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 satisfaction skyrocketed. In 2009, the company hit $1 billion in sales, and Amazon acquired it for $1.2 billion—while promising to preserve its unique culture.
So, could this idea work for an orthopedic device company?
Here’s why it just might: Like Zappos, companies in the medical device industry rely heavily on skilled, dedicated employees who are deeply aligned with the company’s mission of improving patient outcomes. A quit bonus would allow orthopedic firms to filter out those seeking a paycheck rather than a purpose. The upfront cost of offering a quit bonus could be more than offset by savings in reduced turnover and lower training costs. Plus, it could build a stronger, more cohesive team that’s better equipped to innovate and compete in this highly specialized market.
The lesson from Zappos is clear: Sometimes, the best way to build loyalty is to make it easy for people to leave. What seems counterintuitive may actually be the key to cultivating a passionate, high-performing workforce.
The real question is: Are you ready to offer your own $2,000 idea?