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Case Study 1
Liberty University
BUSI 443-B01
Professor Edward Fabritiis
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Tanglewood’s turnover is of great concern to management. How Tanglewood represents
itself to possible applicants is even more important. Each division operates independently and
therefore, has different recruiting methods. The following paper takes a deeper look into these
methods and the affected outcomes.
Open vs. Targeted recruiting
Tanglewood utilizes a combination of open and targeted recruiting methods such as
staffing agencies, computerized kiosks to process entire applications, referrals, state job services
and the most traditional, applicant initiated. All recruiting strategies are also supplemented with
media-based methods such as internet banner advertising, social media messages, and in-store
solicitations. The majority of these methods are open despite the disadvantages. For example,
the kiosks and referral program are ‘openly’ inviting candidates to apply rather than seeking
specific people out for their skills and qualifications.
This open, passive recruiting strategy allows for a large number of candidates to apply
while requiring very little effort on management’s end. Although everyone has a fair chance to
apply, it does not mean that all will be qualified candidates with the needed skills and
knowledge. A “targeted strategy may be more effective because it allows the organization to
prepare a specific message that appeals to the audience” (Kammeyer-Mueller, 2021, p. 209).
Region three of North Oregon has been successful using media, staffing agency and in-
store kiosks while refusing to consider employee referrals claiming that it causes favoritism and
the hiring of unqualified individuals (Kammeyer-Mueller, J. D., 2018). Unlike region four of
Oregon who has relied referrals in their small 16-store division.
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Tanglewood’s mission statement states that performance and customer service is at the
forefront of their core values. Providing this type of excellent service to the customers it serves
means they must be choosy when hiring employees especially if the organization “feels there
absolutely must be a workforce of committed, qualified individuals who will help carry the
Tanglewood philosophy in the future” (Kammeyer-Mueller, J. D., 2018, p. 6).
I believe that Tanglewood is using referrals as their targeted approach because good-
standing employees would most likely not want to bring just anybody on board when their
reputation is at stake. If current employees understand the mission and core values of the
company, they already know what will be required of future employees and would hopefully
refer friends and family who share those same values and will contribute to the overall mission.
Job and Organizational characteristics
There are a few reasons why applicants would desire working here compared to other
jobs that are available when considering the organizational characteristics that Tanglewood
boasts of. Management at Tanglewood is almost hands-off in the sense that they give their
employees autonomy. Employees work together as a team and share tasks but are also given the
chance to provide suggestions for in-store improvements.
Certain expectations may turn away less-motivated applicants such as heavy employee
participation, customer satisfaction and profitability. It is possible that anybody currently
employed who does not agree with the organization’s mission may “deliver suboptimal work, fail
to appreciate the organization’s culture, and have difficulty working in teams” (Kammeyer-
Mueller, J. D., 2018, p.29). An example branded message could read, ‘Our organization does not
only offer quality and value to our customers but even more to our employees. We are dedicated
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to transparency and ensuring our employees are supported, happy, and satisfied working at
Tanglewood’. An example targeted message could read “We provide the ideal environment to
learn excellent customer service skills that will open many doors for you in the future. Our
training programs guarantee to help you learn new skills or build upon the ones you already
have. Our benefit package includes 401k, medical coverage and tuition reimbursement for upper
level employees!’. A realistic message would say something like, ‘We promise our customers
high levels of service because we expect high levels of service from our employees. We take
great care of our customers and employees and consider this working relationship a mutual 2-
way street. Our company takes pride in our openness, diversity and inclusiveness and your work
ethic and character plays a big part!’.
The branded message must answer the applicant’s question of why they would want to
work there. Since the focus is on the organization, the message should appeal to the applicant’s
desire of job rewards. The targeted message will appeal to specific people. For example, a
college student may apply because of the benefits. The realistic message is going to bring in the
type of people who take pride in their own work ethic and understand what it takes to maintain a
successful company. It may not seem exciting, but the truth of the job may appeal to the type of
employees who want to know about the job requirements or specific features of the job upfront.
Kiosks vs Referrals
Western Washington and Oregon both rely heavily on kiosk advertising. Lately, Northern
Oregon has realized the benefits of using that and staffing agencies and suggests all divisions
utilize this recruiting method more than referrals mainly because “the use of signing bonuses
leads to the hiring of unqualified individuals who are selected without sufficient qualifications
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due to favoritism” (Kammeyer-Mueller, J. D., 2018, p. 26). Hadlock and Pierce (2020) make a
similar point that, “Negative consequences to using personal networks in hiring are also possible,
however, most notably a potential loss in objectivity” (p. 977). If Tanglewood prides itself in
inclusivity and diversity, then removing referrals from the table should be considered because as
Hadlock and Pierce also note “favoritism or nepotism concerns could be present for ethnic
connections, as individuals in hiring departments may be willing to sacrifice research potential to
hire someone from a shared ethnic background” (p. 983).
One of the general effects could be employee dissatisfaction since they would lose out on
the $100 referral incentive. Western Washington being the most profitable area may not be as
affected since they also rely on job services, kiosks, and even traditional methods. Although,
Eastern Washington may benefit since they have not previously been successful in implementing
job services. Another effect is the amount of money saved (the fixed cost) to setup or use each
recruiting method. According to Table 2.1 Estimated costs for recruiting methods (Tanglewood
casebook, p. 26), the kiosk method is at least $10,000 cheaper than using the referral method.
Bottom Line
Rather than focus on cost or retention, Tanglewood can measure employee participation
as a bottom-line metric since they are only currently receiving feedback from less than 50% of
employees when given the chance (in employee surveys) (Kammeyer-Mueller, J. D., 2018, p.
51). It is not mandatory but highly encouraged which is clearly not done enough. The quality of
recruitment may increase since the survey would bring light to specific issues or concerns with
supervisor satisfaction, work satisfaction, pay and benefit satisfaction. Groen, Wilderom, and
Wouters note ( 2017) “if the performance measures are of better quality, injunctive-behavioral
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expectations are more clearly communicated, and thus employees will know better what they are
expected to do to meet their job requirements” (p. 115).
This also would help to alleviate the most pressing concern for leadership which is
decreasing the amount of employee turnover. Another concern of the focus group is the amount
of time having to spend assessing new candidates. Having knowledge of what employees expect
from the organization and vice versa through the survey, may find helpful when assessing new
employees and providing information about the culture as a whole. The information they glean
from the annual survey could also aid in their branded, targeted, or realistic messages when
marketing.
In conclusion, Tanglewood will continue to be successful if they focus on quality
methods of recruitment rather than the cheapest possible. It may also prove beneficial if all the
divisions get on the same page with their methods and become universal across the board so
people across all regions can know what to expect and how to apply. The focus group is wise
counsel but listening to their people can make them even wiser. Proverbs 15:22 (NKJV) states
“Without counsel, plans go awry, but in the multitude of counselors they are established”.
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References
Groen, B. A. C., Wilderom, C. P. M., & Wouters, M. (2017). High job performance through co-
developing performance measures with employees. Human Resource Management,
56(1), 111-132. https://doi.org/10.1002/hrm.21762
Hadlock, C. J., & Pierce, J. R. (2021). Hiring your friends: Evidence from the market for
financial economists. Industrial & Labor Relations Review, 74(4), 977-1007.
https://doi.org/10.1177/0019793919896755
New King James Version. Proverbs 15:22 (1982) BibleGateway.com.
https://www.biblegateway.com/passage/?search=Proverbs+15%3A22&version=ESV
Judge, T. A., & Kammeyer-Mueller, J. D. (2021). Staffing Organizations (10th ed.). McGraw Hill
Education.
Kammeyer-Mueller, J. D. (2018). Tanglewood Casebook to Accompany Staffing Organizations
(9th ed.).
