Most of the time, I spend reading through the news, articles and blogs in the web so as to get myself updated. Staying in underdeveloped county, I think this is the most effective way to get to know about the world and get updated.

Here, I am going to write about the Company named “Zappos” who pays their new employees to quit. Isn’t it sounds abnormal and different? Yeah, I was also surprised to read the article “Why Zappos Pays New Employees to Quit – An You Should Too” by Bill Taylor. In this article he focuses on one small practice that offers big lessons for leaders who are serious about changing the game in their field – and filling their organization with people who are just as committed as they are. Here goes the basic insight of the article.

Zappos hires new employees and then provides a four-week training period that immerses them in the company’s strategy, culture, and obsession with customers. People get paid their full salary during this period. After a week or so in this immersive experience, though, it’s time for what Zappos calls “The Offer.” The fast-growing company, which works hard to recruit people to join, says to its newest employees: “If you quit today, we will pay you for the amount of time you’ve worked, plus we will offer you a $1,000 bonus.” Zappos actually bribes its new employees to quit!

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. 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. (About ten percent of new call-center employees take the money and run.)

Indeed, CEO Tony Hsieh and his colleagues keep raising the size of the quit-now bonus. It started at $100, went to $500, and may well go higher than $1,000 as the company gets bigger (and it becomes even more difficult to maintain the all-important culture and obsession with customers.)

It’s a small practice with big implications: Companies don’t engage emotionally with their customers—people do. If you want to create a memorable company, you have to fill your company with memorable people. How are you making sure that you’re filling your organization with the right people? And how much are you willing to pay to find out?

With this Zappos has been able to create the following Core Values:
• Deliver WOW Through Service
• Embrace and Drive Change
• Create Fun and A Little Weirdness
• Be Adventurous, Creative, and Open-Minded
• Pursue Growth and Learning
• Build Open and Honest Relationships With Communication
• Build a Positive Team and Family Spirit
• Do More With Less
• Be Passionate and Determined
• Be Humble

(Source: Bill Taylor and Zappos)

Amazing right?