Staff induction process

Presented by:
González Cruz, Eva Mariela.
Mixco Flores, Marcos Andrés.
Olmedo Guzmán, Tania Michelle.

Professor:
Licensed Zulma Molina de Sánchez.

Subject:
Human Talent Management.

Section:
2-1.

Antiguo Cuscatlán, May 26, 2016.

Index
Introduction
Objectives
General objective.....................................................................................................IV
Specific objective.................................................................................................IV
Induction process...............................................................................................1
Disney dimension and the four circumstances............................................................8
Induction case....................................................................................................10
Primero paso.........................................................................................................10
Mission and organizational objectives...................................................................10
Second step.............................................................................................12
Tercer step............................................................................................................13
Scheduling of induction...........................................................................14
Conclusion
Bibliography................................................................................................................VI

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Introduction

Induction programs provide an excellent tool to achieve the

correct location of personnel, and in the process generate the essential mystique
of the team. The people who follow the induction program learn their
functions faster, as the level of anxiety decreases significantly
among the participants in the induction program, a contributing factor in a way
definitive to allow newcomers to focus on the task of learning
the new tasks.

Formal induction programs are usually the responsibility of

human resources department, along with the employee's direct supervisor.
This dual approach - or multiple objectives - is often used because the
covered topics are inserted into two categories: those of general interest for everyone
the employees, and those of specific interest, directed especially at the workers
from certain positions or departments.

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Objectives

General objective

Explain why induction is necessary, both for newcomers

employees as for those who are transferred to other positions.

Specific objective

Illustrate through an example the induction process used in Walt

Disney.
Compare the onboarding process used by a company with the ideal one.
what is proposed.

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Induction process
The induction process, also referred to as orientation or integration, is in
reality an element of the socialization of the new employee in the company,
where the quick adaptation and initial setting of the person is pursued
recent entry into the social and physical environment where he/she will perform his/her work. It is expected that

the induction process contributes to employees reaching a level of

professional development with a quality of personal and social conduct that meets
their needs at the same time as those of the company.

In The Walt Disney Company, the induction process is the only stage through which
that all employees of the Parks and Resorts division must pass without
import your range, hierarchy, or area of work. It is called
Traditions, for the traditions that live on to this day in all
company projects. From its name, the process demonstrates very
clearly how the company is deeply rooted within its
beliefs and values. Traditions functions as a one-day in-person seminar
that provides a first approach to Disney culture and what is expected of it.
each of the employees. For the employees of The Walt Disney World,
Traditions is offered at Disney University. This is a special center
dedicated to providing training and development to Disney employees,
mostly face-to-face within classrooms.

The seminar begins with a series of videos that showcase all the units.
of the company's business. These function instructively to provide to
the newly hired an overview of everything the company offers. The
the section concludes with a quote from Walt Disney that represents the spirit in which
They are based on relationships with employees throughout the company, "You can dream,

create, design, and build the most wonderful place in the world… but it
requires people to make that dream a reality.” This was the
the vision under which Walt Disney selected and shaped his employees, and this is the vision
that remains within the company to this day.

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The facilitator who teaches the class conducts a trivia game in which those who
answer accurately questions about the history and traditions of the company
they will receive small dolls with figures of Disney characters and
messages that relate to what is seen in the seminar. This game serves
to measure the level of knowledge that the group has
participating.

After understanding the corporate mission and vision, the common goal for the
employees. From the moment they become part of the company, they are given
inform that everything they do must be in order to achieve that goal. That helps to
generate a climate of camaraderie and familiarity among all the cast members,
Well, they know that at least there is one element that everyone shares.

Once the shared goal is communicated, the values underlying are explained.
Which company behaves and is expected to behave like all those who
part of it. The class continues with a section on the history of
Walt Disney and the company. Reinforcing once again the importance of the founder
for all its employees, this is where various myths are shared
beliefs that help create the Disney culture.

When they have reviewed the history, the facilitator goes on to explain the four pillars.
of work for all employees, who represent the values that
support all decisions:

1. Security. It is the most important priority for guests and members of

list. During the specific training of each area, they will be shared.
the security measures that everyone should know, but in this
instances show concerns and precautions that employees
They must always comply with the safety measures.
2. Courtesy. The second priority. The cast members understand the value
to smile and speak kindly, as well as to be nice to the
guests.
3. Show the spectacle. The importance of is highlighted in this segment.
always show the Disney Look. The attractions and facilities to which
they are well maintained, and are attended to by members of the

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 well-arranged list, allows us to ensure that the show will be
good.
4. Capacity/efficiency. To be able to provide the best service in the world.
It is extremely important to carry out all tasks effectively. But
it is also knowing how to develop a good teamwork. It stands out in
the importance of trust among members of the same team and the
communication.

All the priorities of the SCSE model are essential, and the order in which
they appear is unmovable. This model ensures that none of
the priorities.

After finishing lunch, a small visit to the park is made.

Entering through the backstage area, the facilitator will serve as a guide for the group.
will see for the first time the famous underground tunnels and may even
bump into some character. During the tour, stories are told about the
creation of the parks and examples of the Disney Service Basics are shown
the recently learned values. After going through the tunnels, they are taken to
to walk through the park where they are once again attentive to practical examples of
everything learned. At the end of the excursion, they return to the class where they
they will find one last surprise.

Once everyone is in the classroom, the facilitator will begin to speak to...
to be interrupted by someone knocking hard on the door. When opening it, there will appear
Mickey, as a pleasant surprise for all participants, carrying a box of
gift.

After improvising a gestural talk, the facilitator will explain that within the
there are gifts for all participants. At that moment, Mickey
will withdraw leaving the box in the possession of the facilitator. Inside the box are the
name tags for all participants, after putting them on they will be called
cast members

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In lesson 4 and subtitle walk in the park, the program is found
induction that Disney had, which is detailed below.

One foot in the past and the other in the future

Walks in the park helped Van to clarify problems and visualize the
a process that would help close the gaps. Despite his emotional bond with the
original orientation program that he and Dick Nunis designed, recognized the
urgency to modify it.

With the Van and Dick program from the 1955 era: 'We create happiness'
added to the training that came from the operations employees,
any newly hired cast member could, literally, operate a
attraction a few hours away from joining the company. The typical model of
the original training process was as follows:

The new cast member is hired.

The cast member might attend the orientation for newcomers.
hired (the importance was sporadic).
The cast member is looking for the costume and wardrobe department without
no one's help.
The cast member finds their way to their designated work area,
also without help.
The cast member receives from an employee, who has more time in the
company, a general notion of the operation.
The cast member starts their work shift.

This process worked in the early years of Disneyland's operations,

when the park was smaller, operations were less complicated and there was
fewer people to train.

The orientation model of 1955 and training for team members

which were so successful in the early years were no longer enough. They go
faced a paradox: to preserve the past while preparing for the future

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future. I needed to identify and rescue the elements of the orientation and the
training that led to the success of Disneyland in its first seven years:

Friendly environment
Creative presentations
Useful content

Van had to balance these fundamental elements and, at the same time,
prepare the cast members – including the managers – for a future
much more complex with the following factors as a driving force:

Consistency. Everyone must attend the orientation program for the

newly hired.
Systems. After the orientation program, it must be delivered the
training for each specific job.
Continuing education. Supervisors and managers would need
training to develop leadership and communication skills.

Induction process at Walt Disney

Walt Disney Co. has three main divisions: entertainment films,

consumer products and theme parks and hotels. The company acknowledges that
people are very important for dealing with their customers, whenever their
team that is in constant contact with them and can create a
good or a bad impression. Hence their concern to prepare their staff
internal (workers) to assist external personnel (clients or
consumers).
They use a formal, collective, and sequential integration program to assimilate the
new collaborators, so that they acquire a new identity,
develop positive attitudes and take good care of customers. The program includes
eight hours of orientation, followed by 40 hours of learning in the parks.
Language acquires fundamental importance.

There are no workers, only 'members of the show.'

People do not have positions, but roles.
Customers are 'guests', the rides are called 'attractions' and the
reinforcement personnel is a "security host".

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 The uniforms are 'costumes'; and
Accidents are 'incidents'.

The program uses the following means:

1. The collaborators receive written instructions about their work,

like whom to report to, how to dress, and duration of each phase
initial training.
On the first day, the new employees are taken to the University and
Disney for a full-time orientation course. Four of them sit down.
At each table, they receive identification badges, drink coffee and juice, and eat.
doughnut and pastries. As they introduce each other. Since they
the induction begins, each new collaborator meets three colleagues and
they feel part of a small group.
One of the expectations of the procedure is that through knowledge
a mutual process of building trust in the group begins, and that each new
employee feels part of a dynamic entity.
3. The history and philosophy of Disney is presented to the collaborators with
audiovisual presentations. The mission or the purpose is explained in detail.
company vision. Learn that they are in the entertainment business
and what are 'cast members', whose job is to manifest
enthusiasm, knowledge, and professionalism to serve the "guests" of
Disney. They learn to perform each of the roles involved in
the production of the "show". they are invited to eat, to visit the park and,
afterwards, they are taken to a resting area for exclusive use of the
collaborators, which has a lake, a playground, a space for
field days, rowing and fishing facilities, and a huge library.
4. After the first stage, the structure of the induction is described.
organization. Each of the new collaborators receives their
specific duties for tasks such as security, transportation,
street cleaning and feeding the guests (restaurants). Starting from
from there they undergo additional training for several days before
enter the "scene". After learning their functions, "they dress up as
character" and are prepared for performance.

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 New collaborators receive additional training to know
answer the guests' questions. When they don't know the
response, they use their individual communication devices to request the
operator assistance that comes with manuals and is prepared to
respond to any question or any problem.
6. The collaborators receive a Disney newspaper called Eyes and Ears, which
contains news about activities, job opportunities, benefits
specials, educational offers, among others. Each edition showcases
different photographs of high-performing workers.
7. Each Disney manager spends a week a year in 'utilization of
crusade, that is, they must leave their offices and provide services to the public
direct sales such as ticket sales, food sales, or cargo and
vehicle unloading or organizing ride groups. It is the way in which the
Administration staff is addressing the operation to find out what
it happens in the park and how to help maintain the quality of services
to satisfy the millions of visitors. All the managers and
collaborators wear badges and are called by their first name, without
import your hierarchical level.
8. All collaborators who leave the company respond to a
cuestionario sobre sus satisfacciones e insatisfacciones al haber trabajado
at Disney. Thus, the management measures success to develop the
satisfaction of workers and, with it, that of consumers.

The attention that management gives to employees causes them to

important and responsible people feel for the 'show'.

Disney dimension and the four circumstances

1. Innovate: Reveals the traits associated with innovators: pioneers who

they are not afraid to take risks. It allows trainers or leaders to apply

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 new ideas or techniques that go beyond the project and lead to the
participants in new experiences that allow them to relate to the
production process, that "witnessing or participating" and in this way
identify oneself as part of it.
2. Organizational support: This circumstance adds a component that makes
many organizations lack: an enduring organizational support.
Walt to Roy Disney, and then to Dick Nunis, the executive management of Disney
he always trusted Van's ideas, just as he trusted the command
executive. Leaders must be closely involved and establish
guidelines.
In an organization, it will always be necessary to perceive the involvement of
everyone, however; observing managers, directors, among others,
supporting management will add value and credibility to the initiatives
the interest in their objectives will become evident.
[Link]: They started their own school to train the animators, and for
I could understand why we needed to develop a race
own and original from amazing people for the show. The school of
Walt's art; it had to be an original school that produced another type of
artists. These "Disneylanders" would specialize in the fine art of
produce happiness and would receive a special human relations program
and the philosophy of Disney.
Generally, business authorities consider the idea that the
learning occurs only in closed circles and in an upward manner
(from the boss or manager of a department to subordinates) but in reality he/she
It should be noted that communication between leaders can generate ideas.
valuable even when dealing with very different processes.
4. Entertainment. This last circumstance is related to innovation,
since it is necessary to go beyond the screening room, beyond the frameworks
on the board. Make the training 'entertaining', capture in another way the
attention and keep the participants interested and even more to awaken the
creativity in them.

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 The use of training as a teaching strategy is a
solid tool that increases the interest of the one being trained and
ensures retention of new concepts.

Even when companies do not actually have all the capital to

develop models like this, or implement them, they must encourage activities
experiential that motivate collaboration. The design of training for executives
at a high level does not aim to eliminate the gaps but only to moderate them, so that they
maintain a level of tension that generates competition, and this allows for an increase in

novel ideas enhancing business results.

The Disney model aims to make people have the 'experience',

"live" that which is being lectured to them; acquiring through this a
knowledge specific to what each element has contributed to building the
largest show in the world; in other words, this model exceeds the
concept of an induction or integration program for people.

Induction case
Convergys El Salvador Induction Program
Convergys consistently provides the best customer service experience.
in 47 languages and from more than 150 places around the world. We create

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alliances with our clients to improve customer loyalty that
we serve, reduce costs, and generate profits through an extensive portfolio of
capabilities, including customer service, analytical capabilities, support
technical, collections, origin agents, and sales. We are committed to delighting
to our clients and their consumers, delivering value to our
investors, and creating opportunities for our talented employees, who
there are 130,000 in 31 countries around the world.

First step
The first step to being hired as a member of Convergys is to go through a
small one-week training, which is called "culture and history"
training.” In this part of the employee training, they are given a foundation on the
organizational culture and history of Convergys, this is during the first two
training days. At this stage, all new employees are taken to
to know the company, all its floors and accounts that it owns, the mission of
organization and what is expected of them, below is a brief
excerpt of what the company's background is, as well as its vision and
organizational objectives.

Mission and organizational objectives

The mission of Convergys is divided into 4 parts, which are:

Put customers first. We listen to understand their

needs, we take ownership of the problems and find
solutions, and we go further.
Grow as a team. We develop all our employees to be
leaders, because we believe that every employee has an impact on our
business. We also strive to make work something fun!
3Do the right thing. We are curious and ask questions, and always take.
measures when we see an opportunity. And with a global workforce
like ours, we embrace diversity in our team and respect the
differences from others.
4Serve the community. We share our time and talent to make
the communities where we work and live are better places to be.

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This is how they divide the mission of the organization, which is
explained to all new Convergys employees during the induction to
company, specifically they are given the first day they enter
training

For the organizational objectives, Convergys summarizes it into one, which is:

To provide the best customer service to all our clients.

In the same week that the "culture and history" training is provided.
the organization policies and the services being offered are shown.

Some policies of the organization are:

Personal code of conduct

Having many customers visiting the place frequently
A code of conduct for employees must be maintained.
Work tasks
Because all jobs are important for the good
the entire company's operation is expected of the employee
do everything that is asked of you.
Drugs and alcohol
It is strictly prohibited to arrive at work after having consumed.
any substance that contains alcohol or some type of drugs,
In the same way, the entry of any is strictly prohibited.
type of drug and alcohol.

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Below is the organizational chart of Convergys that is shown to the
employees during this part of the training.

Second step
After the week of 'culture and history', training begins.
regular of the account to which the agent is going to provide their services, normally this

training lasts for 3 weeks, but it may vary depending

to the account to which it is addressed.

At the end of this training, a payment is given to future employees, such as

way to earn their loyalty, but they are really still not part of the
organization.

When the training is finished, the employees are given their contract for
to be signed, but they have not yet been assigned a work schedule. At this point to the

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employees are informed that the payment is biweekly and the social benefits,
which, apart from those required by law, are the following:

Discounts at various food places when presenting the card of the

company.
Clinic at work.
Night transport.
Additional Christmas bonus to the law.
Monthly performance bonuses.

At the end of the training, they are also introduced to their immediate supervisors, who are
the floor supervisors and the account supervisor.

Third step
After this, they move on to the process of 'nesting' which, by its translation in Spanish

it means 'shadowing', which is working on the floor for a period of 2 weeks

to test what was learned in training. Here are presented their
basic responsibilities, tasks, and goals. At the end of the nesting period, they are
give the results obtained from this.

Some responsibilities, depending on the account, are:

Make a certain number of calls per day

It takes a certain amount of time in each call
Meet all quality control requirements
Achieve a certain number of sales
Use the 'hold' button on the call for a set amount of time
Do not arrive late

There are other responsibilities that vary between each account, but these are
some of the more general ones.

At the end of the nesting period, they are given their regular schedule, which is 10 hours.
per day, with 1 hour for lunch and 2 breaks of 15 minutes each day, and work is done
5 days a week.

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Scheduling of the induction

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Conclusion

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Bibliography
2013. [Online] Dominique Furlong, 2013. [Cited on: May 25, 2016.]
[Link]