No matter how much time and money an employer might spend on screening potential employees, they cannot always get it right. Furthermore, screening and sifting and rehiring when mistakes are made can be expensive.Zappos, an internet shoe seller, has a unique approach:
Here’s how it works. All new hires spend their first four weeks in a training program that “immerses them in the company’s strategy, culture, and obsession with customers.” New hires receive their full salary during this training period. Then, after the four weeks are up, Zappos offers each of them $1,000 on top of the money they’ve already earned to quit. Now.
“Why? Because if you’re willing to take the company up on the offer, you obviously don’t have the sense of commitment they are looking for,” Taylor writes. “It’s hard to describe the level of energy in the Zappos culture—which means, by definition, it’s not for everybody. Zappos wants to learn if there’s a bad fit between what makes the organization tick and what makes individual employees tick—and it’s willing to pay to learn sooner rather than later.”
I guess this will work if the offer provides a good, incentive-compatible screen. However it is not always a good screening device.
Many years ago, the University of Western Ontario paid a tenured faculty member two and a half times his annual salary to resign. Immediately a number of us tendered offers to resign in exchange for the same buy-out. The administration’s response,
That’s the problem, John. Only the people we want to keep would be the ones who leave.
And as one commenter on the Zappos piece implied, for $1000 upfront now, I will promise not to apply for a job at Zappos, save Zappos the training costs, and we will both come out ahead.