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Cirque Du Soleil Case Study

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Cirque du Soleil first began in 1984 in Quebec Canada. It was first known as Le Club des Talons Hauts, consisting of mainly street performers. It had started out with only 73 employees and has expanded to over 2,100 individuals, 17 years later. The organization’s goal is to bring an unforgettable and unique experience to each audience through creativity from its one of a kind artists. Cirque du Soleil is always in constant search for creative and talented artists around the world that can contribute and be part of their unique organization. The artists consists of many different cultural backgrounds and range from mimes to clowns. Cirque du Soleil provides training to its employees and tries to maintain good communication with each of its employees. However, Cirque du Soleil faces many problems in retaining talent to the hiring and training and development process of its employees.
PROBLEM 1: Lack of Guidelines and Expectations
One of the problems I found with Cirque Du Soleil was the lack of a company’s handbook and relying on a simple newsletter to communicate with its employees. The newsletter is open to all employees who wish to submit any comments or issues they might have with management. Due to the lack of guidelines and expectations, employees that are touring find it difficult to determine what is acceptable work behavior and when and where is such behavior appropriate. Touring employees are not aware of boundaries between work and home when on tour. In addition,

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