Patagonia
Patagonia is a very progressive
global company. With stores in
North America, South America,
Japan, and Europe, Patagonia has a
set of values that sets it apart from
all other firms.
Michael Crooke, CEO, explains that employees
at Patagonia are treated in a very different fashion
than traditional firms. Fortune magazine has rated the
company as one of the best places to work year after
year. Its core values are based on an emphasis on
environmental and social issues. This approach influences
their human resource practices as well.
It begins with their hiring practices. They only
hire individuals who are "great" with a high degree
of passion for "something." The company attracts
individuals with similar values to that of the corporation.
It appears that the approach has staying power
given that there is only a 4% turnover rate each year.
Crooke describes the global workforce as highly
committed not only to Patagonia but to environmental
and social causes worldwide.
There is a flex time policy that allows people freedom
to do other things while getting their jobs done
on their own schedules. Further, people must have
an intimate connection with the product that they
are developing. So if an employee is developing surf
board technology, he/she is expected to be surfing.
The company has a very innovative "internship"
program that provides opportunities for employees to
work in a grass roots social group with full pay for 60
days after one year of employment. Other progressive
practices include the integration of child centers
throughout their "campus" (pioneered in 1987) and a
1% "earth tax" that provides after tax dollars to offset
the effects of pollution by the company.
Discussion Questions
How do Patagonia's HR practices affect innovation
at the company?
Is there evidence of training and development at
Patagonia?
