the worst performance in regards to retention of them all. Media has an average of 44% retention rate after a year with an average total cost of $1. million.

Referrals Referrals are only used in 2 of the 3 divisions. Referrals have an average of 70% retention and they have an average cost of $3. 3 million. The cost is twice as much as it is for Media usage but the retention rate is 26% higher. Kiosk Kiosks are used in 3 of the 3 divisions. The average retention rate of 62% and it has average cost of $2. 6 million. A kiosk falls right in between the media method and referral methods in both retention rates and average cost. Agency Staffing services are used in 2 of the 3 divisions. The average is 85% and this method has an average of $1. 8 million in costs.

Agency usage seems to have a higher retention rate than the other 3 methods of recruiting. Based on the summary above, the conclusion that I have come to is that media is the lowest performer when it comes to retention rate. It is actually significantly lower; the next closest is 18% above that and that would be the kiosk. Based on retention rates, the agencies seem to be at the top – however, I believe that this number is skewed as the Northern Oregon division has a 96% retention rate with agencies while Western Washington only has 75% retention and Eastern Washington doesn’t even use an agency as a recruitment method.

Cost wise, media is the cheapest and referrals are the highest. However, the cost is irrelevant as Tanglewood has made it known that they do not want to sacrifice quality to keep the cost of recruitment down. There are multiple ways to look at the results, kiosks and media are used by all three divisions and both of those have a low retention rate. Because of the low performance of media, I believe that it should be an option but is should not be one of the first methods used.

To ensure that the agency’s success rate is accurate I would like to see it tried in all 3 locations for a period of a year and then reviewed again to see if the success rate remains constant. Northern Oregon Recruiting Suggestions Northern Oregon has suggested that the other divisions of the company us a policy of suing kiosks and staffing agencies rather than using the more “touchy-feely” method of referrals. Based on my review, I do not see the data to back up Northern Oregon’s claims. The retention percentage for employee referrals is fairly high (not below 50%).

Cost wise, employee referrals tend to be on the lower end of overall cost per hire. The recommendation makes mention of the “touchy-feely” method, I believe strongly that method brings a good culture to the companies. Employees who are happy with their jobs will refer others. There is a plus side, as external hiring can bring in new blood and that can help a company grow and better themselves diversely. I can understand the concerns that the Northern Oregon division has with the quality of employee that gets referred to the company.

However, regardless if it is a referral or a kiosk produced candidate, the recruiters still need to be able to weed thru the candidates. If there is an issue with favoritism in hiring practices, this needs to be addressed on a separate level. The other divisions have used other methods of recruiting including employee referrals; the largest division Western Washington uses all forms of recruitment. I believe that if the other divisions increase their external hiring, they would be losing part of the culture that Tanglewood strives for.

Tanglewood wants to strive for good customer service and it does mention that managers have run across issues with employees not realizing the day to day stress of the customer service world, I believe that internal methods of recruiting help with this as people who are referred are given a sales associate’s point of view of the job. Performance and Focus Group Concerns Customer service is one of Tanglewood’s top priorities, providing quality customer service shall not fall to having to find the cheapest way to hire.

There are various other ways aside from costs and retention that could provide good bottom line metrics for the quality of a recruiting method. Attendance: A company can keep track of an employee’s attendance and compare it to the recruiting method used. Poor attendance and cost a company when it comes to the bottom line. Customer Retention (Drop/Increase in Sales): Employee retention is important but customer retention should be a measure for the type of employees working for a company. If a company has horrible customer service, they could see a decrease in the amount of sales that come in.

Average Revenue per Sale: This can be measure and can again be tracked back to an employee. That employee can be tracked back to the recruiting method and the effectiveness of that method can be measured. Taking the Manager Focus group concerns into consideration, the items below have been applied to each concern: Reducing Employee Turnover: We can tie attendance into this as there are various ways to encourage good attendance and poor attendance results in turnover. My question for the division would be, how does your attendance compare to the other divisions that have higher revenues?

Employing People with a Lack of People Skills: I believe that by setting some type of standard for how customers are to be treated along with some type of incentive program for “good” reviews from customers will benefit the company in several ways: 1) you can weed out the bad seeds and get rid of them before they ruin the culture within the organization 2) your customers will feel involved and will feel like their voice can be heard. Aside from those concerns, the focus group brought up other issues that were not addressed by the alternative metrics of the bottom line. Those are addressed below:

The Lag: The focus group states that there is a lag of time from the time a candidate applies and the time they get contacted. Unfortunately, candidates do not sit around waiting for someone to call them so they move on if they lose interest. This can be minimized by making it know if the company is actively hiring or not. Quick turnaround requires ample staffing in the recruiting department to ensure that things are completed efficiently. Cumbersome Recruiting: I believe that using a variety of recruitment methods would help this. Having some type of filter prior to the candidates getting to the managers will help with this.

Even if it’s the HR department, they can weed thru applicants and present management with those best qualified for the position. Targeting Messages: Management wants to target specific candidates – this would be done with messages that will be targeted to those people that would be a best fit in the stores. This can be done with a revamping of current messages or implementation of messages if none currently exist. Recruitment Messages Below are the outlined proposals for the targeted, realistic, and branded recruiting messages for Tanglewood’s customer store associate positions.

Targeted Recruiting Message What is most important to you in your career? Are advancement opportunities at the top of your list? Do you believe in hard-work to get to where you want to be in life? If you have answered yes to any of those questions contact us! Tanglewood is looking for outgoing, motivated sales associates in their XXX branch. Interested? Apply today! Realistic Recruiting Message Do you like being a “go to” person? How do you feel about being asked the same question(s) multiple times a day? You must be prepared to handle irate, confused, happy customers.

You must also have the integrity to assist with theft issues in an ethical manner. Customers will have multiple questions and trying to address their issues may become frustrating but you must do it with a smile on your face. If you think you can handle this and build yourself a great career, contact us! Branded Recruiting Message Have you ever dreamt of being part of an organization that values and promotes a positive culture amongst its customers and employees? Tanglewood is committed to providing quality customer service by adhering to responsible financial management, clear and honest communication.

If you want to be part of a company whose core values lay at the forefront of the organization, contact us to see what positions we have available. Pros and Cons of Realistic Recruiting Policies Realistic recruiting policies have their positive attributes as well as their negative attributes. Let’s start with the negative; with realistic policies essentially a company could risk airing “dirty laundry”. Since the policy shows the “negative” part of the job along with the positive, the possibility of a candidate dropping out prior to even trying out the position increases.

This wouldn’t matter if the candidates were low quality but such practices tend to scare away high-quality candidates. What are the positive aspects of such policy? Well, since candidates know exactly what they are getting into since the job wasn’t “glorified”, turnover rate decreases. I am more likely to have a higher job satisfaction, since again I know exactly what I’m getting into. I find this a good thing to do within the interview process, spelling out exactly what the job entails on a daily basis in order to prepare the candidate for the everyday stress that comes will every job.