Training Magazine - July 2008 - (Page 29)

given a table of their own. Learning includes three days with a certified trainer followed by an assessment they must pass. “We slowly build up the server’s responsibility,” he explained, based on feedback from guests and servers themselves on whether they feel comfortable taking on additional tables. Like the frontline workers at the Magic Kingdom, wait staff are encouraged to bring their own initiatives to the table—literally. Back in the “classroom” at the Contemporary Resort, we learned Disney applies the same philosophy to how both guests and employees are treated. “Research shows cast and guests have the same expectations,” said Brock.“Make me feel special, treat me as an individual, respect me, and make me knowledgeable.” For that reason, the company sometimes offers employees the same promotional programs it presents to guests. With 2008 anointed the “Year of a Million Dreams,” in which guests are approached at random and offered special gifts, some employees also have been surprised with gifts varying from free cruises to restaurant gift cards. In addition to feeling appreciated, employees are given a boost of confidence with the company’s 90-day no harm/no fail policy for new hires. Once on board, workers are given the benefit of the doubt for the first three months as they try their hand at being a new Disney employee. If their first assignment turns out not to be a good fit, they are given others during the first three months until their best competency is found. Landing in precisely the right job role is essential at Disney, given its belief in allowing employees leeway to make their own decisions. “We transfer decision-making authority down to the lowest level possible,” said Pearsall. With that, we’re given our marching orders for the next day (the program kept the agenda a surprise, so we didn’t know until the night before where we would be spending the next day): 7:30 a.m. in the ballroom for classes, followed by breakfast and a tour at Disney’s Animal Kingdom Park. Stay tuned for the remainder of my Disney Institute experience in the September issue. t w w w. t r a i n i n g m a g . c o m GET MAXIMUM COLLEGE CREDITS FOR YOUR CORPORATE TRAINING. The Strayer University Educational Alliance program. Strayer University wants you and your employees to get the most from an educational investment. That’s why we evaluate your corporate e-learning library and instructor-led training programs to grant the maximum number of comparable college credits. We also grant credits for work/life experience, and optimize transfer credits. Your employees can take online or on-campuses classes, which helps make our program the most efficient and convenient path to earning a degree. Strayer University is a regionally accredited, nationally recognized university with more than 115 years of experience in helping fulltime employees fit education into their life, and their career. Strayer University is accredited by the Middle States Commission on Higher Education. To learn more about Strayer University’s educated approach to workforce development, call 571.642.2987 or email ann.berger@strayer.edu. t r a i n i n g JULY / AUGUST 2008 | 29 http://www.strayer.edu 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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