Reference no: EM132885293

Question:Delivering HappinessIn his book, Delivering Happiness

Hiring for Fit: How Zappos Screens and Makes Hiring Decisions

Zappos is an online retailer owned by Amazon. Originally founded in 1999 as a site where one could order shoes online, they've developed into one of the most successful and sought-after organizations in the United States. Not only are they a leading shoe and accessory retailer, they have developed additional business lines based on their workplace culture. This includes developing a book called and Zappos Insights, a video subscription service helping organizations with customer service and operational improvements.

, Tony Hsieh provides insight into his history leading up to becoming co-CEO at Zappos but also how he developed an organization built on great customer service. In building up to Zappos, he used experiences throughout his life, including his time at LinkExchange, to build a base of what to and what not to do in making a company successful. At Zappos, hiring for fit is extremely important. They practice what they preach and hire people who match their company values, rather than finding a way to fit their values into people. So important are Zappos's values, that they have an extensive, well-thought-out, multitiered interview process.

To start, as with most companies, Zappos looks at the applicants through the lens of an internal recruiter. They review the merits of the candidates' skills and experience compared to the role they are applying for. This can include reviewing required years of experience, technical abilities, and employment history versus employment gaps, along with the typical formatting, grammar, punctuation, and how the résumé looks. It is common for recruiters to look as much for key elements that qualify candidates as they do items that may disqualify a candidate from consideration. This could include large gaps in employment, short tenure at multiple companies (i.e., job hopping), and significant changes to different job types over short periods of time (demonstrating a lack of focus or direction).

Once a Zappos recruiter has screened a candidate résumé, they conduct a phone screen for appropriate candidates to learn how a candidate's values match those of Zappos and walk the candidate through their work history over the phone to make sure it matches what's on paper. The recruiter looks for signs as to whether a candidate wants any job versus specifically working for Zappos. Many organizations look for this element. It is widely viewed by recruiters and hiring managers that an interested employee who has done some research on an organization is much more desirable compared to one who doesn't know who or what they've applied for.

Candidates who pass the first wave move onto the next stage in Zappos's process, which is having the hiring manager conduct an interview based on technical skills and experience. During this part of the recruitment process, the hiring manager will also dive into questions regarding the culture fit between the organization and the candidate. If successful, the candidate will be invited to come to the Zappos facility, tour, and go through another set of meetings with the team to which they are applying. The tour serves as a point of introduction to the way the company operates, along with getting an idea of how the people interact and work together.

Human resources gets further involved at the back end for those who are technically sound and meet the hiring manager's requirements. They perform another interview based on culture fit. This is paramount to Zappos's process. If someone is not a culture fit, they will not be hired. In his book, Hsieh points to the collapse of the company culture at LinkExchange and his lack of desire to continue there as a key point in realizing how important culture and happiness are to the success of an organization.

There are a couple of additional skills checks along the way for computer skills and technical skills; for some, the process could include a team lunch so some observations can be made along the way. Throughout the process, all involved pay close attention to how the candidate reacts, how they position themselves in relation to the team, and how engaged they are. It all comes back to matching their 10 core values, which are widely publicized.

The ultimate result is as sound a hiring process as you'll find. While extremely thorough, Zappos has clearly made a point to ensure they know as much as they can about new hires before they begin working for them-so much so that they've built in a safeguard. Every new employee goes through orientation and new-hire training. At the end of this period, they offer new hires $2,000 for the person to leave! This extra element helps weed out people who might have dropped out early on in their tenure for whatever reason. It reduces long-term investments in training as well as the possibility that a bad hire would negatively impact their culture and overall results.

Questions:

Which fit style(s) has Zappos demonstrated in their hiring process? Explain your answer with examples.

What are the risks involved with such a lengthy hiring process?

Defend or agree with the following statement, and support your argument. "Having a lengthy and in-depth hiring process is in the best interest of an organization."

What are your thoughts on Zappos's negligent hiring plan (to offer $2,000 for someone to leave)? How could this approach negatively impact their candidate pool?