Patagonia

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HRM policies and activities which help Patagonia to achieve its strategic goals:
1. Informal Work Culture
a. “Let my people surf”: Through this policy, the people are highly performance driven as they are not bounded by boundaries of the office. This in turn makes employees more committed and increases efficiency which leads to better, innovative products.
i. The culture of the company understands that people might have their own share of proactive hours and there is no sense to tie the employees by working hours when they can surf during the tides. ii. In this way, the company has a two-fold benefit. The employees can relax in their own ways when they are bored or tired of their work and at the same time, they can test the outdoor equipment …show more content…
While he is in the office, he is quite informal. He has no computer at his desk, just an Etch A Sketch on which co-workers can leave friendly messages. When he greets employees in the hallways, he is more interested in their passion rather than work.

2. Fringe benefits
a. Unique facilities for employees: Such facilities increase employee engagement and make them committed for life. This remains a unique advantage for employees and attracts potential future employees too.
i. Free yoga, an organic cafe, free scooters and skateboards and hiking trails out the back door, surfing lessons, civil disobedience classes, etc. ii. Bail for employees if arrested for non-violent actions consistent with company values
b. Benefits for employees with children: Patagonia is one of the best places to work for mothers as stated by an article in the Workforce Magazine. Parents have no difficulty in adapting to changing life styles with a baby while working in Patagonia. Since the company offers so many facilities, the new parents fail to look elsewhere for jobs or child care.
i. On-site child development centres led to guilt free parents working dedicatedly for the company. ii. Mothers and fathers get equal two-month-long paid parental …show more content…
Enviro-internship: Thinking about environmental impact helps Patagonia to stay ahead of inevitable future problems and regulations, thus offering a heads up against unprepared competitors and as customers are aware of organizations' social ethics and environment awareness, it takes the brand to another level.
i. Employees can take two-month paid sabbaticals to work on environmental projects they’re passionate about with grass root level activists. They bring back information about the current problems plaguing the world.
b. “1% for the planet”
i. 1 % of the sales for 10% of pre-tax profit handle to environmental grassroots activists. This means that the company is serious about the problems plaguing the environment and also urging others to come forward and help them in such endeavours. The Grants committee and grassroots activists conference also help people in this domain to gather help and recognition with their issues since Patagonia as a global brand supports them.
4. Social Responsibility
a. Employer branding as it sets an example of a “responsible company”:
i. It comes across as a company with triple bottom line, people planet and profit. Patagonia's perceived quality and social responsibility convinces customers that its goods are worth the price they
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