I am asked five times per day about the next iPad or iPhone, and I quite simply don't know.
You can get into serious trouble if you speculate-especially to a customer. We have no idea what is coming and are not allowed to openly speculate. We are completely in the dark until they do a keynote speech. Hire those who say "wow!" They are the soul of your company.Media Platforms Design Team Product Launches Hire nice, friendly employees who have a passion for service and enthusiasm for your product. But no company can touch hearts with heartless staff. If you can touch your customers' heart, profits will follow. Ron Johnson once said that Apple wants to reach your heart instead of your wallet. If their eyes lit up, if he went right for the mouse and started pointing and clicking, Steve would smile and hire them.
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He would sometimes bring candidates into a room where a prototype of the Mac was covered by a cloth, dramatically unveil it, and watch.
According to Jobs's biographer Walter Isaacson, "Jobs's primary test for recruiting people in the spring of 1981 to be part of his merry band of pirates was making sure they had a passion for the product. A cashier cannot create magical experiences. A cashier is someone who exchanges money for a product. Walk into an Apple Store and you will not find a "cashier." You will find a concierge, a creative, even a genius.
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We've learned how to value a magnetic personality just as much as proficiency." We recruit employees with such different backgrounds-teachers, musicians, artists, engineers-that there's a lot they can teach us. According to the poster, "At the very center of all we've accomplished are our people. But if you read the poster carefully, it reveals much of the magic behind the brand and provides lessons for any company attempting to create a next-generation customer experience. It was meant to inspire employees and capture the spirit of the company. On the tenth anniversary of the Apple Store, the company created a poster that was circulated among its employees. The filtering process begins at the Apple website, which specifically states the company is only looking for people who want to change the world and who want to positively impact the lives of others. The company cannot train for personality. Apple hires enthusiastic people who want to help others achieve their dreams.Īpple builds loyal customers because it hires for personality. Apple hires people who take joy in helping others discover tools they can use to change the way they live, work, and play. Apple hires people who want to play a role in creating the best-loved technology on the planet. Apple prefers to hire people who hear a "calling" to apply.
If you're looking for a "job," Apple doesn't want you. There are no barriers to race, sex, age, or appearance because Apple has learned that customers appreciate passionate employees. Nose rings, piercings, tattoos, and mohawks are all welcome. With the exception of the repair technicians who staff the Genius Bar, Apple doesn't hire for technical knowledge as much as it hires for personality. Hiring the right people allows Apple managers to lead rather than dictate or manage. One Apple hiring manager told me he would prefer to hire a teacher who doesn't know computers before hiring a computer expert who can't teach. Ten percent of the hiring decision is based on know-how ninety percent on personality, passion, and the ability to work well in a team. The ideal Apple Store candidate knows a little about computers and a lot about people. When it comes to hiring, the Apple Store doesn't care about how much you know as much as it wants to know how much you care. After spending one year researching the Apple Retail Store, I reached the conclusion that the secret sauce to Apple's astonishing success in retail lies in what customers don't see-the way employees are hired, trained, motivated, and taught to communicate with customers.
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