Though the trading floor is bustling and intense when the markets are open, the scene in Chopper Trading’s break room is quite the opposite when they close. There, in the 3,000-square-foot spaciousness, you’ll find some of Chopper’s 150 employees lifting weights or winding down with some table tennis or poker. After working hours, they usually go out together, maybe taking advantage of the company’s season tickets to cheer on the Blackhawks, Bulls, Cubs or Sox.
The nature of the business can be stressful enough. CEO Raj Fernando wants to keep the surrounding atmosphere as pleasant as possible to counter that, so it’s crucial that his employees get along.
So when it comes to hiring, he doesn’t approach it like some of his competitors, who may bring in 30 potentials, push them through a training program and come out with three hires and 27 fires on the other end. His hiring process is quite the opposite — lengthy and involved, with the purpose of bringing employees on board who will some day retire from the company.
In 2002, when Fernando founded Chopper, he established one rule for bringing employees on board.
“We don’t care how much money somebody’s going to make us; if they’re going to make all of us miserable, we don’t want them here,” he says.
And that has to go both ways.
“It’s a marriage,” he says. “We want them to want us. We do not want turnover. We try to weed everything out at the interview stage.”