Culture Organization of Zappos Company

Zappos is an online company that deals with the selling of shoes and clothes. It is located in Las Vegas, Nevada; U.S. The company was founded by Nick Swinmurn in 1999 where it was later owned by Amazon Company after it acquired all its stock worth 1.2 billion. The company decides what the organizational culture needs to look like and it supports and reinforces that culture through management work systems and human resources. This post is set to discuss about the culture organization of Zappos Company.

The company has defined its organizational culture with ten fundamental values. The management systems and human resource developed, the hiring process, employee job description, day to day work environment and the job training and its support and reinforces these values with visitors, employees, partners, and customers, With a majority of call center employees, this makes sense. The company takes these ideas, where possible, and uses them to reinforce the culture in the workplace. Zappos undertakes specific action every day that supports its organizational culture of a workplace that is a bit weird. A training team of Zappos Company trains workers in each key value. Therefore, every worker learns the value, hear the same message, as well as learn the character traits that are anticipated to live the core values every day when they are working. The trainers are always available to train value gaps. The process of hiring at Zappos Company is more like a courtship process than a traditional recruitment. (Cai & Preziosi, 2014, 6).

According to Ms. Henry, she attended a recognition meeting of a merchandising team at a bar, and she interacted with the employees of Zappos Company in various social settings for five months before agreeing. Despite the fact the courtship might not be that intensive and rigorous for every job before hiring the employee, he or she will come into contact with many employees as well as attend some of the company and department event. This makes it possible for the employees who are not involved in interviews to meet employee. Zappos Company strictly adheres to the cultural fit and their process of hiring is slow. Several months can pass between a job offer and initial interview of the cultural fit with a human resource recruiter. If employees do not successfully pass the interview, 60% of the weight in recruitment, he or she will not be allowed to meet other employees and the hiring managers (Bratton & Gold, 2012). Not only all hires require following this slow road, but also the hiring if for the cultural fit first. The interviewers have come up with four or five questions that light up the congruence of the candidate with each of the core values of Zappo. This strategy to interviewing makes it possible for the interviewers to evaluate the potential ability of the candidate to fit in the culture and to show up the required skills (Cai & Preziosi, 2014, 8).

Every interview provides a specific feedback about the potential ability of the candidate; some hires require agreement from the interviewers. Members of the interviewing team enter the feedback into the computer system directly. They respond to specific questions then followed by forms which evaluate their opinions of the candidate’s potential ability at Zappos (Arnold and Silvester, 2005). If the company hires you, you can expect to spend the first two to three weeks to man the phones in the call center to learn on how to responds to the needs of the customer. Whereas this is the introduction to the business soul, it is as well as a practical approach on how to serve customers throughout the year; The Company does not recruit temporary workers during the busy seasons. Therefore all workers are anticipated to sign up for the different shifts to handle busy periods such as holidays. The early training makes it possible for the employees to serve the customers professionally. When the season is not active, each worker has to put in their nine hours a week in the call center.

After completing their time in the call center, the employees are given $ 4, 000 to leave the company. If the employee has not become the insider of Zappo, committed to the culture and the goals, the company will prefer the employee to leave. The employee takes money, but the will never return. Pay raises from the company come from capabilities and building skills. Employees must pass skill tests first before they receive the pay raises. The pay raises do not come from preferential actions which cannot be measured or schmoozing with managers. Employees in the call center are anticipated to be available for calls by the customer 75% of the time and this what the regular employees are expected to meet. Standards for mid-level management to senior level management are not yet in place in all jobs (Cai & Preziosi, 2014, 7).

Each manager is anticipated to use 15-20% of the time on the building activities of the employee team. This enables the employees to feel comfortable with each other, with the culture and they build relationships that live the values that the company values. The activities are ranging from movies in the worker’s services to the department of shipping putting on an egg hunt. Several departments hold cookouts most of the time. The company as well as sponsors some company events annually and three companywide events: a January party at Hsieh’s, a summer picnic and a vendor party in which the families and the employees attend. In addition, the company holds quarterly some events such as alley parties and theater (Arnold and Silvester, 2005).

Managers are essential at the company for supporting the culture. Managers have the authority to hire and to fire, though they have to do it with the support of the Human Resources. Managers as well as make job offers, make a written job offer then call. Managers fill data in the forms of the offer letter for consistency. Performance appraisal at Zappos supports the organizational culture. Managers conduct cultural assessments and not performance evaluations and offer feedback to the employee on the potential within the culture and to make improvements on them. In an environment that gives pay raises based on the skill tests, this is sensible. Managers have the responsibility for building career paths within the company departments. They have a straight career path for contributors and a super career path for those employees who excel. Living the norms of the culture is fundamental in career progression. Employees in the call center are empowered fully to offer services to the customers. At Zappos, these employees do not perform their functions from the script and are motivated to make use of their creativity and imagination to make the customers happy and satisfied (Bratton, & Gold, 2012).

They do not have to seek the permission from a boss to offer their potential customers a wow factor. With over 80% of sales from regular customers, they prospered. The company has a culture book which is written by the employees every year. It shows the perception of people about the culture of Zappos and how they develop and support the culture every day. Statements made about the employees support and reinforce the culture of Zappos. Zappos offers these culture books to anyone who visits the company or sends an email to the company and inquires for a copy (Clegg et al. 2015, 77).

The company provides tours in Henderson. They employed those people who organize such trips and you can be picked by the company at the airport and bring you their place. Tourists get to come across the employees, get excited with decorated working areas, observe critically daily business as well as ask questions about the culture and the work environment. Employees of the company seem to be proud to show off their loud, zany and decorated workplace. Guests who visit the company are welcomed at every corner by employees signing, ringing cowbells and a minute parade. New employees take part in a scavenger hunt to meet potential employees and to find more things about the company. The whole department of the employee is invited to their graduation after finishing their scavenger hunt and their call center stint (Bernstein, et al. 2016: p.42)

Employees usually graduate to the normal workforce, regular one to the tune of the music such as Circumstances and Pomp, certificates offered on a stage. Following the scavenger hunt, call center learning and graduation, the department of employees takes over and provides orientation and continues to supports the values of the company (Clegg et al. 2015, 77). Concisely, every department has come up with their process that will make sure employee success. The corporate group offers a company-wide variety of services such as the employee handbook.

Leave a Reply

Your email address will not be published. Required fields are marked *