Zappos and Lululemon
1/18/2021 Print Preview
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Chapter 11: Zappos: Taking Steps toward Maximizing Stakeholder Satisfaction: 11-8a Hiring and Training Book Title: Business Ethics: Ethical Decision Making and Cases Printed By: Toure Williams (taaw_15@yahoo.com) © 2019 Cengage Learning, Cengage Learning
11-8a Hiring and Training
The key to creating a zany work environment lies in hiring the right people. The job application features a crossword puzzle about Zappos and asks potential employees questions about which superhero they’d like to be and how lucky they are. They may also check how potential employees treat people like their shuttle driver. Zappos is looking for people with a sense of humor who can work hard and play hard. Potential employees go through both cultural and technical interviews to make sure their character fits with a high- integrity company. However, even Hsieh admits finding great employees is tough. He believes pursuing too much growth at once harms the company if the organization starts caring more about the quantity of new employees rather than the quality. Zappos gets approximately 30,000 job applications annually.
All new employees attend a five-week training program that includes two weeks on the phones providing customer service and a week filling orders in a warehouse. To make sure new employees feel committed to a future with the company, Zappos offers $2,000 to leave the company after the training (called “The Offer”). Amazon has adopted a similar practice.
Even after the initial training is over, employees take 200 hours of classes with the company —covering everything from the basics of business to advanced Twitter use—and read at least nine business books a year.
Chapter 11: Zappos: Taking Steps toward Maximizing Stakeholder Satisfaction: 11-8a Hiring and Training Book Title: Business Ethics: Ethical Decision Making and Cases Printed By: Toure Williams (taaw_15@yahoo.com) © 2019 Cengage Learning, Cengage Learning
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