On Monday mornings, fresh recruits line up for an orientation intended to catapult them into Amazon’s singular way of working. They are told to forget the “poor habits” they learned at previous jobs, one employee recalled. When they “hit the wall” from the unrelenting pace, there is only one solution: “Climb the wall,” others reported. To be the best Amazonians they can be, they should be guided by the leadership principles, 14 rules inscribed on handy laminated cards. When quizzed days later, those with perfect scores earn a virtual award proclaiming, “I’m Peculiar” — the company’s proud phrase for overturning workplace conventions. At Amazon, workers are encouraged to tear apart one another’s ideas in meetings, toil long and late (emails arrive past midnight, followed by text messages asking why they were not answered), and held to standards that the company boasts are “unreasonably high.” The internal phone directory instructs colleagues on how to send secret feedback to one another’s bosses. Employees say it is frequently used to sabotage others. (The tool offers sample texts, including this: “I felt concerned about his inflexibility and openly complaining about minor tasks.”) Many of the newcomers filing in on Mondays may not be there in a few years. The company’s winners dream up innovations that they roll out to a quarter-billion customers and accrue small fortunes in soaring stock. Losers leave or are fired in annual cullings of the staff — “purposeful Darwinism,” one former Amazon human resources director said. Some workers who suffered from cancer, miscarriages and other personal crises said they had been evaluated unfairly or edged out rather than given time to recover. Even as the company tests delivery by drone and ways to restock toilet paper at the push of a bathroom button, it is conducting a little-known experiment in how far it can push white-collar workers, redrawing the boundaries of what is acceptable. The company, founded and still run by Jeff Bezos, rejects many of the popular management bromides that other corporations at least pay lip service to and has instead designed what many workers call an intricate machine propelling them to achieve Mr. Bezos’ ever-expanding ambitions. “This is a company that strives to do really big, innovative, groundbreaking things, and those things aren’t easy,” said Susan Harker, Amazon’s top recruiter. “When you’re shooting for the moon, the nature of the work is really challenging. For some people it doesn’t work.” Bo Olson was one of them. He lasted less than two years in a book marketing role and said that his enduring image was watching people weep in the office, a sight other workers described as well. “You walk out of a conference room and you’ll see a grown man covering his face,” he said. “Nearly every person I worked with, I saw cry at their desk.” Question 1 Amazon has engaged you to look for consultancy firm that can provide mentoring and coaching services in their company to assist them reduce high staff turnover. Discuss citing examples five (5) competencies a coach must possess for effective coaching at Amazon.
On Monday mornings, fresh recruits line up for an orientation intended to catapult them into
Amazon’s singular way of working. They are told to forget the “poor habits” they learned at
previous jobs, one employee recalled. When they “hit the wall” from the unrelenting pace, there is
only one solution: “Climb the wall,” others reported. To be the best Amazonians they can be, they
should be guided by the leadership principles, 14 rules inscribed on handy laminated cards. When
quizzed days later, those with perfect scores earn a virtual award proclaiming, “I’m Peculiar” —
the company’s proud phrase for overturning workplace conventions. At Amazon, workers are
encouraged to tear apart one another’s ideas in meetings, toil long and late (emails arrive past
midnight, followed by text messages asking why they were not answered), and held to standards that the company boasts are “unreasonably high.” The internal phone directory instructs colleagues
on how to send secret feedback to one another’s bosses. Employees say it is frequently used to
sabotage others. (The tool offers sample texts, including this: “I felt concerned about his
inflexibility and openly complaining about minor tasks.”)
Many of the newcomers filing in on Mondays may not be there in a few years. The company’s
winners dream up innovations that they roll out to a quarter-billion customers and accrue small
fortunes in soaring stock. Losers leave or are fired in annual cullings of the staff — “purposeful
Darwinism,” one former Amazon human resources director said. Some workers who suffered from
cancer, miscarriages and other personal crises said they had been evaluated unfairly or edged out
rather than given time to recover. Even as the company tests delivery by drone and ways to restock
toilet paper at the push of a bathroom button, it is conducting a little-known experiment in how far
it can push white-collar workers, redrawing the boundaries of what is acceptable. The company,
founded and still run by Jeff Bezos, rejects many of the popular management bromides that other
corporations at least pay lip service to and has instead designed what many workers call an intricate
machine propelling them to achieve Mr. Bezos’ ever-expanding ambitions. “This is a company
that strives to do really big, innovative, groundbreaking things, and those things aren’t easy,” said
Susan Harker, Amazon’s top recruiter. “When you’re shooting for the moon, the nature of the
work is really challenging. For some people it doesn’t work.” Bo Olson was one of them. He lasted
less than two years in a book marketing role and said that his enduring image was watching people
weep in the office, a sight other workers described as well. “You walk out of a conference room
and you’ll see a grown man covering his face,” he said. “Nearly every person I worked with, I saw
cry at their desk.”
Question 1
Amazon has engaged you to look for consultancy firm that can provide mentoring and coaching
services in their company to assist them reduce high staff turnover. Discuss citing examples five
(5) competencies a coach must possess for effective coaching at Amazon.
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