Patagonia is one of the most progressive sellers and distributors of outerwear in the USA and abroad. Patagonia strives to hire as many real Patagonia customers as possible. Both in terms of consumption and, more importantly, in hiring people who fit the company’s culture and share its mission: “Create the best product, do not cause unnecessary harm, use business to inspire and implement solutions to the environmental crisis” and for its value of transparency, cooperation, and improvement (Patagonia, 2022). Revolutionary systems are being implemented throughout the organization to benefit customers and, more importantly, employees’ experience.
The statement “The rewards to a new hire at Patagonia Outdoor and Equipment Company are, in some ways, unprecedented in almost any industry…” might be true (Chouinard, 2017). Since Patagonia offers its employees a corporate ski trip as a reward, where they can bring their families for a long weekend. Although Patagonia rewards its employees, it does not seem to depend on their level of achievement. The company may want to consider doing this to motivate employees who are not achieving such high results.
The main advantage of choosing Patagonia as an employer is a corporate culture. The company provides comprehensive health insurance, even for part-time employees; 16 weeks of paid maternity leave, 12 weeks of fully paid parental leave; discounts on employee purchases a day; a 60-day paid internship in a group of environmental activists and many other corporate benefits (Patagonia, 2022). All these factors influence the choice in favor of Patagonia among other employers.
When they do not hire employees internally, they prefer to look for people through an informal network of friends, colleagues, and business partners. They appreciate diversity of all kinds. They do not need someone who can do the job. They need the best person for the job. They argue that this creates an environment that increases the flexibility of thinking and openness to new ways of doing things. When it comes to hiring, they think outside the box. They can afford to hire slowly because of the large number of applicants. They have interviews of potential candidates with potential colleagues, as well as with their bosses. They train as if their future depends on it.
Corporate culture is the primary motivator for people with limited opportunities for promotion. The company has three different childcare centers. Almost 100% of new mothers return to work in Patagonia (Chouinard, 2017). Employees are also motivated by health insurance benefits and compensation programs. They also offered fitness classes, massages, discounted ticket sales, and personal travel services. This approach is successful because the company pampers employees and fills them with what they are doing right, increasing their commitment and attachment to the organization.
“Let my people surf” flexible working time policy: The growing tendency to work flexible hours is nothing new in Patagonia (Chouinard, 2017). From the beginning of their existence as a forge, they closed the workshop to catch a sound wave which could not be planned until the work was completed the next day. This idea persists today, allowing everyone to pursue hobbies, continue their education, and much more.
The culture of personal responsibility correlates perfectly with employee engagement. They have an automated system of work built on trust, which is possible if looking at their strict hiring process. They avoid implementing a top-down system and instead try to instill confidence in each other to do their jobs (Patagonia, 2022). Patagonia allows its employees to be independent. Trusting employees makes them stronger. It also has two significant advantages for the company. Employees’ morale is higher because they know the company is confident in their abilities.
The company strongly encourages environmental activism among employees. For example, in the ecological internship program, they can work for 60 days with a full salary on an environmental project they are passionate about, learning new skills and supporting the causes they believe in (Chouinard, 2017). The only requirement is to go back and make a report to present the activities carried out on the ground, allowing the company to be aware of current environmental problems.
References
Chouinard, Y. (2017). Let My People Go Surfing: The Education of a Reluctant Businessman–Including 10 More Years of Business Unusual. Penguin.
Patagonia. (2022). Culture & Life at Patagonia. Web.