Compare induction, on-the-job and off-the-job training, linking skill development, cost, supervision, productivity, consistency and employee performance.
Extract G
About Walt Disney
Walt Disney is a successful global family entertainment business. Its portfolio includes Disney theme parks, hotels, cruise ships, products and leisure entertainment. The locations of its theme parks include Florida, Hong Kong, Shanghai and Paris.
Employees at Walt Disney work in a wide range of roles and departments. The departments include:
- Food and beverage
- Hotel and housekeeping
- Marketing and social media
- Customer service
- Leisure and entertainment
- Finance and banking
- Engineering and construction.
Walt Disney provides a variety of training for its employees including:
- Training courses and demonstrations given by its executives and senior managers
- Access to training courses at specialised centres for skilled job roles
- Provision of online learning courses
- Access to study university degree qualifications on a part-time basis for some employees
- Supervised coaching and support in its hotels, restaurants and theme parks
- The provision of study books and training materials, free of charge
- One-to-one personalised coaching support for employees in the Walt Disney offices.
Extracts A, B and C adapted from: https://www.nandos.com/
Extract D adapted from: https://thenandosstrategy.wordpress.com/2014/11/27/market-research/
Extract E adapted from: https://www.marketingweek.com/niche-lifestyle-brands-increasing-mass-market-appeal/
Extract F adapted from: https://www.pukkaherbs.com/uk/en/impact-and-sustainability
Extract G adapted from: https://thewaltdisneycompany.com/about/\#our-businesses
Evaluate whether on-the-job training is likely to be the most effective type of training used by Walt Disney.
Indicative content guidance
Answers must be credited by using the level descriptors (below) in line with the general marking guidance. The indicative content below exemplifies some of the points that candidates may make but this does not imply that any of these must be included. Other relevant points must also be credited
- On-the-job training is a hands-on method of teaching the skills needed for employees to perform a job. Employees learn this new knowledge and skills in their work environment
- Off-the-job training is when employees are given training away from their normal job environment, often in a classroom
- Walt Disney is a global business and likely to employ some of the most talented professionals in the entertainment and tourism sector. On-the-job training by its executives and senior
managers is likely to be of high quality
- Training in the hotel restaurants is likely to be the less expensive option for Walt Disney which will keep costs down and improve profitability
- Whilst employees are being trained in the hotels, service to the
clients can be maintained. If employees go to the training
centres additional staff will need to be employed at the hotels, adding to costs
- However, off-the-job training might lead to more efficient employees if they undertake the specialist training or get a university degree
- If the employees responsible for on-the-job training are
inefficient and poor at their jobs, then their bad habits will be passed onto new employees. This may negatively impact
customer service at the hotels and in the restaurants
- Whilst being trained away from the work-place, employees can focus on their learning. This avoids disruption to the training and prevents customers receiving poor service from untrained
staff
- Walt Disney would have to look at the effectiveness of the
different types of training to see historically which trainees have performed the best and contributed the most to the
company
- The impact may depend on the employee and how they best
learn
- Walt Disney is likely to use a combination of both types of training. Perhaps every-day housekeeping tasks will benefit
most from on-the-job training whereas specialist skills may require training courses at the specialist centres
| Level | Mark | Descriptor |
|---|---|---|
| 0 | No rewardable material. | |
| Level 1 | 1-4 | Isolated elements of knowledge and understanding. Weak or no relevant application of business examples. An argument may be attempted, but will be generic and fail to connect causes and/or consequences. |
| Level 2 | 5-8 | Elements of knowledge and understanding, which are applied to the business example. Arguments and chains of reasoning are presented but connections between causes and/or consequences are incomplete. Attempts to address the question. A comparison or judgement may be attempted but it will not successfully show an awareness of the key features of business behaviour or business situation. |
| Level 3 | 9-14 | Accurate and thorough knowledge and understanding, supported throughout by relevant and effective use of the business behaviour/context. Uses developed chains of reasoning, so that causes and/or consequences are complete, showing an understanding of the question. Arguments are well developed. Quantitative and/or qualitative information is introduced in an attempt to support judgements, a partial awareness of the validity and/or significance of competing arguments and may lead to a conclusion. |
| Level 4 | 15-20 | Accurate and thorough knowledge and understanding, supported throughout by relevant and effective use of the business behaviour/context. Uses well-developed and logical, coherent chains of reasoning, showing a range of cause and/or effect(s). Arguments are fully developed. Quantitative and/or qualitative information is/are used well to support judgements. A full awareness of the validity and significance of competing arguments/factors, leading to balanced comparisons, judgements and an effective conclusion that proposes a solution and/or recommendations. |