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Cirque du Soleil

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on 5 June 2013

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Transcript of Cirque du Soleil

Cirque du Soleil MHRM6500 - HRM Effectiveness
Recruitment Creation of innovative content for movie theatre, television and DVD.
The organization of private gathering and public events.
A full range of products for sale under the Big Top. Thank you!
Launched in 2003, Crossroads is a career-transition program for Cirque du Soleil artists. It helps artists prepare for life off the stage. Injuries Anticipate needs:

Used to need 50 new artists every 2 years, now it needed 100 artists each year Retaining Talent
An issue for any company whose success relies on the creativity and excellence of its employees.

Company tries to tie everyone to the show to increase job embeddedness.

How do you increase morale? Clowns @work!!!

The customer is not at its core, creativity is! If you expect staff of 14 temps to show up in bad weather and only 4 show up, you still have to put on the show. Challenges with Temporary Staff With increased competition, Cirque need to reinvent the "magic" in the shows Crossroads Program In 1984, 73 people worked for Cirque du Soleil
Today, the business has 5,000 employees worldwide
The employees and artists represent more than 50 nationalities
2,000 employees at Montréal Headquarters
More than 100 million spectators since 1984
Close to 15 million people will see a Cirque du Soleil show in 2013 Cirque at a Glance People & Culture Division Mission Develop Business Initiatives Immigration Recruitment Compensation Organizational Development & Training Health & Safety Discussion Laliberté wants to be able to make decisions that does not make business sense, hence he does not want to go public and answer to investors. In what ways can we align HR practices with the organizational strategy to achieve competitive advantage for Cirque du Soleil?
From a group of 20 street performers in 1984 to 5,000 employees today, Cirque du Soleil is a Canadian entertainment company that combines circus art with street entertainment. HR Generalist Company Background The mission of Cirque du Soleil is to invoke the imagination, provoke the senses and evoke the emotions of people around the world.
HR recruited administrative and corporate staff

Casting Directors & Scouting Agents are constantly challenged to find the right artists Centralized vs. Decentralized HQ In 1997, Cirque decentralized management into three regional divisions; North America, Europe and Asia to better support their shows travelling around the world.

However, it was later centralized at Montreal headquarters as people on tour felt that "headquarters was too distant to understand what life on the road was like". Historically low on the pay scale

The bigger the company grew, the closer salaries got to the norm Compensation Cirque did everything to make working conditions support artists.

Injuries are the biggest hit to morale

Tour Directors must reevaluate injuries and restructure and cut acts to compensate for injured artists. Far away from home from months to years at a time
Work/life balance - staff had impromptu party using the swimming pool of squatic stage set "O"
Language and cultural differences - English language training given to artists
A need for communication and support from head office Challenges on Tour Founded by Guy Laliberté in Montreal, Quebec. Cirque is not only based on making profits, the company hopes to build a better world by supporting their communities through global citizenship.
ONE DROP—a non-profit organization to ensure that water is accessible to all, today and forever. Global Citizenship Challenges
for the Future More business people joining the company’s upper ranks
80% of business strategy is Guy's vision and it changes one day to the next
Fluctuation in currency exchange with strong Canadian dollar means volatility in net profit Global expansion to develop overseas market A need for diversification into other types of products In January 2013, they announced a 9% RIF eliminating 400 jobs Play a key role in supporting company’s growth
Provide guidance to strategic and operational activities while offering training Managing cultural diversity
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