Four interconnected processes that define an organization’s culture

Four interconnected processes define an organization’s culture namely, employee selection, training, communication and care. Every process is crucial to nurturing and developing a culture of excellence. The Walt Disney Company consistently works towards attracting, developing and retaining employees dedicated to the vision. The Company does not make the mistake of hiring employees based on skills or personality alone. After hiring the employees, the company teaches them to reinforce its principles and also impart new skills and knowledge. The company should focus on the selection process and ensure that the people support the culture (Milman & Dickson, 2014). The Disney Institute has professional development courses, which impart techniques of engagement for improving corporate culture. The company believes in long lasting success and adapts the core competencies for the same. An organisational culture based on their values, mission and beliefs is created. The operations of the Walt Disney Company, the shared values and mission are socialised to the company’s new policy. The company always energises their workforce and ensures that apart from recruitment of key talent its core values are clearly communicated and the employees embody them, irrespective of their location. The recruitment process of the company is a significant one (Bohas, 2015). It also ensures that the employees have a positive experience while working for the organisation. Innovation and quality insurance policies are also highlighted. The company also believes in diversity and ensures that the concept of diversity is incorporated, as a diverse workforce is critical to its business. It is evident from Disney’s International Program that they employ people all around the globe. The company believes in hiring people who embody its core values, as it would be better than instilling values in employees who do not believe in them (Peteraf, Gamble, & Thompson 2014). The training and satisfaction levels for the employees can be understood if individuals delve deeper into Disney culture. The training meted out to the selected employees is such that the visitors receive a magical Disney experience. The training consist of emotion management, in-depth training manuals as well as understating the maintenance of a positive demeanour by overcoming negativity. Several employee satisfaction benefits are provided like discounts on merchandise, free park admissions, competitive benefits plan and many more (Rowe, 2012). Comprehensive training and advancement opportunities are meted out to the employees, either for retained candidates or for those who are internal. Overall, the job design at the company right from the audition sort of recruitment process to the final retainment is extremely beneficial and unique.

The human resource management and creativity at the Walt Disney Company is unique but methodical.

The company focuses on the organisational identity, the collaborative culture, structural systems and leader’s role and opportunities. The structural systems focuses on various factors. The organisational identity focuses on the common understanding of the individual, the identity of the organisation, resource management as well as understand the parameters and assets (Karadjova-Stoev & Mujtaba, 2016). It also includes effective decision-making, economic advancement and measurable results o the systems. Apart from all these, analysing the leader’s role is also important. The leaders as well as the people in responsible positions in the company work towards the organisation culture, the identity as well as holding the company components in mind (Peters et al., 2016). The step-wise human resource development process consists of selection of candidates and their recruitment, their training process and understanding of their key attributes, the administration of their personnel and so on (Cascio & Boudreau, 2012). After this the development of the key attributes and understanding whether the selected candidates are suitable enough for the environment of the company as well as providing a good environment for the visitors. The talent management is also an important aspect of the HRM at WDC. The possible career opportunities are also elaborated and the probable successions within the company are also discussed with the employees. The HR planning is a significant step. The company always aims to bridge the gap between dream world and reality and strives to achieve this by successful relationship management between the visitors, employers and the employees. The organisation believes in focussing on its employees so that they in turn can focus on the visitors they serve (Elnaga, & Imran, 2014). The training process at Disney consists of five stages. This includes local orientation, line of business, global orientation, on-job training and ongoing career management. Basically, the company engages on an emotional level with its recruits so that such a positive outlook is reflected in the environment as well (Ingelsson, Eriksson & Lilja, 2012). The HRM process is methodical and hence relevant in terms of the company environment. Extraordinary detailed attention is given to every aspect of the management.

Disney’s recruitment, training, and retention processes for employees

The coordination of the services is an important tool in making Disney one of the most sought after organisations globally. Having a diverse work force critically affects the business of the company. A variety of opinions and ideas are welcomed (Brode, 2014). The qualities of quality, innovation, community values, optimism, storytelling and decency make Disney company one of the best places in the world to work in. Several reward programs are inclusive of the company policies to encourage the employees including, quality of work, length of service, the community volunteerism as well recognition of the employee of the month. Disney philosophy involves maintaining good human relations as the way in which employees and visitors are dealt with. The authorities follow the leadership qualities like encouragement, power of listening, to what the employees have to say, keeping an open door and an open mind. The food and dining services are extremely good and offer a beautiful ambience. The restaurants and hotels are part of a magical world altogether. The monorail and fireworks systems are beautiful. The Disney parades are beautiful and worth watching and contribute to making Disneyland truly a magical place in every sense (Watts, 2013).

The place Disneyland is truly magical for a number of reasons. With several square miles of land, there is a vast expanse for fun and enjoyment. The four famous parks, namely, Magic Kingdom, Animal Kingdom, Hollywood Studios and Epcot make the place even more appealing (Wasko, 2013). The atmosphere is unexplainable and the sensation is such that there is a yearning for it to be never-ending. The rides are always new in their appeal. The employees at Disneyland are extremely warm, friendly ad always ready to assist. The members as well as the authorities are extremely warm and contribute to the beauty of the environment (Mannheim, 2016). The magical moments on offer at Disneyland contributes to its speciality and shows how special each and every visitor is to Disney. The place provides the best of family time and the services provided as a perfect amalgamation of the old and the new.

Working in multinational companies has become much more mobile. The services are transferable and hence are extremely helpful for the employees who work for these MNC’s. Transfer of the International businesses globally leads to the transfer of the human resource services. Over the years relocation policies have become more flexible. As the workplace becomes more mobile and global, more and more employees have access to international operations. All employees who work in the United States or any of its union territories are protected by its laws. Citizens of other countries other than the US are not protected by the laws. Employees are also trained for international assignments. Global companies are faced with an increasingly competitive environment. Institutional environment is gradually getting relaxed and more room is left to the MNCs for manoeuvring. HR services are part of any global firm’s strategy. The true issue is that, the transfer of HR policies and the practices to different countries can be extremely problematic. Though, the dominance of the theory of management, has led to the concept or belief that universal management practices are applicable anywhere, values, behaviours and managerial attitudes differ across several national cultures. The HRM practices, are based on cultural beliefs which reflect the values of the national culture and the basic assumptions in which the organisation is embedded. Subsidiary’s performance is affected by the failure to adapt practices of a host country’s culture. The individual behaviour can be explained by the social structures that act as constraints or guides on the particular individuals. The transfer of HR services depends on host country’s national business and practices. They can either facilitate or inhibit the transfer. The institutions either local or global influence an organisation’s practices to transfer the services, making it a dependent choice. Every individual factors affecting the HR services transfer has different degrees of impact. The degree of the impact depends on the subsequent level of transfer policies. In cases where the transfers of services are extremely essential, the policies become difficult to be transferred. Hence, the company should understand the employee profile, the opportunities and the global situation before arranging global opportunities for the employees.

References:

Bohas, A. (2015). Transnational Firms and the Knowledge Structure: The Case of the Walt Disney Company. Global Society, 29(1), 23-41.

Brode, D. (2014). From Walt to Woodstock: How Disney Created the Counterculture. University of Texas Press.

Cascio, W. F., & Boudreau, J. W. (2012). Short introduction to strategic human resource management. Cambridge University Press.

Elnaga, A. A., & Imran, A. (2014). The impact of employee empowerment on job satisfaction: theoretical study. American journal of research communication, 2(1), 13-26.

Ingelsson, P., Eriksson, M., & Lilja, J. (2012). Can selecting the right values help TQM implementation? A case study about organisational homogeneity at the Walt Disney Company. Total Quality Management & Business Excellence, 23(1), 1-11.

Karadjova-Stoev, G., & Mujtaba, B. G. (2016). Strategic human resource management and global expansion lessons from the Euro disney challenges in France. The International Business & Economics Research Journal (Online), 15(3), 79.

Mannheim, S. (2016). Walt Disney and the quest for community. Routledge.

Milman, A., & Dickson, D. (2014). Employment characteristics and retention predictors among hourly employees in large US theme parks and attractions. International Journal of Contemporary Hospitality Management, 26(3), 447-469.

Peteraf, M., Gamble, J., & Thompson Jr, A. (2014). Essentials of strategic management: The quest for competitive advantage. McGraw-Hill Education.

Peters, J., Beck, J., Lande, J., Pan, Z., Cardel, M., Ayoob, K., & Hill, J. O. (2016). Using healthy defaults in Walt Disney World restaurants to improve nutritional choices. Journal of the Association for Consumer Research, 1(1), 92-103.

Rowe, E. A. (2012). Intellectual Property and Employee Selection.

Wasko, J. (2013). Understanding Disney: The manufacture of fantasy. John Wiley & Sons.

Watts, S. (2013). The magic kingdom: Walt Disney and the American way of life. University of Missouri Press.