Disneyland Company’s Human Resources

Introduction

Disneyland is a multinational company with offices in different parts of the world including California. According to Mannheim, the company has a global presence in the transportation and entertainment industry (2). Besides, Disneyland offers theatre, music, and movies services (Verbeke 5). The company also deals in toys, merchandise, parks, resorts, and publishing services. Disneyland’s human resource activities include recruitment, and performance appraisal.

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Methodology

A secondary research method was adopted for the study. The aim was to provide the researcher with the opportunity to analyze different articles and draw appropriate conclusions on the area of research.

Disneyland’s Corporate Strategy

According to Freeman, Disneyland’s long term corporate strategy is to become the global leader in the provision of information and entertainment services besides being a leading provider of uniquely differentiated products that create ‘freakishly loyal customers’ (10). The strategy can be described by using the key terms such as ‘all theming’, ‘immersion’, ‘everyone is a princess’, and ‘mining of the mythos’ (Mannheim 2). The terms define the philosophy on which strategy is founded. Disneyland aims to become a global leader in entertainment services.

Current HR system

Disneyland’s current HR practices are based on six key human resource elements. The elements provide the framework for aligning the company towards the objective of becoming “the world’s leading producer and provider of entertainment” (Batt 587). According to Batt, the company uses its “portfolio of brands to differentiate content, services and consumer products through the development of the most creative, innovative and profitable entertainment experiences” (587). The key elements include making everyone important, making people the company’s brand, creating magic through training, learning the truth, eliminating hassles, and breaking the mold.

HR Strategy

Disneyland’s human resource strategy is driven by an HR function that aims to support more than 180,000 employees around the globe (Freeman 10). This is revealed in a structure that envisages leadership development, employee education and development, talent acquisition, organizational design, and cultural development. The company operates on a hierarchical structure that allows for quick and flexible communication among different departments and locations around the world. Disneyland’s HR function is under Ms. Parker who has developed centers of excellence to establish good employee relations.

HR Planning

HR staffing and planning is a distinctly unique function which offers opportunities for highly qualified and talented employees. Recruitment is consistent with the HR policies and a distinctive corporate culture of the organization (Freeman 13). Lower level employees are classified under the aggregate planning function and succession planning by focusing on specific management positions.

HR managers ensure that those opportunities that are available are made attractive with work-life balance as well as a working cycle of 5 days a week. The HR function implements the strategies by using current and historic data as well as trends in the market to determine the type of employees needed in a competency based planning process. Besides, the organization uses current methods to create events for volunteer participation, talent creation, and in the provision of top quality services.

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Senior HR management

This consists of a team of professionals who work across the organization to fulfill the vision and strategic direction of the company. Innovation, creativity, and commitment to excellence drive the management team. The leadership team consists of Robert A. Iger who is the chairman and chief executive officer, Bob Chapek the chairman Disney Park resorts, and Andy Bird the chairman Walt Disney international among others (Freeman 22).

Senior management improves its HR systems by designing policies that enable the management to align the HR processes to the business needs and objectives of the organization. The policies stipulate cooperate social responsibilities and positive management attitudes towards the employees. The policies are driven by values and beliefs of the company. Specific policies are designed to address workplace diversities, work-life balance, employee promotion, recruitment, and selection practices.

Training and Development

Disneyland uses a wide-ranging curriculum to train both fulltime and part-time employees. The goal is to ensure that the employees have the requisite skills that are in line with the ‘happy me, happy guests’ philosophy. Young talents are given the opportunity to train using social media and Internet applications. In addition, Disneyland has embraced a culture that supports employees with continuous enhancement of their skills and knowledge by providing 380,000 hours of professional time in a year. Training and development is based on on-the-job method such as the use of ‘Cast Fun Night’ among other practical skills.

Performance management

The company operates under the theme “excellent customer satisfaction policies” which compels employees to work towards providing excellent customer services. To motivate the cast members, the company uses performance surveys and appraisals to evaluate the quality of services the company offers (Freeman 29).

This includes an assessment of employee performance for one year besides enabling them to enumerate the challenges they have experienced while on duty (Nickson 11). However, every productive employee is highly valued and the company recognizes their efforts by putting them under an extensive reward program. The aim is to retain high quality employees by providing them with nomination awards. Disneyland has over 50 recognition programs.

Employee relations

Better relationships enable employees to work better to do better things and exert more effort at the place of work (Ahmad 1030817). Here, the guiding principles include equal and fair treatment of employees as well as regulating and eliminating discrimination in a diverse working environment. Besides, the company has embraced a crisis management framework that allows for improved notifications and strategic crisis management.

Corporate communication

It is indispensable for the company to communicate its business initiatives and strategies to the employees. Within the management corporate communication is a mandatory policy. Communication is done to train people on volunteering opportunities, work-life assistance, employee recognition, and appropriate behavior (Freeman 30). Communication messages are designed to reach different audiences as well as the public on new initiatives and ventures. This is designed to fulfill the requirement for creating positive attitudes among internal and external employees.

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Alignment with HR policies

An alignment of Disneyland’s current HR policies and practices with the firm’s strategy is done by developing a system that incorporates the mission and vision statements of the company. This is done by making employees aware of the basic requirements of acceptable behavior, educating them on how policies and procedures work, and how to meet organizational needs and expectations.

Recommendations

It is imperative to conduct an investigation on how Disneyland has developed HR policies that factor different cultural backgrounds. In addition, it should design policies to address the changing cultural and behavioral needs.

Works Cited

Ahmad, Shoeb. “Green Human Resource Management: Policies and practices.” Cogent Business & Management, vol.1, no. 2, 2015, pp. 1030817.

Batt, Rosemary. “Managing customer services: Human resource practices, quit rates, and sales growth.” Academy of management Journal, vol. 3, no. 45, 2002, pp. 587-597.

Freeman, Kelsey. Setting the Standard: A Study of the Walt Disney Resort Service Model. Diss. California Polytechnic State University, San Luis Obispo, 2015.

Mannheim, Steve. Walt Disney and the quest for community. Routledge, 2016.

Nickson, Dennis. Human resource management for hospitality, tourism and events. Routledge, 2013.

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Verbeke, Alain. International business strategy. Cambridge University Press, 2013.

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