Finding People Who Are Passionate About What They Do

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Chapter 02

Case No. 01

Case Incident: “Finding People Who Are Passionate About What They Do”

Executive Summary

Trilogy Software, Inc., of Austin, Texas, is a fast-growing software company (with earning in the $100- $200 million range), prides itself on its unique and unorthodox culture. Many of its approaches to business practice are unusual. There is no dress code and employees make their own working hours; Responsibility is heavy and comes early, with a “just do it now”attitude that dispenses with long apprenticeships; Information is delivered as if with “a fire house,” and new employees are expected to commit their expertise and vitality to everything they do. New recruits are given a few weeks of intensive training, known as Trilogy University and described by participants as “more than business school.” The company believe that, ‘People are everything ’ and the rapid growth they seek depends on having a staff of the best people they can find, quickly trained and given broad responsibility and freedom as soon as possible.

Trilogy makes finding the right people (it calls them “great people”)as a companywide mission. Recruiters actively pursue the freshest, if least experienced, people in the job market, scouring college career fairs and computer science departments for talented overachievers with ambition and entrepreneurial instincts. Employees take top recruits and their significant others out on the town when they fly into Austin for the standard, three-day preliminary visit. One year, Trilogy reviewed 15,000 resumes, conducted 4,000 on-campus interviews, flew 850 prospects in for interview, and hired 262 college graduates (The cost per hire was $13,000). Although the working criteria’s seem different from the other companies, it’s an environment where people who are passionate about what they do can thrive. 1. Identify some of the established recruiting techniques that underlie Trilogy’s unconventional approach to attracting talent.

Answer:

Trilogy makes finding the right (great) people as a companywide mission. Its recruitment techniques are as follows: 1) Recruiters actively pursue the freshest, if least experienced, people in the job market. 2) Scouring college career fairs and computer science departments for talented overachievers with ambition and entrepreneurial instincts.

Top managers conduct the first rounds of interview, letting prospects know they will be pushed to achieve but will be well rewarded. Employees take top recruits and their significant others out on the town when they fly into Austin for the standard, three-day preliminary visit. A typical day might begin with grueling interviews but end with mountain biking, Roller Balding, or laser tag.

2. What particular elements of Trilogy’s culture most likely appeal to the kind of employees it seeks? How does it convey those elements to job prospects?

Answer:

Trilogy Software, Inc. applies some unique approaches to conduct with the employees, such as:

There is no dress code and employees make their own working hours; Responsibility is heavy and comes early, with a “just do it now”attitude that dispenses with long apprenticeships; Information is delivered as if with “a fire house,” and new employees are expected to commit their expertise and vitality to everything they do. As a result, all employees feel total freedom and bound to work efficiently, to supply with better software services within reasonable time.

3. Would Trilogy be an appealing employer for you? Why or why not? If not, what would it take for you to accept a job offer from Trilogy?

Answer:

Everyone wants to act as an employee in any leading company, to achieve a successive career and honor, as well as to ensure sufficient income for the purpose of meet up all necessary demands of one’s life. From this perspective, Trilogy Software, Inc. seems an appealing employment opportunity. Moreover, the facilities and working...
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