Getting a job offer from Numi Organic Tea is kind of like getting accepted into a big mafi a family, minus the illegal activities and violence. Fierce loyalty is critical for survival. A willingness to work long and strange hours is non-negotiable. Reminiscent of beloved patriarchs, Ahmed Rahim, co-founder and CEO, still interviews nearly every serious prospect. And once you’re in, other family members will keep an eye on you until you have earned their trust.

When asked about his and fellow co-founder’s (his sister Rheem) hands-on involvement with hiring, Rahim explained their philosophy that, “People are everything for a company. You can have a great product and great mission, but without the right people, you don’t have the right formula.”

In spite of the rigorous, time-consuming vetting process, Numi hasn’t had much trouble finding and retaining talent. Fifty people currently work for this progressive, Oakland-based company. Given the pace of growth, Numi can’t afford to lose the time and energy resulting from hasty hiring decisions and the inevitable turnover. They would rather make sure each person they hire has the desired skills and experience, fits well with the culture, and can serve as a Numi ambassador everywhere he or she goes.

Jen Mullin, vice president of marketing, recently hired an assistant for the public relations (PR) team to focus on connecting with customers through social networking sites like MySpace and Facebook. Duties also include drumming up business on Numi’s blog and attending industry events, often held on nights and weekends. Flexibility ranks high on the list of traits Mullin sought in a new assistant, because people’s roles change constantly and work hours are rarely 9 to 5. 

She was also looking for someone who was passionate about Numi tea and shared the organizational commitment to organics, sustainability, and fair trade so this person could effectively represent Numi in any context. (Numi cohorts have been known to spend Friday nights attending talks on the latest organic breakthroughs.) For the optimal person-job fit, Mullin needed someone with a can-do attitude and the ability to take initiative, work, and solve problems independently. She was also looking for someone who was trustworthy, positive, upbeat, and willing to do whatever it took to get the job done.

Beyond having the right personality, the new PR assistant needed to be a savvy MySpace and Facebook user so she could have authentic interactions with people on behalf of Numi. Constant communication with customers requires a high level of emotional intelligence.

Mullin said it’s pretty clear after 60 days whether or not someone is going to work out. And in the case of the new PR assistant, Numi scored. When asked to help with a marketing research project, the new assistant, Tish, went above and beyond the call of duty. She put together a visually engaging and informative PowerPoint presentation of her insightful analysis and confidently shared it with the entire company.

Regardless of how many people join the staff, Numi’s growth makes it difficult for anyone to feel on top of his or her workload. To de-stress, many employees take breaks in the company’s tea garden, where they sip tea and cultivate an inner calm. Mullin’s team meets weekly to prioritize and, if necessary, change project due dates so people don’t feel continuously behind and overwhelmed. Flextime helps a lot of Numi folks manage their daily stress, too.

Most Numi employees come across as ambitious and hardworking, and yet the place seems to be populated by high-achieving and high-performing Type B personalities. Further investigation would probably unearth some Type As, but the vibe is definitely Type B.

Discussion Questions

1. Are Numi’s expectations for organizational citizenship realistic? Explain.

2. How is Numi susceptible to hiring the wrong people in spite of its efforts?

3. What qualities are hardest to assess given the limited contact possible through interviews? What are some possible solutions to this challenge?