Overview of Apple

Apple Inc. is an American multinational technology company headquartered in Cupertino,

California, that designs, develops, and sells consumer electronics, computer software, and
online services. Considered one of the Big Four of technology along with Amazon, Google, and
Facebook.

Brief History
Apple Inc. is a computer company, founded on April 1, 1976, by its founders Steve Jobs, Ronald
Wayne, and Steve Wozniak, in Los Altos, California.
The company started from a garage in 1976, and became one of the largest and most profitable
companies in the world, working in the sector of computers, electronic devices and smart
phones.
Jobs and Wozniak have personalities that persist throughout Apple's products, even today. Jobs
was the consummate salesperson and visionary while Wozniak was the inquisitive technical
genius. Wozniak developed his own homemade computer and Jobs saw its commercial
potential. After selling 50 Apple I computer kits to Paul Terrell's Byte Shop in Mountain View,
CA, Jobs and Woz sought financing to sell their improved version, the Apple II.
Macintosh were called a masterpiece; the first personal computer sold without a programming
language, which were released in 1984, and was the first mass-market personal computer with
a Graphical user interface and mouse.
During the period from 1991 until 1997, Microsoft were able to gain market share with
Windows focusing on delivering software to cheap commodity personal computers, which
affected Apple products; because they tried to deliver a richly engineered but expensive
experience, which affected Apple market share with a huge losses.
Apple faced a series of failures while competing with Microsoft, failing with their alliance with
huge companies like IBM and Motorola, failed to develop a multitasking System 6 such as A/UX
and Pink, and numerous failure with their attempts to modernize Mac OS. Finally when they
decided to bring Steve Jobs back as a CEO, they were weeks away from bankruptcy.
In 1997, Jobs was introduced as CEO of Apple Inc. again, with a series of decisions to start a
new era for Apple after the huge decline in profitability during the previous period; starting by
announcing that they will join Microsoft to develop new versions of Microsoft office for
Macintosh. They have also introduced new products and services during the previous 20 years
such as ITunes store, Mac Pro, MacBook, iBook, iPod and their successful entrance to mobile
phone industry with iPhone, which made Apple we see now!
Jobs passed away on October 5, 2011, but Apple started a new era with Tim Cook, by keeping
their success in smart phones and Mac products, along with the services in mobile applications,
music and Mac OS as a differentiation strategy to be one of the big four of technology around
the world.

Mission
Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork and
professional software. Apple leads the digital music revolution with its iPods and iTunes online
store. Apple has reinvented the mobile phone with its revolutionary iPhone and App store, and
is defining the future of mobile media and computing devices with iPad.

Vision
We believe that we are on the face of the earth to make great products and that’s not
changing. We are constantly focusing on innovating. We believe in the simple not the complex.
We believe that we need to own and control the primary technologies behind the products that
we make, and participate only in markets where we can make a significant contribution. We
believe in saying no to thousands of projects, so that we can really focus on the few that are
truly important and meaningful to us. We believe in deep collaboration and cross-pollination of
our groups, which allow us to innovate in a way that others cannot. And frankly, we don’t settle
for anything less than excellence in every group in the company, and we have the self-honesty
to admit when we’re wrong and the courage to change. And I think regardless of who is in what
job those values are so embedded in this company that Apple will do extremely well.

https://www.ukessays.com/essays/marketing/a-case-study-and-analysis-on-apple-inc-
marketing-essay.php
https://en.wikipedia.org/wiki/Apple_Inc.#2011%E2%80%93present:_Post-
Steve_Jobs_era;_Tim_Cook_leadership

https://www.wired.com/2011/08/the-end-of-inno/

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Talent Acquisition at Apple:

https://www.apple.com/job-creation/

Apple jobs span a wide range of roles — designers, scientists, construction, manufacturing, retail,
customer support, marketing, hardware and software engineers — and their ranks continue to grow at
unprecedented rates. Apple tech-support call centers serve their North American customers with 13,000
representatives across the United States. Moreover, unlike with many companies, both full- and part-
time employees are eligible for such benefits as health insurance, matching retirement contributions,
and an employee stock option plan.

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Type of People Apple Looks for:

https://www.forbes.com/sites/carminegallo/2015/12/21/5-personality-traits-apple-looks-for-in-job-
candidates/#22b524a41986

On the CBS news magazine 60 Minutes, Apple CEO Tim Cook went into further detail on Apple’s hiring
criteria. Cook said that Apple looks for:

 “People that work with a passion and an idealism.” Apple has found that the best way to build
a special workplace is to hire for attitude and train for skill.
 “People that don’t take no for an answer.” This is why recruiters ask themselves, ‘Can this
person have gone toe-to-toe with Steve Jobs?’ Apple looks for someone who can offer fearless
feedback. Someone who has an opinion, and will stick by it. According to Cook, Apple looks for
 people who have a strong opinion and can debate and defend their point of view because they
want to make things better.
 “People that don’t accept the status quo.” This goes back to Steve Jobs and the famous ‘think
different’ ad campaign. According to Jobs, “They’re not fond of rules and they have no respect
for the status quo. They are the ones who are crazy enough to think they can change the world.”
 “People that are inherently not satisfied with things. They know things should be different.
They focus on it until they find an answer.” Job candidates at Apple headquarters or the Apple
Store are not given a test, but they are put through several rounds of interviews with up to ten
people or more. The purpose is not to find someone who has all the answers; the purpose is to
find someone who may not know the answer but is determined to figure it out.
 “People that can’t be told things are impossible.” In 2001 nearly every retail analyst and expert
told Steve Jobs that Apple Retail would surely fail (and many said so publicly). It is in Apple’s
DNA that when they are told something is impossible, they work doubly hard to prove their
critics wrong. Anyone interviewing with Apple should have a story that reflects this very
quality—a desire to prove the naysayers wrong.

The result of this hiring philosophy is that Apple’s workforce reflects a diversity of experiences. At Apple
a person would find employees who are former teachers, engineers, musicians, artists, and people from
a wide cross section of careers and experiences. They look for people with diverse experiences who can
apply those experiences to the retail environment. One manager at Apple Said that he would prefer to
hire a teacher who doesn’t know computers instead of a computer expert who can’t teach. Hiring the
right people allows Apple managers to lead rather than dictate.

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Apple Jobs Plateforms:

Apple uses job boards and has an employee referral program that has paid up to $5,000, but its
candidate experience is far from perfect. Glassdoor users rate Apple interviews 3.0/5.0 with regard to
difficulty. Its college recruiting effort isn’t exceptional, with the exception of using recent college hires to
help recruit the new crop. The key lesson for other firms to learn is that you can generate huge volumes
of high-quality applicants if your firm is highly admired and if potential employees believe that they will
be working on leading-edge products that everyone will be talking about.

In the retail group, there are two notable recruiting practices. The first has been the naming of the
“Genius Bar,” where technical support is provided. Many applicants and employees in the retail area
seem to be willing to put up with the relative drudgery of retail work simply for the opportunity to
someday work their way up to becoming certified as a “genius.”
The second is the use of employee referral cards that are well-designed and powerful. They reinforce
the companywide focus that originated with Steve Jobs on recruiting the best from other firms.
Recruiters and employees who witness great customer service at other retail and customer service
outlets hand the card to those few individuals who provide impressive service. The front of the referral
cards say “You’re amazing. We should talk.”

https://news.softpedia.com/news/Apple-039-Stealing-039-Other-Companies-039-Employees-
87427.shtml

Apple has started a somewhat aggressive initiative to nab good working citizens from other companies
using enticement cards saying "You're amazing. We should talk." Existing Apple Store employees are
encouraged to hand these cards to whomever they bump into that seems appropriate for a position at
the Apple Retail Store.

“Apple is openly seeking new retail workers from the ranks of other companies, information shows.
Recruiters have been given special cards, which on the front simply say, “You’re amazing. We should
talk.” More telling is the language on the back, which reads, “Your customer service just now was
exceptional. I work for the Apple Store, and you’re exactly the kind of person we’d like to talk to. If
you’re happy where you are, I’ll never ask you to leave. But if you’re thinking about a change, give me a
call. This could be the start of something great.”

https://www.zdnet.com/article/how-we-found-that-hidden-apple-job-posting/
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https://www.indeed.com/cmp/Apple

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Apple’s Recruitment Process:

The Apple recruitment process is made of four different stages, each requiring the interviewee to do his
best and outperform his competitors. They are as follows:

1. Apple Online application: this part of the recruitment process is the first chance to set a good
impression and stand out from competition. The online form will ask to provide details on
education and any academic results, as well as work experience. Depending on the business,
area being applies to; the interviewee may be asked some motivational questions. Examples
include: What is your motivation for wanting to work at Apple? Why do you want to apply for
this particular role?

2. Apple Telephone Interview: After passing the online tests stage, the interviewee will be invited
to the Apple office for their first round interview. It will be conducted over the phone and will be
 competency based (CBI).The interviewer will be interested in understanding how he approached
a problem, what analysis he did, the data he gathered, any insights and actions he took, the
results he achieved and what his role was.

3. Apple Assessment Centre: the Apple Assessment Centre will give the interviewee a chance to
network with professionals working at Apple, and learn more about the company, and a better
insight into what it is like to work at Apple. The exercises that might be expected to be taken
are:
 Apple Group Exercise: This exercise examines the ability to work as part of a team.
Throughout this task, a number of Apple employees will observe the interviewee on his
ability to solve problems as part of a team.
 Apple Written Exercise: This task will ask the interviewee to prepare a response to a
previously unseen case study problem. It will be provided in the candidate brief given to
him.
 Apple Role Play Exercise: In this exercise, the interviewee will be given around 20
minutes to work in a pair and analyses a set of information. He and his partner will then
need to prepare a response. In the second portion of the task, the interviewer will play
the role of a client and the interviewee will be representing Apple. In this task, he will
need to demonstrate his negotiation skills, team-working ability and analytical thinking.

4. Apple Final Interviews: this is the last stage of Apple’s recruitment process. This stage will
consist of a one-on-one interview with a director or senior manager from the business area
wished to join. Interviews will be competency-based referring to specific arguments using the S,
T, A, R method. At the end of your interview, the interviewee will be given a chance to ask
questions.

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Apple’s Offer Extending process:

https://www.cultofmac.com/292295/heres-jobs-apple-pay-best/
https://levelsfyi.com/apple-levels-salary/

Below is a concise table of Apple Company Levels with the accompanying Apple Job Titles, Apple Total
Yearly Compensation for Job Levels, Locations, Years of Experience for each Job Levels at Apple, Years at
Company that may warrant a job level at Apple, Base Salary for Job Levels at Apple, Stock Grant Value
for different Levels at Apple, Bonus you could get at different job levels as a Apple employee and Other
details.
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http://osxdaily.com/2010/10/05/apple-store-pay/

After selecting the interviewee who will be filling the designated opening, he would receive an email
from Apple’s HR department extending him an offer with a list of the Perks and benefits associated to
his position:

https://www.businessinsider.com.au/what-its-like-getting-hired-by-apple-2014-12
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Apple’s Onboarding

https://blog.capabiliti.co/employee-onboarding-facebook-google-apple/

As per Adam Lashinky’s book – Inside Apple, Apple’s employee onboarding process for a new hire
starts even before the employee is hired!

Employees do not know what position they are going to join till their actual first day, which is always a
Monday (unless there is a holiday). The employees are welcomed with big company packets and
stickers, HR forms and T-shirts that say, “Class of” with the year of joining. Every new employee is given
a shiny new iMAC, which they have to set up themselves (Apple assumes the employees have this basic
level of smartness).The basic idea behind this is to let employees find their own way out by interacting
with their co-workers.

As per Lashinky, Apple also has a presentation on secrecy which he calls “Scared Silent” where the head
of security comes in and tells employees that any kind of leaks are strictly forbidden and it is made clear
on day 1 that if any secret is leaked out intentionally or unintentionally, employees will be fired
immediately.

https://www.businessinsider.com/apple-employees-best-worst-working-for-apple-2016-12

New interns get a box that contains the following hardcore message:
https://hackyourwealth.com/welcome-letter-from-apple
the welcome letter new Appleemployees receive when they first join the company. Pretty inspiring. Not
a lot of companies write letters to new recruits in such a motivating, mission-driven way. It takes a
combination of company track record, confidence, high purpose, clear vision, and a little bravado to rally
new troops like this.

I think all of us aspire in our careers to do important, meaningful, and impactful work that touches other
people’s lives and makes us proud. It’s why Apple appeals to this nobler self when welcoming new
recruits to the company. It’s why I founded this website. And it’s what I hope all ambitious, passionate,
impact-minded young professionals can achieve in their own careers.

Work hard. Learn well. Do big things.

https://www.macrumors.com/2009/10/22/apple-employee-t-shirt-unboxing-photos/
https://inspiremarketingservices.com/promo-ideas/welcome-kits/

Apple, the American Multinational tech company offers a brand new iMac to its employees to set-up by
themselves.

After setting up their PC and iMac, they have to get through an orientation where they will receive a
brand new “Class of” t-shirt with a print of year they joined the firm.

 MacBook

 Welcome Letter
https://gizmodo.com/how-to-be-a-genius-this-is-apples-secret-employee-trai-5938323

Apple tells its new recruits exactly what what to think and say.

The Genius Training Student Workbook we received is the company's most up to date, we're told, and
runs a bizarre gamut of Apple Dos and Don'ts, down to specific words you're not allowed to use, and
lessons on how to identify and capitalize on human emotions.
 you have to complete a rigorously regimented, intricately scheduled training program. Over 14 days you
and will pass through programs like "Using Diagnostic Services," "Component Isolation," and "The Power
of Empathy." If one of those things doesn't sound like the other, you're right—and welcome to the very
core of Apple Genius training: a swirling alloy of technical skills and sentiments straight from a self-help
seminar.

The point of this bootcamp is to fill you up with Genius Actions and Characteristics, listed conveniently
on a "What" and "How" list on page seven of the manual. What does a Genius do? Educates. How?
"Gracefully." He also "Takes Ownership" "Empathetically," "Recommends" "Persuasively," and "Gets to
'Yes'" "Respectfully." The basic idea here, despite all the verbiage, is simple: Become strong while
appearing compassionate; persuade while seeming passive, and empathize your way to a sale.
 gives a rundown of Selling Gadget Joy, by way of the "Genius Skills, Behaviors, and Values Checklist."
Selling is a science, summed up with five cute letters: (A)pproach, (P)robe, (P)resent, (L)isten, (E)nd. In
other words: Go up to someone and get them to open up to you about their computing desires,
insecurities, and needs; offer them choices (of things to buy); hear them out; then seal the day in a way
that makes it feel like the customer has come to this decision on their own.

Approach customers with a warm, personalized greeting;

Probe politely to understand all the customer’s needs;

Present a solution for the customer to take home that day;

Listen for and resolve any issues or concerns;

End with a fond farewell and an invitation to return.

The manual condemns pushiness—that's a good thing—but it also preaches a form of salesmanship
that's slightly creepy: every Apple customer should feel empowered, when it's really the Genius pulling
strings.

In Apple-ese, this is put forth in a series of maxims: "We guide every interaction," "We strive to inspire,"
"We enrich their lives," "We take personal initiative to make it right," which if swallowed, would make
any rookie feel like they'd just signed up with a NATO peacekeeping force, not a store in the mall.

If someone walks in sobbing because their hard drive is fried, you'll receive no immediate consolation.
"Do not apologize for the business [or] the technology," the manual commands. Instead, express regret
that the person is expressing emotions. A little mind roundabout: "I'm sorry you're feeling frustrated,"

Geniuses are taught to employ the "Three Fs: Feel, Felt, and Found. This works especially well when the
customer is mistaken or has bad information."

For example:

Customer: This Mac is just too expensive.

Genius: I can see how you'd feel this way. I felt the price was a little high, but I found it's a real value
because of all the built-in software and capabilities.
it'd help anyone unfamiliar with our species understand "Emotion Portrayed through Nonverbal
Gestures." Neatly broken into a "Positive" and "Negative" column and then again by categories,
someone without any social calibration can easily learn that "blank stare" is a sign of "boredom," and
"smiling" indicates "openness." Using your "chair back as a shield" is apparently a sign of
"defensiveness," as are "locked ankles and clenched fists." Some make a little less sense: a "cluck sound"
is equated with confidence, "unbuttoning coats" too means "openness," "rubbing nose" is a giveaway
for "suspicion or secretiveness."

Things You're Not Allowed to Say

Negativity is the mortal sin of the Genius. Disagreement is prohibited, as are a litany of normal human
tendencies outlined on page 80, which contradict the virtue of empathy: consoling, commiserating,
sympathizing, and taking blame are all verboten. Correcting a mistaken or confused customer should be
accomplished using the phrase "turns out," which Apple says "takes you out of the middle of an issue,"
and also makes the truth seem like something that just arrived serendipitously. For example, on page
82:

Customer: The OS isn't supported.

Genius: You'd think not, wouldn't you. Turns out it is supported in this version.
This is really just an advanced, Apple judo version of the customer is always right. But then there's the
list of words that just straight up aren't allowed, on page 30. The manual explains that "AppleCare's legal
counsel has defined [these] terms that should be avoided when discussing product issues with
customers."

Did your computer crash? No, it "stops responding." Never say crash.
What if some Apple software has a bug? Wrong: there's an "issue," "condition," or simply "situation."
You don't "eliminate" a problem—you "reduce" it.
No Apple products are hot—at most they're "warm."

Switching "disaster" out for "error" might make sense to calm down a panicky client, but most of this is a
straight up whitewash, the sterilization of language that could very well be accurate for a given problem.
Sometimes there are bugs, laptops do run hot, and laptops crash.

"Fearless Feedback"
Fearless Feedback is Apple's term for institutionalized passive aggression. On page 58, it's described as
an "open dialogue every day," with "positive intent." It's most certainly not "telling someone they are
wrong." Except that it is—just prevented in a quintessentially Genius mode of masterful empathy and
supercharged positivity aura.

On page 60, the following dialogue is presented as a realistic sample conversation between two Apple
employees:

"Hi, fellow Genius. I overheard your conversation with your customer during the last interaction and I
have some feedback if you have a moment. Is this a good time?"
"Yes, this is a good time."
"You did a great job resolving the customer's iPhone issue. I was concerned with how quickly you spoke
to the customer. It seemed like you were rushing through the interaction, and the customer had
additional questions."

A few minutes later:

"Thanks for listening to the feedback. In the future, please make sure to signal me if you need help
rather than work too quickly with a customer.
"Thanks for giving it!"

I asked several former Geniuses if this kind of robot-speak was ever used after it was required during
training roleplaying.

"Never."
"Only during core training, never on the floor."
"Fearless Feedback was really hated around the place. If someone had Fearless Feedback, we'd listen,
but then afterwards I'd have this uncontrollable urge to punch them in the face. We all found it much
more effective to get Fearless Feedback from the managers, which was more like feared feedback."
"Sounds perfectly normal, until you watch the videos and think 'who the fuck talks like that?!'"

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Performance Management at Apple:

https://exceldatapro.com/cost-per-hire-calculator-apple-numbers-template/

Apple’s template for determining Cost per hire consists of total six sections:

1. Cost Per Hire Calculations (Summary)

You do not need to enter any data in this section, as this section is auto-populated. It consists of the
total of all the associated costs like advertising, reviewing, interviewing, joining and other miscellaneous
expenses related to filling the job post.

2. Advertising Costs

Companies need to advertise through different media for the job post. All such expenses are included in
this section. It includes newspapers, job portals, and other media.

Advt. Cost Per Candidate = Sum of all advertising expenses / no. of CVS received

3. Reviewing Costs

The advertising brings in a lot of CVS and then they are reviewed and shortlisted. This process also incurs
manpower and expenses. The costs associated with this process are inserted in this section.

Reviewing Cost Per Candidate = No. of HR staff employed X No. of days X Cost per Day / No.
candidates selected for the interview.

4. Interviewing Costs
The number of employees carrying out the interview process and all costs related to this are reported in
this section.

Interviewing Cost Per Candidate = No. of interviewers X No. of days X Cost Per Day / No. of Candidates
Selected.

5. Joining Costs

Each employee recruited by the company has to do some government paper works, medical
examinations etc. These costs are borne by the company. All such costs are reported in this section.

Joining Cost Per Candidate = Medical Examination Expenses + Training Expenses + Other Expenses / No
.of Candidates Recruited

6. Miscellaneous Costs

All the expenses other than the above mentioned 4 categories are reported in this section. These costs
include background and reference checks on the recruited candidates.

Misc. Cost per Candidate = Background or reference check + Other Costs / No. of Candidates Recruited

CPH is usually calculated annually or quarterly. Type of recruitment like part-time, full-time, temporary
or permanent should also be kept in mind while calculating CPH

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Training and Development:

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Employee Motivation and Engagement:

https://www.inspiremore.com/former-apple-employee-reveals-apple-rules-for-success/

https://news.softpedia.com/news/Apple-Store-2-0-Leaks-Continue-Motivational-Documents-
201754.shtml
http://www.fonow.com/view/187188.html