Disney "Magic" Training at Dierberg's One of the best-known organizations in the world is Walt Disney World. Yes, it is known for the theme parks and resorts it has worldwide, but in HR circles Disney is seen as a model for training employees to deliver outstanding service. At the heart of Disney "magic" is training employees in the Disney culture. Once individuals survive a rigorous selection process and are chosen as cast members, training begins with orientation and on-the-job training. Disney has be- come so well-known for its training that the Disney Institute has been established to share the Disney ap- proach with other employers. One firm that is a believer in the Disney "magic" is Dierberg's, a supermarket chain based in St. Louis, Missouri. Before Fred Martels, HR director for Dier- berg's went to a Disney Institute workshop on cus- tomer service and employee orientation, Dierberg's new employees went through a two-hour orientation program. They got an employee handbook, saw a short company history video, and were briefed on safety and company policies. Boring, was how Mar- tels described it. Indications were that upon complet- ing the two-hour orientation, new employees were not excited about their jobs and unclear about cus- tomer service expectations and the company. Then Martels went to a Disney Institute workshop on customer service and Disney's approach to orien- tation. As a result, Dierberg's totally revamped its ori- entation program. Following the Disney example, the HR staff had the once-bare walls of the orientation and training rooms decorated with information about company history, pictures of stores, and other company details. That way, new employees can see some of the company history. They are given exer- cises to get them involved and interacting. They watch new videos that emphasize customer service, company growth, and career opportunities. Through- out the new orientation program, Dierberg's stresses participant involvement and interaction. Consequently, managers throughout Dierberg's have noticed that new employees are more customer- service oriented and appear more pleasant to cus- tomers and coworkers. As a result of this and other changes, Dierberg's has received professional awards for motivating and retaining employees. Evidently, Dierberg's has created its own "magic."33 Questions 1. Discuss why the assessment of training needs at Dierberg's was crucial to the results described in the case. 2. Identify how Dierberg's new orientation program could be evaluated in terms of reaction, learning, behavior, and results.