by Larry Lynch

When does training begin? When does it end? Does it ever end? 

In the third of a five-part series, I want to share with you Walt Disney World best practices in training a dedicated and inspired workforce.

You may recall from our last article in MRO Today that Disney training begins even before a cast member (Disney-speak for employee) is hired.

When we cast people for a role in the Disney "show," a training process begins in which every aspect is a presentation of the Disney culture. By the time they’re hired, we feel confident there’s a "right fit" between employee and company, and each party is comfortable that the relationship will be mutually beneficial.

Think like a new hire
What next? You’ve just been hired and are about to walk into a company where 55,000 cast members are already at ease in their roles. Consider the apprehension and anxiety you might feel. Whether it’s a company of five or 55,000, we believe there needs to be a gradual transition into the corporate culture. Our transition begins with Disney Traditions.

We make sure everyone attends this orientation process because this is where we formally introduce the history and culture of the Disney organization. 

Held at Disney University, our internal training center, Traditions is one of the strongest methods of showing an anxious new hire how they will become an essential and valued member of the company. Everyone — I mean everyone — begins his or her first day here. Vice presidents, mechanics and attraction hosts sit side by side. Whether full-time, part-time or seasonal, all new cast members attend the same classes.

I should note that as we developed Traditions, we learned a lesson. When taught by a "professional" trainer, there was the risk that the message could be lost in the implied barrier between instructor and attendee. We soon found that the best people to put new cast members at ease were fellow cast members. Today, Traditions facilitators are selected through a rigorous auditioning process since they add a real perspective about the working conditions and rewards of Walt Disney World, and they serve as communicators of company culture.

Traditions is popular for a variety of reasons. For new cast members, part of the appeal is that their first day at work is, as far as they can tell, a day off. During the day-long class, they are paid to participate in discussions and company-based quizzes, take property tours and enjoy lunch on us. Part of our lesson plan is offering additional information about the company, its heritage and its policies, which is all part of putting them at ease and further defining the differences between an ordinary job and an extraordinary role in our show.

Following Traditions, a cast member’s second day transitions them into their roles in their new job site. Here, another Disney difference is not just how a new cast member is trained, but who trains them.

On a day most companies recognize as the traditional first day of training, we never hand anyone a self-instruction manual or tell them to "just go do your job and let us know if you have any questions." Whether the training takes a few days or a few weeks, we take our best cast members off line to teach new hires not just a new role, but the company’s culture. It’s been proved that people train in their own image, so this step in the training process is well worth taking someone off line. It’s important.

Think about it. By making this investment in a new cast member, they can’t help but see the company is continuing to make a commitment to their success. 

It also works from a standpoint of empathy. Cast members who "earned their ears" as trainers can still recall the anxiety new hires experience. Across the company at more than 1,000 job classifications, our trainers teach with an impressive degree of patience, encouragement and practical knowledge.

By the end of their on-the-job training, the newest Disney cast members possess the skills to handle nearly any situation at their work location. More importantly, they learn that their contributions help achieve the organization’s goals.

The river keeps flowing
Of course, most companies take a far different approach en route to this level of training. Others reach this point and stop. At Disney, the training process is like a river. From orientation through on-the-job training, it continues to flow and be refreshed through ongoing training such as mentoring, continuing education and leader training. 

At several locations at Walt Disney World, we provide Centers for Excellence, satellite learning centers of Disney University that offer a variety of technical, career and personal enrichment classes. 

On breaks and before or after shifts, cast members have free access to self-paced online, video and CD-ROM classes. They can even pursue an associates, bachelors or masters degree from among six accredited area colleges and universities.

Guests to these locations are often surprised by the amount of career training materials we offer. They ask, "What happens if you train them and they leave?" 

We ask, "Well, what happens if you don’t train them and they stay?"

We invest in training because cast members see we are investing in them, that we care about them and are concerned where their careers go. Training tells them that, as a company, "we can help you get there." This builds loyalty.

Self-examination
Now is a good time to look at your own training methods. How are they packaged and presented? What is their content? Their timing? Everything you present should reflect your culture because, in a company, everything speaks.

Consider using some of the practices we’re perfecting at the Walt Disney World. We believe they will give your company a stronger voice. Just as important, they will convey to your trainees that you value them and their contributions to your company’s success.

Larry Lynch is the director of business development for the Disney Institute. For more information on the Institute's operations or people management courses, visit www.disneyinstitute.com.

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