Acquire or Develop Talent: The firm should develop its own talent; this is because the management will have the time and capacity to inculcate company culture into new employees. Talent that has been developed somewhere else may not have the values of Tanglewood; and employees may take longer to learn the new standards of workmanship since they already have other values in them (Pynes, 2008).Hire yourself or Outsource: The firm should outsource from firms that specialize in recruiting for others; since these firms do this as their main business, there is an increased likelihood that Tanglewood will benefit from the high quality that results from specialization. Tanglewood will also benefit from the databases of these firms, and will specify its requirements for new recruits (Catano, 2009).External or Internal Hiring: Tanglewood should balance between hiring from outside the firm and promoting its own employees. This means that the firm should always hire internally trained professionals, except if certain skills are needed and none of the existing employees has the skills. This will not only enable the firm to save on hiring externally, but will also employ people who are familiar with the company culture and objectives (Daft, 2011).Core or Flexible Workforce: The firm should have a flexible workforce since the world economy has been characterized by rapid and unpredictable fluctuations. This will enable the firm to reduce or increase the size of its workforce while incurring little or no costs. Core workforce may have shortcomings when the market has a shortage of the skills that Tanglewood would like to outsource (Catano, 2009).Hire or Retain: The recruitment process at Tanglewood should be centered towards maximizing employee retention, especially due to the prohibitive costs of acquiring a new workforce. In addition, employees will participate in management activities if they are familiar with the implementation of the company strategic plan (Vance and Paik, 2010).National or Global: Staffing at Tanglewood stores should be global to enable the firm to take advantage of different market prices of labor, such that the firm can hire employees economically. In addition, having employees from all over the world is advantageous for the company’s Corporate Social Responsibility (Daft, 2011).Attract or Relocate:
Catano, V. M. (2009). Recruitment and selection in Canada. Michigan: Cengage Learning.
Daft, R. L. (2011). Management. Michigan: Cengage Learning.
Mathis, R. L., & Jackson, J. H. (2011). Human resource management: Essential perspectives. Michigan: Cengage Learning.
Pynes, J. E. (2008). Human resources management for public and nonprofit organizations: A strategic approach. San Francisco: John Wiley and Sons.
Vance, C. M., & Paik, Y. (2010). Managing a global workforce: Challenges and opportunities in international human resource management. Armonk: M.E. Sharpe.
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