Tanglewood

Transition probability matrix Current year

(1) (2) (3) (4) (5) Exit

Previous year (1) Store associate 0.43 0.06 0.00 0.00 0.00 0.51

(2) Shift leader 0.00 0.54 0.16 0.00 0.00 0.30

(3) Department manager 0.00 0.00 0.64 0.06 0.00 0.30

(4) Assistant store manager 0.00 0.00 0.06 0.52 0.08 0.34

(5) Store manager 0.00 0.00 0.00 0.00 0.66 0.34

Forecast of availabilities Next year (projected)

(1) (2) (3) (4) (5) Exit

Current Workforce

Previous year (1) Store associate 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 50 0 0 0 0 33 17

Gap analysis Next year (projected)

(1) (2) (3) (4) (5)

Year end total

(column sum) 3655 1158 736 129 45

External hires needed

(current workforce-total) 4845 42 114 21 5

Tanglewood is faced with a real challenge in filling the vacancies beyond shift leader. Given the location of the store in the Pacific Northwest, there is an abundance of qualified talent to pool from to fill these vacancies. However, due to the time required for a new hire to work their way up the leadership change, many potential applicants look elsewhere for employment. Another factor that affects the employment vacancies the company currently has is the fact that in this region unemployment rates are high and jobs are hard to come by. The company could use this as an advantage to their hiring practice.

Tanglewood would need to be very aggressive in its recruitment practices in order to obtain this talent. Another, and more feasible, way of satisfying the shortages of upper management within the company would be to concentrate on its current entry level employees. Keeping in line with the company's objective to promote