1. FROM: J. Baker, A. Fraser, B. Sanchez, M. Martin, Y. Silva, Staffing Services Consultants
DATE: September 30, 2015
TO: Daryl Perrone, Staffing Service Director
Greetings Mr. Perrone,
As requested, the following letter addresses the HR planning analysis and staffing procedures for the two
divisions of Tanglewood in the state of Washington.
Findings from the planning analysis has made it apparent that Tanglewood should take an in-depth look
at the organization's future hiring needs, and developing methods that the organization can use to meet
those needs. To determine the best action plan, we must consider forecasting labor needs, comparing
the needs to the labor availabilities, and determining where gaps exist. General plans will then need to be
set in place, in order to fill the gaps. The company must take demographics into consideration to ensure
that employees can understand the perspective of the populations the company serves, and to minimize
concerns about Equal Employment Opportunity violations. Recommendations should then be
disseminated across all individual Tanglewood stores in the state of Washington.
Forecast of availabilities
Next year (projected)
(1) (2) (3) (4) (5) Exit
Current Workforce
Previous
year
(1) Store associate 8,500 4505 510 0 0 0 3485
(2) Shift leader 1,200 0 600 192 0 0 408
(3) Department manager 850 0 0 493 102 0 255
(4) Assistant store manager 150 0 0 9 69 12 60
(5) Store manager 50 0 0 0 0 33 17
Gap analysis Next year (projected)
(1) (2) (3) (4) (5)
Year end total
(column sum)
4505 1110 685 171 45
External hires needed
(current workforce-total)
3995 90 165 -21 5
ENVIRONMENTAL SCAN
Based on the environment scan, finding the amount of store associates needed is the challenge at hand.
College graduates do not find retail work to be appealing due to the long hours and low pay.
Tanglewood’s method of promoting internally is the major factor that drives it talent force, but many
individuals are finding it hard to put in enough years in low positions in order to be promoted. The down
economy has been a plus for helping Tanglewood staff its stores; Tanglewood may find it hard to find its
store associate talent when the economy begins an upturn.
PRELIMINARY ACTION PLAN
The projections of employees needed to staff the hierarchy of Tanglewood will require the hiring of 3995
sales associates, 90 team leads, 165 department managers, and 5 store managers. The discrepancy with
the projection amounts is that it will over-staff the assistant managers by 21 people. These
recommendations take into the account that Tanglewood promotes from within in all level throughout the
stores. Hiring enough sales associates will ensure that the upward movement of employees will not leave
vacant positions.
WORKFORCE UNDERREPRESENTATION AND GOALS
According to Table 1.3, women are underrepresented in the store associate and department manager
positions. Likewise, the minority group has also been underrepresented in store associate and shift leader

2. positions. Table 1.3 shows that there are no goals set for store associate positions to be filled by the
minority group, but the goal is the 4/5ths rule. In order for the company to maximize the workforce that is
available, the incumbency percent must be at least 80%. This goal should be considered for both the
female and minority group. In order for Tanglewood to properly represent the female and minority group,
goals should be set to better utilize both groups' availabilities.
Table 1.3 Comparing Incumbency to Availability and Annual Placement Goals
Female
Incumbency
Female
Availability
Incumbency
percent?
Establish
goal?
If Yes,
Goal for
Females
Minority
Incumbency
Minority
Availability
Incumbency
percent?
Establish
goal?
If Yes,
Goal for
Minorities
Store
associates
41.6% 53.1% 78.3%
Set goal
53.1 5.2% 7.9% 65.8%
No goal
6.7%
Shift
leaders
37.0% 45.0% 82.0%
No goal
4.8% 6.8% 70.6%
Set goal
6.8%
Department
manager
24.3% 33.9% 71.7%
Set goal
33.9% 5.0% 5.5% 90.9%
No goal
STRATEGY FOR RECRUITING AND PROMOTION PRACTICES
Tanglewood needs to create a strategy to utilize the available workforce of females and minorities. The
strategy that we recommend is engaging in a combination of internal and external hiring. Tanglewood
wishes to grow organically, therefore the company should begin with focusing on individuals who have
roots in Tanglewood. These individuals that are considered for promotion already know Tanglewood's
culture and values, and could continue to grow with Tanglewood. Tanglewood could meet affirmative
action needs by offering training programs. Training programs for employees would give the company a
known and steady flow of qualified employees. It is realistic to meet goals within a single year with a
promotion-from-within HR strategy. We also recommend hiring externally for entry level positions.
Tanglewood prides itself on seeing entry level employees as managerial position, but believe that a
person should start from entry level positions, in order to make sure they fit into the organization. Internal
hiring will allow the company to meet goals of filling supervisory positions with females and minorities they
already have, and external hiring will allow the company to meet goals of females and minorities needed
in sales associate positions. Individual stores must take some action in order to reach Tanglewood’s
organizational objectives in future staffing. To help guide the process we have attached a copy of the
memo that will be sent to each individual store addressing the new goals within the company’s affirmative
action plan.

3. Tanglewood
Memo
To: Store Managers
From: A Fraser, B Sanchez, J Baker, M Martin, and Y Silva
cc: Daryl Perrone
Date: September 30, 2015
Re: Affirmative Action Plan
After a close analysis of Tanglewood’s current staffing records and a review of planning analysis, it is
clear that Tanglewood needs to take an in-depth look at the organization's future hiring needs and
develop methods that the organization can use to meet those needs. It is in the company’s best interest
to comply with Equal Employment Opportunity (EEO) requirements and at this point such requirements
are not being met.
These are our recommendations in order to comply with OFCCP affirmative action for immediate
implementation:
Goal 1- Females must be better represented at the store associate level and department manager level.
Goal 2- Minorities must be better represented at the store associate level and shift leader level.
Promoting
 Training programs for current qualified employees to continue promoting within and
maintain an organic workforce.
Recruiting
 When positions become available, include “Equal Opportunity/Affirmative Action
Employer” in all advertisements.
 Recruit at schools and colleges with a large population of females and minorities.
Hiring
 Hire qualified individuals from the underrepresented classes (Females, Minorities) at the
entry level position.