Cirque Du Soleil's Human Resource Management Practices


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Case Details:

Case Code : HROB103
Case Length : 13 Pages
Period : 1985-2007
Pub Date : 2007
Teaching Note :Not Available
Organization : Cirque Du Soleil
Industry : Circus Entertainment
Countries : Canada

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Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Excerpts

Background Note

In 1980, Gilles Ste-Croix (Ste-Croix), with skills in stilt-walking , along with some performers founded Les Echassiers de Baie-Saint-Paul (Les Echassiers), and began street performances. Soon Laliberte and Daniel Gauthier (Gauthier) joined the group. In the same year, Gauthier and Ste-Croix planned to turn Le Balcon Vert, a performing artists' youth hostel that they managed into an organized performing troupe...

Recruitment and Selection

Cirque's management believed that the company was as good as its employees. However, they did not have any predefined rule that only experienced people would be selected. While recruiting new employees, five major attributes were evaluated – creativity, commitment, responsibility, team-play and passion.

Only the quality of people mattered. Gagnon said, “The two owners of this company started it because no one would give them jobs. They were too young and had no experience...

Training

Of the total, almost seventy five percent of Cirque's performers were selected from competitive sports and then over about six months, they were trained to become artists, which meant that other than acrobatics, they learnt to act, sing, and play music. Interestingly, Cirque functioned without any make-up artists...

Culture and Work Environment

At Cirque, the artists were given their own space and a creative environment where they were free to share their ideas. Cirque also provided the artists an opportunity to grow both professionally and personally. The work place was projected as a home-away-from-home and the colleagues were more like family members than co-workers.

The artists were allowed to bring their families along on tours. At Cirque, the work place was more like a playground. The atmosphere was open and inviting...

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