Cirque du Soleil
Cirque du Soleil’s creative art form incorporates music and acrobatic performances to entertain people all over the world. Allowing employees the freedom and responsibility to be creative in their art and develop a brand that encourages customer loyalty is their business strategy.
Cirque’s biggest problem is employees are given too much control over artistic development and input regarding the direction of the business. Artists frown upon customers’ feedback, however Cirque wants customers to be loyal to a brand that does not welcome input. Cirque’s human resource practices are not aligned with their business strategy. A performance management system needs to be implemented that will allow employees the freedom to develop artistically and focus on customer’s needs. A 360-degree feedback appraisal should be implemented because in the entertainment business the customer’s opinion is crucial to the success of the company. The 360-degree feedback will allow employees to receive evaluations from customers, fellow coworkers who know the art form and perform a self-evaluation to compare and make behavioral changes to accomplish and meet business goals. Feedback promotes growth and development and when employees experience growth they are more likely to remain satisfied with their jobs, become more effective and are less likely to leave the company.
Cirque needs to implement a talent management system that will support managers as well as employees. By allowing employees the freedom to be creative Cirque has given artists autonomy. This type of self-management has created additional problems within the company. It has created an environment where managers are afraid to address behavioral issues that are not aligned with business goals. Managers are inexperienced when it comes to managing a group that consists of multiple nationalities and languages. By not wanting to culturally clash with employees whose work ethics may be different than what is expected
Cirque’s biggest problem is employees are given too much control over artistic development and input regarding the direction of the business. Artists frown upon customers’ feedback, however Cirque wants customers to be loyal to a brand that does not welcome input. Cirque’s human resource practices are not aligned with their business strategy. A performance management system needs to be implemented that will allow employees the freedom to develop artistically and focus on customer’s needs. A 360-degree feedback appraisal should be implemented because in the entertainment business the customer’s opinion is crucial to the success of the company. The 360-degree feedback will allow employees to receive evaluations from customers, fellow coworkers who know the art form and perform a self-evaluation to compare and make behavioral changes to accomplish and meet business goals. Feedback promotes growth and development and when employees experience growth they are more likely to remain satisfied with their jobs, become more effective and are less likely to leave the company.
Cirque needs to implement a talent management system that will support managers as well as employees. By allowing employees the freedom to be creative Cirque has given artists autonomy. This type of self-management has created additional problems within the company. It has created an environment where managers are afraid to address behavioral issues that are not aligned with business goals. Managers are inexperienced when it comes to managing a group that consists of multiple nationalities and languages. By not wanting to culturally clash with employees whose work ethics may be different than what is expected