Disney "Magic" Training at Dierberg's One of the best-known organizations in the world is entation program. Following the Disney example, the Walt Disney World. Yes, is known for the theme HR staff had the once-bare walls of the orientation parks and resorts it has worldwide, but in HR circles and training rooms decorated with information Disney is seen as a model for training employees to about company history, pictures of stores, and other deliver outstanding service. At the heart of Disney company details. That way, new employees can see "magic" is training employees in the Disney culture. some of the company history. They are given exer- Once individuals survive a rigorous selection process cises to get them involved and interacting. They and are chosen as cast members, training begins with watch new videos that emphasize customer service, orientation and on-the-job training. Disney has be company growth, and career opportunities. Through- come so well-known for its training that the Disney out the new orientation program, Dierberg's stresses Institute has been established to share the Disney ap- participant involvement and interaction. proach with other employers One firm that is a believer in the Disney "magic" is hav noticed that new employees are more customer Dierberg's, a supermarket chain based in St. Louis, service oriented and appear more pleasant to cus- Missouri. Before Fred Martels, HR director for Dier tomers and coworkers. As a result of this and other Consequently, managers throughout Dierberg's berg's went to a Disney Institute workshop on cus changes, Dierberg's has received professional awards tomer service and employee orientation, Dierberg's for motivating and retaining employees. Evidently new employees went through a two-hour orientation Dierberg's has created its own "magic."3 program. They got an employee handbook, saw a rt company history video, and were briefed on Questions safety and company policies. Boring, was how Mar- tels described it. Indications were that upon complet- 1. Discuss why the assessment of training needs at ing the two-hour orientation, new employees were Dierberg's was crucial to the results described in not excited about their jobs and unclear about cus- the case. 2. Identify how Dierberg's new orientation program tomer service expectations and the company Then Martels went to a Disney Institute workshop could be evaluated in terms of reaction, learning, on customer service and Disney's approach to orien hior, and results. tation. As a result, Dierberg's totally revamped its ori