What if orthopedic device companies offered new employees a "quit bonus" to leave after a week of training?
It may sound absurd, but the idea has precedent—and a compelling one at that. Zappos, the online shoe retailer, introduced this bold strategy, and it transformed the company into a customer service icon. Could the same approach work in the highly specialized and competitive world of medical devices?
Let’s take a look at how Zappos CEO Tony Hsieh made it work.
In 2008, Hsieh introduced a radical concept: after a week of training, new hires were offered $2,000 to quit, no questions asked. The logic? Zappos wasn’t just selling shoes; it was selling a customer service experience unlike any other. Hsieh knew that to uphold this, he needed employees who truly believed in the company's values. The quit bonus was a way to ensure that only the most committed stayed onboard.
HR professionals initially feared the program would decimate the workforce. But the opposite happened. Only about 2-3% of employees took the offer. Those who stayed demonstrated their loyalty, creating a tight-knit, motivated team. Zappos saw remarkable results: employee turnover rates plummeted, and customer ...
