The document discusses the training programs at Carnival Cruise Lines, including leadership retreats, onboard management training, strategies for gaining support for training, and measuring the results of training programs. It provides an overview of Carnival Cruise Lines as an industry leader and describes their blended approach to management development through various training initiatives.

1. W202 – Carnival Cruise Lines
College of Management
Learning objectives for this session:
Get a glimpse of how an industry leader approaches management / leadership
training, including measuring results
Explore strategies to secure “buy in” for training
Explore strategies to conduct collaborative needs assessments
Juan Carlos (JC) Trueba Eileen Tighe, CTC
V.P. Corporate Training Manager, Corporate Training
Carnival Cruise Lines Carnival Cruse Lines
3655 NW 87th
Ave. 3655 NW 87th
Ave.
Miami, Fl 33178 Miami, Fl 33178
305-599-2600 305-599-2600
jctrueba@carnival.com etighe@carnival.com
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2. Introduction
Carnival Cruise Lines, (CCL) is the leader in the cruise industry with a fleet of 22
vessels and a global workforce of 36,500 team members from more than 100 countries.
CCL is expected to carry more than 3.6 million guests in 2007. In 2005, the Carnival
Cruise Lines’ corporate training team was recognized for excellence by winning the first
place CUBIC (Corporate University Best In Class), award for Best Mature Corporate
University and first place runner up for the most innovative Industry resource. In 2006
the CCL Corporate Training department was also awarded the Excellence In Employee
Development award by the University of North Florida.
Our Approach to Management/Leadership Development
Through trial and error and the typical growing pains and obstacles faced by “upstart”
ideas and/or departments, (the corporate training department was establish in 1996, 24
years after the company was established), a blended approach to management/leadership
development is now utilized.
Blended Approach:
“On Campus” management retreats with our educational partners - Coaching
The Champions
On site / Onboard management training - Carnival College of Management
Strategies to secure “buy in”
One reality in the employee development / training field is that no one is as enthusiastic
about the training as the training department. A strategy was developed and implemented
to not only deal with this truth, but to turn skeptics into training supporters and in fact,
fans.
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3. S.A.I.L.
S trategic
A lignment
I nvolving
L eadership
Operating Departments as both; Customers and Suppliers
Another undeniable concept is that people do not argue with their own data. By working
together with the “customer” to understand their business objectives, a joint strategy of
what needs to be accomplished in the training can be developed. This led to the concept
of jointly developing and establishing training L.O.C.K.S. for each and every training
program.
L.O.C.K.S.
L ist
O f
C ompetencies
K nowledge
S kills
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4. Development of Training
The development of training is much more than the traditional “brainstorming” sessions.
Training development is a multifaceted process, rather than an event. We identified four
stages of training development, which we refer to as the training C.O.R.E.
C.O.R.E.
C reate
O rganize
R eview/Revisit
E xecute
Measuring Results
Unquestionably, investing in employee development is the right thing to do,
unfortunately and invariably the only ones that subscribe to this mantra, with or without
showing positive business results, is the training department. Training, without having a
clear vision of what results you are hoping for nor a mechanism in place to measure those
results should not be refereed to as training. This should be referred to as an unjustifiable
business expense. Make results and measurement a primary concern when developing
training, not an after thought.
The following pages consist of the power point slides, as
well as the sample letter to request a meeting and the
“Strategic Alignment Consultation Form,” you can use as a
job aid.
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5. 5
- S&P 500 company
- Leader in the industry
- Fleet of 22 vessels
- Carry over 3.6 million Guests in 2007
- Over 36,500 total employees
- Representing over 100 different
nationalities
vacation
CCL Corporate Training departmentCCL Corporate Training department
- Established 1995
- Eight total employees shore side
- 48 employees shipboard
- Regulatory, Environmental, Hospitality,
Management, ESOL, Orientation &
Crew Training Centers

6. 6
Coaching the ChampionsCoaching the Champions
- Leadership Summer Retreats
- Campus Setting
- @ Johnson & Wales University
- 70% Shipboard 30% Shoreside
Coaching the ChampionsCoaching the Champions
- Cultural Diversity
- Quality Standards
- Coaching & Mentoring Skills
- Dealing with Difficult People
- Verbal Judo
- Enneagrams – Personality Profiles

7. 7
Creative Learning ActivitiesCreative Learning Activities
• Work For Food
• Carnival Challenge For Charity
• Personality Profile Karaoke
• Video Commercial Project
• Bowling, Whirly Ball, Day at The Park
• Graduation Ceremonies
Carnival College of ManagementCarnival College of Management
- On board / On going programs
- 4 week core curriculum
- Each class session is about 2 ½ hours long
- Facilitated by Corporate Training &
Senior Management

8. 8
Core Curriculum OutlineCore Curriculum Outline
- Leadership Skills
- Effective Performance Evaluations
- Communication Skills
- Real World Leader
Continuing Education ModulesContinuing Education Modules
- Conflict Resolution
- Public Speaking
- Time Management
- Effective Meeting Skills
- Delegation Skills

9. 9
SS..AA..II..LL..
SS
AA
II
LL
trategictrategic
lignmentlignment
nvolvingnvolving
eadershipeadership
SS..AA..II..LL.. PhilosophyPhilosophy
- Do not develop training in a silo.
- Meet with senior leadership.
Be the SME on training, but be a
student of the business operation.
- Learn the challenges they face,
Budgetary, Regulatory, etc…

10. 10
Speak the Language of BusinessSpeak the Language of Business
- Reduce Costs
- Increase Revenue
- Positive impact on the bottom line
SS..AA..II..LL.. PhilosophyPhilosophy
Think of operating
departments as customers &
suppliers. Work closely with
them so they can supply you
with the information you need
to supply them with the
proper training.

11. 11
Transparency and CredibilityTransparency and Credibility
- Do not convince yourself or try
- Do not offer immediate
to convince others that training
is the answer to everything.
or “pre-packaged” solutions.
- Do not pass judgement on
what has been done to date.
- Invite stakeholders to
- Do not overestimate savings
or increases in revenue.
participate in all stages.
- Never consider your training
solution as a final version.

12. 12
- Be receptive to audits/reviews.
- Allow stakeholders access to
all data.
- Truly solicit & listen to
feedback & adapt your solution.
Jointly Develop TrainingJointly Develop Training
LL..OO..CC..KK..SS..
LL
OO
CC
KK
SS
ist
f
nowledge
kills
ompetencies

13. 13
Training C.O.R.E.
CC
OO
RR
EE
reate
rganize
eview/Revisit
xecute
How do we measure results?How do we measure results?
Step 1Step 1: Slow Down – get a true
assessment of where
you are.
Step 2Step 2: Set Realistic Measurable
Goals. Define Success.Define Success.

14. 14
Four levels of EvaluationFour levels of Evaluation
#1#1 Course Evals - Reaction
#2#2 Written Exams – Learning
#3 Applying Learning (Behavior)
Four levels of EvaluationFour levels of Evaluation
#4#4 Results – Considerable
savings & correlation between
satisfied crew & satisfied
Guests.

15. 15
Follow up to Management TrainingFollow up to Management Training
- Yearly Departmental Conferences
- Continuing education modules
- Support material in CTC’s
- Ship mates program
Quality Assurance TeamQuality Assurance Team
- President
- Senior Vice Presidents
- Crew comments & suggestions
- Presentation to all crew
Visit each ship every yearVisit each ship every year

16. Dear
I‘m in the process of updating my departmental five
year plan and would like to request your assistance. I
consider your department and you specifically, to be key
sources of expertise and insight, regarding our company and
industry. I would appreciate the opportunity to meet with
you to discuss your past successes and assure that my
departmental goals complement and are closely aligned with
yours.
I’ll be contacting your assistant to arrange a date that
is mutually convenient, two hours should be more than
adequate, however, should you believe that we will require
more time, we will, of course adjust this.
I look forward to learning more about what strategies
you implemented that made your department such a positive
contribution to the company and am excited to get a glimpse
of your future plans.
Best regards,
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17. Strategic Alignment Advisor ConsultationStrategic Alignment Advisor Consultation
Date:
Location:
Person Interviewed:
Interview conducted by:
1. What do you believe is your team’s most significant contribution
to the Company’s vision statement?
2. What is your department’s vision statement
3. What are your departmental goals for the next year, three years,
five years?
4. What are the key messages you need to communicate to your
team to fulfill your departmental goals?
5. What is the greatest strength the members of your team
possess?
6. If you asked anyone of you team “What is your core purpose and
value to the company?” – Do you think they could answer
comfortably, quickly and confidently?
7. What is the biggest opportunity for improvement that exists in
the skill set of your team?
8. If you were to develop your own training programs what subject
or subjects do you feel need immediate attention?
9. Would you be willing to take an active role in the design and
delivery of training programs to enhance the skill level of your
team?
10. Would you be willing to assist in the evaluation of training
programs and measurement of results?
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