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Sweet Start
How Hershey altered its orientation program to reinforce brand awareness among new employees
by Jeremy Schoolfield
Editor’s note: This is the second article in a two-part series on the Hershey Entertainment & Resorts human resources department. Part 1 focused on recruitment and was the cover story for FUNWORLD’s June 2010 issue.
When new employees arrive on their first day of work for Hershey Entertainment & Resorts they’re greeted by a person, not a PowerPoint.
It’s a small but crucial element of the company’s orientation program, which has evolved over the years to cope with the central Pennsylvania complex’s burgeoning entertainment empire. Hershey considered hosting mass meetings in one of its on-site theaters, but such an impersonal affair isn’t indicative of the type of personal organization the company strives to be in every aspect of its multifaceted entertainment brand.
Instead, Hershey conducts approximately 150 orientation programs each year for groups of 25 to 40. “The key for us is to deliver customized warm welcomes to every new employee,” says Lori Buffington, director of learning and leadership development for Hershey Entertainment, who works with Manager of Onboarding Rachel Angstadt to ensure all new employees get off to a good start. This personal touch, Hershey believes, sets the right tone for its new employees, reinforcing the organization’s core service behaviors: Own, Anticipate, Delight, Inspire. The approach earned the program a 2009 IAAPA Spirit of Excellence Award, recognizing outstanding work in human resources.
Hershey’s ‘Company Ambassadors’
Hershey Entertainment’s orientation program revolves around a “Company Ambassador,” who shepherds the fourhour session. There are about 20 ambassadors total across the company, and they all volunteer for this role outside their typical workweek. Anyone willing to offer extra hours is exactly the type of employee Hershey wants to set an example to new hires; these ambassadors are full of energy and display an effervescent enthusiasm for the Hershey brand and legacy, Buffington says.
It’s not all about fun and games, though: Being an ambassador is serious business. New recruits observe two full classes first then split time with a veteran on two more before they are allowed to host their own orientations. They are taught how to handle difficult situations such as new employees who are either disinterested or outright antagonistic toward the process. Ambassadors can collect a hire’s ID card and revoke employment on the spot.
“That’s how serious we are about wanting the right quality employee,” Buffington says. “This is your easiest day on the job … come on!” Revoking employment hasn’t yet been necessary, however; at most, an ambassador just pulls someone aside and gives a quick warning, and typically people change their attitudes, Buffington says.
The ambassador program, in place for more than five years now, is a hit with new hires and the leaders themselves, as Buffington says they tend to stick around; the appeal is staying in touch with the new employees in the organization.
Orientation Should Be Fun, Too
Making orientation fun doesn’t fall solely on the ambassadors—Hershey goes to great lengths to ensure the entire process is set for success, right down to how the new employees are seated.
The training room is called a “Legacy Zone,” and it’s designed to feel like anything but a stodgy classroom. Current and historic Hershey jingles play over speakers while company trivia flashes on the walls. Rather than rows upon rows of desks, employees sit in table clusters that Buffington says are more conducive to a social atmosphere.
“We immerse them in the culture right away and get them excited,” she says. “This company sells experiences, and we’re trying to model what we expect.”
The orientation program thus minimizes lectures and maximizes interaction. Hershey uses Gameshow Pro software from Minnesota-based LearningWare (www.LearningWare. com) to set up its own “Jeopardy!”-style trivia game about the brand and its legacy. “We’re educating them on who we are in a fun way,” Buffington says.
Orientation also includes a “Bingo”-type get-to-know-one- another mixer game (as opposed to just the boring ol’ “My name is …” introductions) and employs videos and other multimedia programming wherever possible—anything to keep it from being one person standing in front of the group talking for too long.
“We’re an entertainment and hospitality company—so the first step is being entertaining and hospitable,” says Public Relations Manager Kathy Burrows.
A Holistic Approach: ‘We’re All in This Together’
One of the biggest changes in Hershey Entertainment’s orientation program over the past few years is the comingling of employees on their first day of work; before, Hersheypark staffers had their own orientation program separate from the rest of the resort. Now, no matter where the person is going to end up working, every single one (including full-time professionals) goes through the same four-hour program to start their careers with the company—if you wear a Hershey name tag, you’re coming to orientation with everyone else.
“It sets the tone from day one,” Buffington says. “We’re all in this together. Our leaders are very approachable—don’t hesitate to talk to them if you have questions.”
Bringing everyone together also exposes the new employees to other positions around the complex; again, Buffington says, if you’re wearing a Hershey name tag, a guest doesn’t care whether you’re a ride operator or a hotel clerk—whatever question a guest might have is expected to be answered by whichever employee is available. It’s yet another way to drive home the Hershey-as-a-destination message.
This mixing of employees is part of the overall holistic approach Hershey’s HR department takes in orientation, emphasizing teamwork and the Milton Hershey legacy. This first meeting takes a step back from day-to-day responsibilities and introduces the new employees to “who we are,” Buffington says.
“We want to generate pride right away,” she says. “We want them to see this is not just a job, and not just a company—it has a unique story. If we get them excited about that, then that gets them excited to share that story with our guests.
“They might be excited they got a job, but when they get out of orientation they’re excited to be part of something much bigger than they thought.”
Contact Senior Editor Jeremy Schoolfield at jschoolfield@IAAPA.org.
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