Observations about training on the Disney Wonder

August 27, 6:05 PMWorkplace Training and Development ExaminerLenn Millbower

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(c) The Walt Disney Company

This article presents observations from a recent cruise on the Disney Wonder and offers observations about the training process on the cruise ship.

As a former leader in Walt Disney World Learning Solutions, this author knows a thing or two about how Disney trains its new “cast members.”

The challenges Learning Solutions faced writing training for several thousand crew members spread out over 55 square miles at Walt Disney World were difficult enough. Imagine the difficulty in training a crew of 950 from over 60 countries that must work in excess of 80-hour workweeks, with shipboard positions range from navigation officers to entertainment performers. The challenge of getting it right is huge.

It obviously works. In 2009, Conde Nast Traveler magazine recognized Disney Cruise Line as the No. 1 cruise experience in the 9th Annual “Cruise Poll” and the Disney Wonder itself as best ship cruise ship in it’s category.

A recent cruise experience aboard the Disney Wonder provided the following observations.

Service focus - To a person, every crew member encountered – captain, cruise director, cabin steward, head server, server, and assistant server – all asked a variation of the question, “What can we do to make your vacation everything you want it to be?”

Togetherness - The crew members demonstrated friendliness towards each other, almost as if they were a part of an extended family. There were many examples of crew members greeting each other with hugs, engaging in friendly banter, and displaying a warm comfort with each other.

This comfortable demeanor extended to the guests, with warm greetings, easy smiles, and open posture. This being a Disney cruise, special attention focused on children.

Extras - The cabin stewards and restaurant servers all had their little extra bits of magic. Towel animals, magic tricks, interactive puzzles, and jokes were are employed. Special attention was focused on the children.

The captain, upon encountering this author’s party on an elevator used his key card to bypass all elevator floors, in effect giving us an express ride and an extended opportunity to ask us how he could make our cruise more memorable.

Our server offered – when one member of the party was experiencing sea sickness and left the dinner service before ordering – and then had delivered a four course meal directly to the stateroom.

These and many more special touches were presented extemporaneously in spite of the very long hours worked. The restaurant servers’ workday begins around 7AM and doesn’t end until approximately 11PM. They work a multi-month contract, seven days and 80+ hours per week – breakfast, lunch and dinner – with only one lunch and one dinner shift off per month.

How is all this possible? How can someone work so many hours per weeks and still maintain a friendly and focused attitude?

Training is a process

It is often said that training isn’t an event, it’s a process. On the Disney Wonder, the process works. Some of the practices that make this particular magic.

• A hiring process that identifies and hires friendly, outgoing, energetic, and caring individuals
• A mandatory – even for leadership – three day shore side orientation program that shares and demonstrates the organization’s traditions, values, and safety and service expectations
• Job task descriptions that clearly articulates exactly what is expected of each team member
• On-the-job training that focuses on honing crew member skills.
• Full time managers dedicated to organizing social and recreational activities for off-duty crew members to relax
• Back stage living quarters with comfortable amenities, including a private crew swimming pool, a nightclub, free Internet access, and a crew-only beach at the Lines private island
• A Human Resource officer stationed on board with enough clout to be an active participant of the Wonder’s Steering Committee
• Finally – perhaps most importantly – management that holds crew members accountable, celebrates guest compliments, provides those extra services and amenities for the crew, and actively lives the crew expectations too

All this effort adds costs to the bottom line. But a friendly crew, clear job task responsibilities, targeted and specific training, a clear focus on the mission, and management delivering guest AND crew satisfaction increases return on investment in higher guest satisfaction levels and multiple return visits.

Cruising may be a vacation for the 2,400 guests on board the Wonder, but neither training nor management can simply “cruise” to success. When it is done right, as it is on the Disney Cruise Line, it truly is a wonder to behold.