Employee Training and DevelopmentEmployee training and development is an integral aspect to the success of a business, both formal and informal. The Human Resource department is charged with the responsibility of providing employees pertinent information as well as stools that are imminent with respect to training and development and to consequently ensure the overall success with regard to organizational development. The advent of technology, as well as globalization, has revolutionized the manner in which businesses mandate their set objectives. In order to adapt to this ever-changing economy, Ulrich, (2013) explores that it is imperative for the businesses to practice training and development of employees.
Disney Company has incepted diverse and dynamic approaches towards ensuring organizational success. The Human Resources department comes up with concise programs aimed at equipping employees with necessary knowledge and skills inherent in performing their duties. The Company adopted the ADDIE model of training (Analysis, Design, Development, Implementation, and Evaluation) approach. The training process is not only sequential but systematic. For instance, the needs of the employees are assessed, the HR department ensures that the employees are ready for the training program, an amicable learning environment is created, ensuring that the employees apply what they are taught, use of presentation models and overall evaluation of the training programs.
It is important for an entity to make a critical analysis of the strategic direction of the company, available resources to be incepted during the training period and the technical support from the management as well as other colleagues before conceptualizing a training program. This has been described as one of the successful strategies that have sky rocketed the success of Disney Company over the years. James, (2013) suggests that motivation from the management team is an essential aspect of the success of a training and development initiative and overall success of an entity.
Explicit Mentoring Programs
For a long time, Disney has been depicted as a company that provides guidance, inspiration, leadership and acting as a mentor not only to their clientele but also to their employment workforce. The company is an ardent believer of acting in a responsible manner as part of its overall brand. To further assert this, Ulrich (2013) explains that an impeccable workforce enhances an entity’s bond with the consumers as well as stakeholders within their market segment thereby reinforcing their attractiveness of the products and services that are provided.
The Disney management team believes that the growth, as well as development of the Company, is directly attributed to the human resources that are at their disposal. The success of the company can be attributed to the myriad employee mentoring and development programs that include, but not limited to learning and development platforms, educational reimbursement, Health insurance perks, service awards, etc.
By valuing their employment workforce, the company came up with a distinct organizational culture that is more concerned with creating value not only for their customers but to their employees. With regard to the extensive training and mentorship programs extended to the company and its employees, the Human Resources department is more delineated towards pursuing company goals as well as objectives.
Management Succession Policy
The management succession planning is depicted as the process of preparing a business organization for a transition in leadership. This form of planning is helpful when a management change is prevalent as a result of unforeseen circumstances as the demise of a key leadership position. Disney Company came up with a succession plan with the aim of securing a seamless, effective and management transition and succession and the provision of the entity’s corporate strategy to establish long-term mechanisms (James, 2013).
This is deemed to be the ongoing succession mechanism of the company. The board of directors is mandated with the responsibility of ensuring a successful management policy. With the creation of a branded content as well as experiences, high quality, technology and consequently eliciting growth in a substantive international market; Disney believes in achieving its set out objectives. One integral aspect with respect to a successful management succession plan entails evaluating skills as well as knowledge of the employees and identifying those who have the potential to incept managerial positions.
Disney Company is one of the reputable and successful companies across the globe. The career opportunities are exciting. The company offers a range of employment opportunities that are diversified and fit for each and every prospective employee. The company mainly deals with three branches; culinary, entertainment and the corporate section. There are many factors that spark a personal interest with respect to working with the company. Notably, the location and environment of the company is ideal.
Working for Disney seems to be an exciting and fulfilling experience. Not only would one achieve professional growth but also personal satisfaction. Stone and Stone-Romero, (2012) explore that one of the key factors that lead to organizational success is the management’s motivation towards its employees. Disney as a company does not only value customer satisfaction but also employee welfare, an aspect that a substantive number of corporations tend to disregard. The Human Resource department strategies at Disney Company are impeccable and inherent to customer as well as employee needs making it easy for one to adequately render their services in line with company objectives.
- James, J. (2013). The heart makes the mouse: Disney’s approach to brand loyalty. Journal of Brand Strategy, 2(1), 16-20.
- Stone, D., & Stone-Romero, E. (Eds.). (2012). The influence of culture on human resource management processes and practices. Psychology Press.
- Ulrich, D. (2013). Strategic Human Resource. Human Resource Planning: Solutions to Key Business Issues Selected Articles, 10(1), 75.