Training Magazine - July 2008 - (Page 21)

Y PHOTOGRAPHY BY KENT PHILLIPS ou could do worse than having Mickey Mouse, Goofy, and Donald Duck as employees. They’re generally cheerful and good at satisfying customers. But, like any company, managing employees at Walt Disney Parks and Resorts isn’t all picture-perfect moments. Julie Hodges, vice president, organization and professional development for Walt Disney Parks and Resorts, shares with Training how the “Happiest Place on Earth” recruits, trains, retains, and continues to engage its workforce: Training: What was Disney’s greatest training challenge over the last year, and how was it met? HODGES: Right now, a Disney Theme Park is open somewhere every minute of every day, and our organization is responsible for ensuring employees at all of those sites have the proper training to provide a seamless Disney experience for our guests. Our greatest training challenge has been to find the right balance of consistency and adaptability for our dynamic business needs and diverse employee base. We need to ensure that we provide useful, relevant learning solutions that are engaging, interactive, adaptable to different learning environments, and considerate of cultural norms. Training: What new programs or initiatives were put in place, and/or what new technology was purchased? HODGES: Our training needs are continually evolving, just like our Theme Parks and Resorts. Our business strategy has always been to match the appropriate technology and delivery methods with our target audience, whether the audience is guests or employees. In addition to implementing an enterprisewide learning management system and learning content repository, our organization has begun offering rapid development and electronic performance support systems as a component of the learning solution. We recently developed gaming, simulation, and mobile learning experiences. Training: What can you share about the demographics of your workforce, and how are you tailoring training to meet their respective needs? HODGES: Disney is recognized as a people-oriented company with a strong corporate culture. We foster our relationships and are in the business of making “magical” relationships. It doesn’t matter if people are “young” or “young at heart.” Our workforce represents a broad demographic. In our Theme Parks, Resorts, and Cruise Ships, you will see employees from different generations, cultures, backgrounds, and lifestyles all working together. By recognizing their individual learning needs, we enable learners to develop their knowledge, uphold the Disney traditions, and feel they are actively involved in the w w w. t r a i n i n g m a g . c o m company’s success. Simultaneously training four generations of people from diverse backgrounds who work together does pose some unique challenges. Walt Disney once said, “I’d rather entertain and hope that people learn rather then teach and hope that they’re entertained,” and it is as true now as it was 50 years ago. Our learners want to be engaged in dynamic learning experiences, so we constantly strive to enhance the training for their various needs and learning styles. Training: What’s the greatest change that’s occurred in the way you deliver training over the last 10 years? Why was this change necessary, and how did you get your workforce on board with it? HODGES: Our training has evolved in tandem with technological developments and changing workforce demographics. Over the last few years, we have promoted flexible learning deliveries, customized learning experiences, and collaborative development with internal partners and clients. Ten years ago, most of our learning experiences were delivered as instructorled training. Now we promote a blended approach and leverage technology to enhance the learning solutions. This shift allows us to engage learners from diverse backgrounds and respond with greater flexibility. With creativity and innovation as two of our company’s values, we will continue to develop smart solutions that deliver the right message to employees at the right time. Training: Would you say Disney trainers have a seat at the executive table? In other words, how much do trainers participate in conversations about company strategy, and the workforce’s capability to deliver on that strategy? HODGES: Our executives recognize there is a wealth of knowledge in our workforce. They realize it is critical for our employees to receive training to further enhance their skills in order to deliver a seamless guest experience. Our business needs are continually evolving with the strategic direction. The organization is committed to developing learning solutions that support these needs. This alignment includes a variety of integration points, including a close partnership between the learning and development team and our human resources generalists, business leaders, and learners. Additionally, a rigorous needs analysis process ensures that each learning strategy effectively and efficiently supports our business strategies. Training: From the Disney Institute program, I learned empowering employees is a big part of Disney culture. So, I was wondering about the mechanisms you have in place, such as surveys and other feedback forums, you’ve implemented to hear their voice, and (sometimes) act on their suggestions. t r a i n i n g JULY / AUGUST | 21 http://www.trainingmag.com

Table of Contents Feed for the Digital Edition of Training Magazine - July 2008

Training Magazine - July 2008 Contents Online TOC Editor’s Note Training Today Soapbox How-To World View Managing the Magic Keys to the Kingdom Good Job! Personalities & Performance Hidden Potential The Executive Entrance Live & Online No More Revolving Door Questions for Covey TMI Brochure

Training Magazine - July 2008

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