The Wonderful World of Human Resources at Disney

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Socialization Model

With the main aim of keeping continuity to the existing organisational culture, the socialization process helps new employees adapt to the organisational culture in 3 stages:

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Figure 2: The Socialization Model used in Disney

- Pre-arrival – Prior to an employee joining the company, the learn as much as they can about the about the culture of the organisation and their position. To demonstrate a willingness to make a smooth transition, Disney encourages a lot of online communication in a multi-stage process before the candidate’s arrival date with the aim of helping new cast members understand as much as possible about the company and help them compete the necessary paperwork. At this stage, Disney also informs the candidate on the attire that is expected also known as the ‘Disney look’.

- Encounter – As this is the first reaction an employee has with this new job; this stage involves learning new tasks and the role in the organisation. The introduction seminar known as ‘Traditions’ is the first encounter new recruits have with Disney. In this seminar, Disney explains its mission, history, company values and cast members are given their nametags and company ID’s. All new cast members also go through job orientation and training, so that each employee is familiar with their job requirements.

- Metamorphosis – In this stage, employees begin to feel comfortable with their relationships and job requirements and begin to look for promotional opportunities within the company. Members of the Disney college Program are provided plenty of opportunities to progress up the corporate ladder.

To achieve the socialisation outcomes of higher productivity, greater commitment and lower turnover, Disney must select appropriate socialisation programs to successfully welcome new cast members (Van Maanen, 1979).

- Collective vs. individual: As ‘Traditions’ is the first seminar every cast member is required to attend, it provides all employees with a common experience as they join the company. This creates a feeling of unification amongst the new employees.

- Formal vs Informal: Welcoming events for new employees are informal to encourage a relaxed environment, not stressing on their job roles. For example, Disney organised a Toy Story themed event to welcome new cat members.

- Sequential vs Random: This relates to the casting stage where employees are selected based on attributes, values, and their ability to contribute to the organisation

- Fixed vs Variable: Clear deadlines for paperwork and fixed timings and locations for training are in place to eliminate all confusion in the encounter process.

- Serial vs Disjunctive: As new cast members, will have a lot of concerns and questions, each role is assigned a team of leaders and supervisors to provide any assistance required. Confusion is eliminated from the new work environment as each member has easy access to a mentor.

Conclusion

This report analysed the human resource practices that have been adopted by Disney with the aim of maximising superior guest relations. There are several factors that have led to the company’s success, some of them include focusing on elements of efficiency, quality customer service, safety, and courtesy. Effective employee strategies employed at Disney have created an image of exceptional service quality which leads to customer repeat purchases. Disney gives a lot of attention to its casting department and uses its pay packages as a means of recruiting new cast members. Disney offers competitive wage packages and incentives to their staff like discounts on merchandise and free park admissions with the aim of increasing employee engagement and supporting employee retention. Disney’s human resources department is constantly looking for ways to develop effective reward and recognition programs and empowerment strategies to promote collective teamwork as well as maintain a high morale.

References

About the Disney Company. (2016, November 12). Retrieved from The Disney Company: https://thewaltdisneycompany.com/about/

Cacciatore, S., McClanahan, S., & Muhonen, W. (2014, December 30). The Walt Disney Company: Reinforcing Culture and Values to Employees. Retrieved from Word Press: https://stacycacciatore.wordpress.com/2014/12/30/the-walt-disney-company-reinforcing-culture-and-values-to-employees/

Cultural Dimensions. (2016, November 12). Retrieved from Geert Hofstede: https://geert-hofstede.com/united-states.html

Destinations around the world. (2016). Retrieved from Walt Disney Parks and Resorts: https://aboutdisneyparks.com/about/around-the-world

Mauney, M. (2016, February 5). Disney among best companies for employee perks. Retrieved from Orlando Sentinel: http://www.orlandosentinel.com/travel/attractions/the-daily-disney/os-disney-employee-perks-glassdoor-story.html

Our Businesses. (2016, November 11). Retrieved from The Walt Disney Company: https://thewaltdisneycompany.com/about/#our-businesses

The worlds biggest public companies. (2016, November 11). Retrieved from Forbes: http://www.forbes.com/companies/walt-disney/

Van Maanen, J. &. (1979). Toward a theory of organizational socialization. Research in Organizational Behavior, 1, 209-264.

Wilkie, D. (2014, June 22). Disney Motto: Treat Employees Like Customers. Retrieved from Society for human resource management: https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/pages/disney-employee-engagement.aspx