Sample HR Management Case Study on Cirque Du Seleil

Cirque Case Study: Human Resources Problems Facing Cirque Du Seleil

The company faces the challenge of retaining and hiring people whose contributions can add value to the organization. The organization’s turnover rate was very high due to a number of factors such as difficult working conditions. Thus, retaining employees is important for the growth of the company and helps avoid turnover rate by keeping talents and cost of recruiting again (Bohalnder & Snell, 2012).

            Cultural differences, is also another issue facing employees of Cirque Du Soleil. Most of them come from diverse cultural backgrounds and therefore they have to make adjustment and adapt to Canadian lifestyle. In addition, the organization personnel have consisted of various cultures and diverse languages that resulted to communication breakdown or complication (

Training: Recruiting people from all over the world and that were ready to perform to different kinds of audience was hard as most people had difficulties meeting the requirements of Cirque Du Soleil. This is because getting the right talent was not easy.

Touring problems where members of the touring group had temptations to get out of the group while travelling was also a challenge. This was due to as high number of tours planned, difficult touring conditions such as frequent relocation, increased number of shows per week and working conditions in general (

            Communication problem due to cultural differences was also an issue, as people from different countries did not understand various languages spoken by others in the organization leading to communication barrier.

Decision-making was decentralized; Cirque du Soleil has four headquarters and this was likely to cause lack of cohesion in decisions making and affect overall performance of the organization (


To control retention issue, Lalibarte and Gautier should ensure that they satisfy their employees to increase profitability and reduce turnover. They should offer attractive and competitive salaries and benefits to employees. Such as insuring its employees with health, cover incase of injuries as most performers were at risk of being injured during performance. This can motivate employees and ensure retention. Furthermore, continued communication and showing concern of talents, providing flexible working hours inspires and make performers feel valued and core to the organization (Bohalnder & Snell, 2012).

On the issue of training, Unlikely CEO’s view of hiring single talented person, they should keep record of employees for easier contact, partner with schools to recruit performers and technicians and help them know well the organization. The record can accessed easily depending on performers or technician specifications and requirement. In addition, the company should hire and recruit talents depending on accountability, creative, commitment, and passion traits. This will offer the new talent to chance to learn and adapt to environment. Moreover, to increase talents in the coming years, it can be achieve by proper planning for recruitment exercise and ensure that required resources are available on time (Bohalnder & Snell, 2012).

On touring, the organization should look for people who like travelling, target young people as they do not have family to support and are ready to travel or those students leaving the school; they can be ready for world mobility and ensure employees’ satisfaction through frequency communication and surveys.

Cultural differences can be fostering cultural diversity among the people through cultural exchange. This will bring people together to share and talk to each other and other mechanism that can bring people together and foster communication.

On decision-making, management should shift from an operational to a more strategic management style. This can be discussed and encourage top management on the importance of strategic management. Once it has been adapted, transformation should be reached by training and equipping them with proper skills and tools to enable them assume their responsibilities in the organization (Bohalnder & Snell, 2012).


Bohlander, G. & Snell, S. (2012). Managing Human Resources. (16th, Rev. Ed). Cengage Learning.

Cirque du Soleil Official Website.