An innovative company by definition has a well-developed system of in-house training that enables the personnel to update their competence on a regular basis. The process of hiring needs a proper organization as well, so that talented and dedicated individuals find the workplace attractive. Uber, the world’s best-known electronic taxi service, is not an exception. Both hiring and training focus on the ability of a newcomer to adapt to the corporate culture that presupposes constant activity and movement.
Notwithstanding its ill reputation that derives from the poor work-life balance, Uber offers the opportunities that career-oriented people highly appreciate. Those are, in particular, rapid growth, “the chance to solve real-world problems,” and sufficient room for experiments (Kelly, 2017, para. 3). All of those benefits are on one scale, while the hectic work pace is on the other, due to which stress resistance is an essential hiring criterion. Other parameters to consider are loyalty, responsibility, and trustworthiness that would encourage a staff member to continue the cooperation.
Regarding training, it is challenging since the company is present in different time zones, and the workforce speak different languages. Altogether, it employs approximately 4 million drivers in 60 countries. Mobile learning is the only possible scenario under the given circumstances; furthermore, it needs to be fast. In fact, drivers can participate in “short and interactive sessions” with the help of an app or simply watch video courses between fares (Stringer, 2020, para. 32). In addition to saving time and effort, such an approach allows for reducing pressure through minimizing personal contacts and the consequent psychological tension.
To summarize, Uber seeks to employ persevering and diligent individuals who are able to integrate relatively easily into the culture of never-ending intensive work. Online training, by contrast, may serve to reduce stress, as it is more psychologically comfortable than personal interaction with supervisors. Along with that, short videos as well as interactive sessions instead of meetings allow for saving time, which is apparently integral to the corporate policy of the taxi service.
References
Kelly, S. M. (2017). Inside Uber: How the company attracts top talent despite its reputation. CNN: Business. Web.
Stringer, G. (2020). How innovative companies train their employees (Google, Amazon, Uber & more). HowNow. Web.