The Magic of Disney Begins with HRM The theme parks of the Walt Disney Company bring smiles

to millions of customers from around the world. The company sophisticated technical and creative staff makes experiences like sleeping beautys Castle possible, but for most customers these employees are out of sight and out of mind. Visitors are more immediately impressed by the costumed hosts and hostesses who take their tickets and help them on and off rides. Most of these hourly employees are high school and college students. But they arent just your typical students. They are an elite cadre who have been carefully selected, trained and rewarded to deliver Disney Courtesy. Because most potential employees already know about the clean-cut and conservative image portrayed by Disneyland or Disney World employees, the company finds that most job applicants who wouldnt fit the image have already self-selected themselves from consideration. To be sure that everyone knows what to expect, however, one of the first steps in the hiring process involves showing applicants a video that details dress codes and rules of grooming and discipline. Next come forty-five minute interviews. Interviewers ask standard questions and watch how well applicants listen, smile and respond. From the interviews they judge how well applicants are likely to handle guests and how they are likely to get along with other employees. Disney screens for communication and teamwork competencies, not technical skills. One hired, cast-members attend an eight-hour orientation program where they learn the companys history, philosophy and standards for customer service. Here they also are introduced to their role in creating happiness. The message is delivered by trainers who exude the Disney spirit. You wont find corporate types in these classrooms. Instructors are more likely to be some of the best veteran cast members, dresses in-full costume and showing through example what a job at Disney involves. Following orientation, news cast members receive sixteen to forty-eight hours of paired-training this aspect of the training essentially one-on-one coaching by respected members of the troupe. Successful completion of this training is required before new cast members are allowed to interact with customers on their own. When a role is learned, its performed repeatedly day after day. Supervisors and managers work hard to keep cast members fresh and focused on creating a feeling of magic. For example, one day a contest maybe held to find the guest who has traveled the farthest with a token prize for the winner. Disney also works hard to find ways to tell workers how much they are valued. For example, they offer service recognition awards, attendance awards, and banquets to mark the anniversaries of long-time employees. And one night a year the park is open only to employees and their families. Managers say thanks by dressing in costume and operating the park themselves. Question: 1. Why does Disney think that selecting people with communication and team work competencies is essential? Why dont they assess technical skills for their cast members?

2. Many of the jobs at Disneys amusement parks are routine and could easily lead to boredom. It you were a manager at Disney, how could you use performance appraisal and feedback to help keep cast members from letting the routine of their jobs interfere with the magical feeling that they are expected to create? 3. The Disney approach to managing human resources seems to give employees little freedom; to be creative or develop new ways of doing things. Strict rules guide all aspects of behavior. It this tight rein really necessary for the Disney parks to succeed? Why or why not? What problems might this approach to human resources management create for the company as it expands into other countries and cultures?