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I am a Disney fan but now knowing a person who works there and seeing their on boarding process (via this website) it is no wonder that they are such a huge and successful company.   The website goes through, what looks like, everything a person would need to know in getting started at Disney.   I could see how helpful a website such as this would be to almost any profession.  Disney obviously has enough money to produce this website and keep it current, but I do not think that would be too hard or expensive for a school district, police agency, banking industry, military, or many other professions to implement.

My niece just completed an intership this summer with Disney. She was pleasantly surprised by how comprehensive the website and training was for interns. Eventhough she was scheduled to intern for six months, everything about the training and experience won her over to want to be a lifetime employee of Disney. Many companies could learn from this model.

I heard that the first two days of employee orientation is strictly story telling. They use the 'cast' members to acclimate employees to the Disney culture using stories. I feel like this is really in sync with Disney culture and would also be a very effective way to get employee excited about their role in the bigger Disney 'story'.

As I read this I was drawn to section on cognitive constructs. I found it very interesting and the openness of which the author references the need for future research makes me wonder if we are getting closer to understanding the cognitive sciences or just beginning to grasp how big this issue could be.

Should we or shouldn't we? 

I found this to be a thought provoking article which seems to perfectly illustrate everything that can go bad with a performance review. I liked the practical approach to encourage open relationship which can provide the honest feedback we each need to address our self-improvement barriers.

"Don't scrap it, Fix it!"

Good article. I found many of these same alternatives in other reference material. And the author is correct on how many annual reviews become less productive than the daily interaction. We practice month one-on-ones at Amazon and often those feel like scripted messes instead of productive interactions, I find more practical advise in review the days problems like we had to after Saturday and the programming issue which impeded my workers for 45 minutes until an engineer could reset the robotic delivery field. Anyway, I agree that major changes need to happen before performance reviews become anywhere near as constructive as the type of conversation I had with my boss yesterday.

Succession planning is perhaps the most important job of corporate boards. Without a strong succession-planning program, companies are not prepared to fill openings created by retirements or unexpected departures, nor are they able to meet demands of the organization.

To me the importance of succession and cross-training within departments is very crucial. Yet I think still many times today people view these things as a loss of job security. Many time individuals may feel a false sense of security if they are the only person that knows how to do 'x'.

I could not agree more with your comments. I hear it on a daily basis, if I am the only one who knows this information; the organization has to keep me. Much of the fear comes from massive layoffs and reorganization-if they need the knowledge they will need me.

We have a game show for everything else...  Again-  Good information, not too old and wants to throw out the rulebook.

Wow! Immediately has an HR person I begin to get nervous about the potential illegal interview questions or practices that these companies could be sued for. It's a risky line between innovative and unethical in terms of hiring. I like the idea and concept of thinking outside the box though!