Netflix was founded in 1997 in Scotts Valley, California by Reed Hastings and Marc Randolph as a DVD mailing service and later transitioned to an online streaming service. In 2007, Netflix launched streaming video and began producing original content like House of Cards in 2013. Reed Hastings remains the CEO as Netflix has grown to over 118 million subscribers globally by 2018 and become worth over $100 billion focusing on expanding its library of original content.
Slides from a service design workshop held at Ratkaisu13, an annual conference organized by CGI Finland (formerly known as Logica). If you are interested in knowing more, get in touch.
Netflix was founded in 1997 by Reed Hastings and Marc Randolph to create an online DVD rental service. It launched in 1998 offering 900 movie titles for rental by mail. By 2013, Netflix had grown to over 36 million subscribers who streamed 2 billion hours of content per month. Netflix's mission is to become the leading global streaming service through expanding its library of exclusive original content available on any internet-connected device.
Netflix is an American entertainment company that provides streaming media and video on demand. It was founded in 1997 and has since expanded globally to be available in over 190 countries. Netflix uses a subscription-based business model with monthly fees for access to its large library of content. It has been increasing its original content production in recent years. While Netflix has been very successful in growing its subscriber base internationally, its business model relies heavily on content licensing costs which impact profitability.
Netflix's business model provides on-demand streaming media and DVD rentals by mail. It was founded in 1997 and launched in 1998, initially offering DVD rentals by mail. In 2007, Netflix introduced online streaming. Its business model relies on monthly subscription fees of $17.99 per month, which allows unlimited rentals without due dates or late fees. Netflix partners with studios, electronics companies, and the USPS to support its delivery and streaming capabilities. Its personalized recommendations and large catalog contribute to its competitive advantage over traditional rental stores.
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Netflix belongs to the over-the-top (OTT) media industry and was founded in 1997 to offer online movie rentals before launching a subscription streaming service. It has since expanded globally and produced many original TV shows and movies. The OTT industry in India is growing rapidly but highly competitive, with Hotstar being the largest platform as of 2018. Netflix aims to differentiate itself through an extensive library and original content while addressing challenges like high data usage and regional sensitivity.
Netflix was founded in 1997 in Scotts Valley, California by Reed Hastings and Marc Randolph as a DVD mailing service and later transitioned to an online streaming service. In 2007, Netflix launched streaming video and began producing original content like House of Cards in 2013. Reed Hastings remains the CEO as Netflix has grown to over 118 million subscribers globally by 2018 and become worth over $100 billion focusing on expanding its library of original content.
Slides from a service design workshop held at Ratkaisu13, an annual conference organized by CGI Finland (formerly known as Logica). If you are interested in knowing more, get in touch.
Netflix was founded in 1997 by Reed Hastings and Marc Randolph to create an online DVD rental service. It launched in 1998 offering 900 movie titles for rental by mail. By 2013, Netflix had grown to over 36 million subscribers who streamed 2 billion hours of content per month. Netflix's mission is to become the leading global streaming service through expanding its library of exclusive original content available on any internet-connected device.
Netflix is an American entertainment company that provides streaming media and video on demand. It was founded in 1997 and has since expanded globally to be available in over 190 countries. Netflix uses a subscription-based business model with monthly fees for access to its large library of content. It has been increasing its original content production in recent years. While Netflix has been very successful in growing its subscriber base internationally, its business model relies heavily on content licensing costs which impact profitability.
Netflix's business model provides on-demand streaming media and DVD rentals by mail. It was founded in 1997 and launched in 1998, initially offering DVD rentals by mail. In 2007, Netflix introduced online streaming. Its business model relies on monthly subscription fees of $17.99 per month, which allows unlimited rentals without due dates or late fees. Netflix partners with studios, electronics companies, and the USPS to support its delivery and streaming capabilities. Its personalized recommendations and large catalog contribute to its competitive advantage over traditional rental stores.
Members Event
Become a member!
https://www.service-design-network.org
Follow us on Twitter: https://twitter.com/sdnetwork
Or on LinkedIn: https://www.linkedin.com/company/2933277
Like us on Facebook: https://www.facebook.com/ServiceDesignNetwork/
Behind-the-scenes on Instagram: https://www.instagram.com/servicedesignnetwork/
Netflix belongs to the over-the-top (OTT) media industry and was founded in 1997 to offer online movie rentals before launching a subscription streaming service. It has since expanded globally and produced many original TV shows and movies. The OTT industry in India is growing rapidly but highly competitive, with Hotstar being the largest platform as of 2018. Netflix aims to differentiate itself through an extensive library and original content while addressing challenges like high data usage and regional sensitivity.
This document provides a case study on Netflix that analyzes how Netflix has grown to become the most successful online streaming company through its use of various digital economies. It discusses Netflix's history from a DVD rental service to an online streaming platform. It then analyzes how Netflix leverages the digital, free, attention, subscription, and network economies to drive its business model and sustain ongoing success. Key points include how Netflix adapts to technological changes, uses free trials and data collection, produces original content, offers access through subscriptions over ownership, and leverages its large user network and data.
Cultural Event Proposal For Corporate Employees PowerPoint Presentation SlidesSlideTeam
If your company needs to submit a Cultural Event Proposal For Corporate Employees PowerPoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. https://bit.ly/3g00Fx6
If you work with services, whether in technology, physical or human services, this talk will give you a high level understanding of the Service Design process and how you can use simple tools to find a problem worth solving, and solve it well.
Note: If you are an experienced service designer you may find the content fairly high level :)
This document outlines the 10 principles that drive the for-impact culture at Possible, a global health organization. The principles emphasize putting patients first, embracing challenges with grit, treating efficiency as important, thinking big but executing focused, building simple systems, challenging conventional thinking with data, prioritizing design for dignity, being transparent, balancing intensity with support, and believing in proving what is possible. The culture aims to get remarkable results for patients by attracting remarkable people through these principles.
Netflix began as a DVD rental service but has transitioned to focus on online streaming. It has over 20 million subscribers and is the largest source of internet streaming traffic. Netflix uses a recommendation algorithm called CineMatch and a long tail business model to provide personalized movie suggestions to subscribers. While threats include competition and potential issues with internet service providers, Netflix is addressing these by expanding its streaming library, making agreements with content providers, and pushing into international markets.
These are the cultural values that RedMartians live every day in order to become the most customer-centric company in the world and the best place to work.
This document provides an overview of Netflix including its business model, strategy, and financials. It discusses Netflix's mission to offer high quality streaming and DVD services to customers. It outlines Netflix's subscription-based business model and pricing, as well as its strategy of acquiring new content and expanding internationally. The document also analyzes Netflix using PEST, Five Forces, and SWOT frameworks. Financially, it notes Netflix's high subscriber growth and cash balances, but also cost pressures from competition and expansion. Overall it finds potential opportunities for Netflix through continued global expansion and acquisition.
Netflix is an internet television network that allows users to stream TV shows and movies. It has grown significantly since starting in 1997 as a DVD-by-mail service. In 2011, Netflix attempted to reposition by splitting its DVD and streaming services into separate brands but it was a major failure that led to a loss of 800,000 subscribers. The company reverted to a single combined brand and services. The document discusses Netflix's branding strategy over time including its positioning, promotions, and lessons learned from the failed repositioning attempt.
This presentation briefly analyses the characteristics and timeline of the diffusion of Netflix by assessing Rogers' five diffusion characteristics. for different steps in their company history. It analyses the surrounding of this innovation via PESTEL-analysis and gives brief hints on how to intensify the diffusion of Netflix further globally.
Case study over current position of Netflix and where it is heading. AFI framework was used to provide insight into new viable strategies with recommendations on how Netflix can maintain a competitive advantage in the future.
Buffer culture 0.6 (With a change to Be a No Ego Doer)Buffer
This is the 6th evolution of the cultural values we try to live to at Buffer. Read more about our values and approach to business at http://open.bufferapp.com
One day we woke up and realized that our days are filled with all kind of stuff unrelated to code or product, that our goals are driven by product owners, and that our code design is dictated by architects trying to tell us how we should solve problems. A strong coding culture gives the power back to the developer to concentrate on one thing: Create awesome stuff!
Imagine a culture where the input of the whole organization turns an individual idea into a user story in just a couple of hours; where everybody's goal is to make the customer awesome, and where you work on stuff you love instead stuff you loathe. A great coding culture concentrates on making developers productive and happy by removing unnecessary overhead, bringing autonomous teams together, helping the individual programmer to innovate, and raising the awareness among the developers to create better code.
I will talk about how to establish and foster a strong engineering-focused culture that scales from a small team to a huge organization with hundreds of developers. I'll give lots of examples from our experience at Atlassian to show that once you're working in a great coding culture, you won't want to work anywhere else.
You can find a video version of the talk here: https://www.youtube.com/watch?v=rRc0FEg46kw
Netflix is seeing slowing subscriber growth despite increased spending on new content. The document discusses Netflix's business model, history, competitors like Disney+ and HBO Max, and financial information. It also notes that Netflix recently raised prices for its US subscription plans and provides a variety of streaming options and personalized recommendations to users.
Netflix began as a low-end disruptor in the video rental market, mailing DVDs to customers. It transitioned to online streaming, which disrupted Blockbuster's business model. Netflix's streaming service targets the low-end market, providing an inexpensive entertainment option. It has grown to become a mainstream provider as it improved its variety, speed and quality over time. The document recommends Netflix strengthen its processes to retain customers and gain new subscribers. Leaders should also develop competencies to continue innovating and pursue partnerships to expand content offerings.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Studies have shown that meditating for just 10-20 minutes per day can have significant positive impacts on both mental and physical health over time.
Service Design 101: Innovating and Improving the Customer ExperienceBluespire Marketing
During this Bluespire TrendLab webinar, you’ll learn the basic principles and philosophies of service design, along with how service design can help uncover impediments to great consumer experiences.
Main themes of the webinar included:
• The four main principles of service design and how they build off and support each other
• How organizations realize full opportunities by including service design into development processes
• How service design can help uncover impediments to great consumer experiences
Netflix takes an unconventional approach to talent management and HR practices that focuses on productivity, empowerment, and transparency. Key aspects include thinking like a sports coach rather than an HR manager by focusing on results over process, empowering employees by giving them autonomy and flexibility, and only hiring highly skilled senior employees who fully support Netflix's culture. Netflix also aims to improve motivation through complete transparency, including honest feedback about performance without sugarcoating. This approach changed the role of HR and helped shape Netflix's unique and highly successful culture.
This document provides a case study on Netflix that analyzes how Netflix has grown to become the most successful online streaming company through its use of various digital economies. It discusses Netflix's history from a DVD rental service to an online streaming platform. It then analyzes how Netflix leverages the digital, free, attention, subscription, and network economies to drive its business model and sustain ongoing success. Key points include how Netflix adapts to technological changes, uses free trials and data collection, produces original content, offers access through subscriptions over ownership, and leverages its large user network and data.
Cultural Event Proposal For Corporate Employees PowerPoint Presentation SlidesSlideTeam
If your company needs to submit a Cultural Event Proposal For Corporate Employees PowerPoint Presentation Slides look no further. Our researchers have analyzed thousands of proposals on this topic for effectiveness and conversion. Just download our template, add your company data and submit to your client for a positive response. https://bit.ly/3g00Fx6
If you work with services, whether in technology, physical or human services, this talk will give you a high level understanding of the Service Design process and how you can use simple tools to find a problem worth solving, and solve it well.
Note: If you are an experienced service designer you may find the content fairly high level :)
This document outlines the 10 principles that drive the for-impact culture at Possible, a global health organization. The principles emphasize putting patients first, embracing challenges with grit, treating efficiency as important, thinking big but executing focused, building simple systems, challenging conventional thinking with data, prioritizing design for dignity, being transparent, balancing intensity with support, and believing in proving what is possible. The culture aims to get remarkable results for patients by attracting remarkable people through these principles.
Netflix began as a DVD rental service but has transitioned to focus on online streaming. It has over 20 million subscribers and is the largest source of internet streaming traffic. Netflix uses a recommendation algorithm called CineMatch and a long tail business model to provide personalized movie suggestions to subscribers. While threats include competition and potential issues with internet service providers, Netflix is addressing these by expanding its streaming library, making agreements with content providers, and pushing into international markets.
These are the cultural values that RedMartians live every day in order to become the most customer-centric company in the world and the best place to work.
This document provides an overview of Netflix including its business model, strategy, and financials. It discusses Netflix's mission to offer high quality streaming and DVD services to customers. It outlines Netflix's subscription-based business model and pricing, as well as its strategy of acquiring new content and expanding internationally. The document also analyzes Netflix using PEST, Five Forces, and SWOT frameworks. Financially, it notes Netflix's high subscriber growth and cash balances, but also cost pressures from competition and expansion. Overall it finds potential opportunities for Netflix through continued global expansion and acquisition.
Netflix is an internet television network that allows users to stream TV shows and movies. It has grown significantly since starting in 1997 as a DVD-by-mail service. In 2011, Netflix attempted to reposition by splitting its DVD and streaming services into separate brands but it was a major failure that led to a loss of 800,000 subscribers. The company reverted to a single combined brand and services. The document discusses Netflix's branding strategy over time including its positioning, promotions, and lessons learned from the failed repositioning attempt.
This presentation briefly analyses the characteristics and timeline of the diffusion of Netflix by assessing Rogers' five diffusion characteristics. for different steps in their company history. It analyses the surrounding of this innovation via PESTEL-analysis and gives brief hints on how to intensify the diffusion of Netflix further globally.
Case study over current position of Netflix and where it is heading. AFI framework was used to provide insight into new viable strategies with recommendations on how Netflix can maintain a competitive advantage in the future.
Buffer culture 0.6 (With a change to Be a No Ego Doer)Buffer
This is the 6th evolution of the cultural values we try to live to at Buffer. Read more about our values and approach to business at http://open.bufferapp.com
One day we woke up and realized that our days are filled with all kind of stuff unrelated to code or product, that our goals are driven by product owners, and that our code design is dictated by architects trying to tell us how we should solve problems. A strong coding culture gives the power back to the developer to concentrate on one thing: Create awesome stuff!
Imagine a culture where the input of the whole organization turns an individual idea into a user story in just a couple of hours; where everybody's goal is to make the customer awesome, and where you work on stuff you love instead stuff you loathe. A great coding culture concentrates on making developers productive and happy by removing unnecessary overhead, bringing autonomous teams together, helping the individual programmer to innovate, and raising the awareness among the developers to create better code.
I will talk about how to establish and foster a strong engineering-focused culture that scales from a small team to a huge organization with hundreds of developers. I'll give lots of examples from our experience at Atlassian to show that once you're working in a great coding culture, you won't want to work anywhere else.
You can find a video version of the talk here: https://www.youtube.com/watch?v=rRc0FEg46kw
Netflix is seeing slowing subscriber growth despite increased spending on new content. The document discusses Netflix's business model, history, competitors like Disney+ and HBO Max, and financial information. It also notes that Netflix recently raised prices for its US subscription plans and provides a variety of streaming options and personalized recommendations to users.
Netflix began as a low-end disruptor in the video rental market, mailing DVDs to customers. It transitioned to online streaming, which disrupted Blockbuster's business model. Netflix's streaming service targets the low-end market, providing an inexpensive entertainment option. It has grown to become a mainstream provider as it improved its variety, speed and quality over time. The document recommends Netflix strengthen its processes to retain customers and gain new subscribers. Leaders should also develop competencies to continue innovating and pursue partnerships to expand content offerings.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Studies have shown that meditating for just 10-20 minutes per day can have significant positive impacts on both mental and physical health over time.
Service Design 101: Innovating and Improving the Customer ExperienceBluespire Marketing
During this Bluespire TrendLab webinar, you’ll learn the basic principles and philosophies of service design, along with how service design can help uncover impediments to great consumer experiences.
Main themes of the webinar included:
• The four main principles of service design and how they build off and support each other
• How organizations realize full opportunities by including service design into development processes
• How service design can help uncover impediments to great consumer experiences
Netflix takes an unconventional approach to talent management and HR practices that focuses on productivity, empowerment, and transparency. Key aspects include thinking like a sports coach rather than an HR manager by focusing on results over process, empowering employees by giving them autonomy and flexibility, and only hiring highly skilled senior employees who fully support Netflix's culture. Netflix also aims to improve motivation through complete transparency, including honest feedback about performance without sugarcoating. This approach changed the role of HR and helped shape Netflix's unique and highly successful culture.
Netflix has a unique culture and talent management philosophy that has contributed to its success. Some key aspects include:
1) Hiring only "A" players and being willing to let go of employees whose skills no longer fit, even if they were once valuable.
2) Eliminating formal HR policies in favor of treating employees like adults and expecting responsible behavior. This includes an informal vacation policy and expense reimbursement system.
3) Being honest about performance by eliminating formal reviews in favor of ongoing conversations, and not using performance improvement plans, which are often dishonest.
4) Emphasizing that building great teams is the top priority for managers through recruiting the right skills and talent.
The 4 Ingredient Categories Your People Analytics Framework Needs to be Effec...LizzyManz
The document discusses the key elements needed for an effective people analytics framework, including enablers like skills and data infrastructure, deliverables such as organizational research, and governance structures. It provides examples of how companies have used people analytics to improve workforce planning, acquisition of the right talent, and retention of top performers. Effective people analytics can help optimize key areas of human resources like performance management and employee wellness.
No sourcers? No problem, says Netflix's recruiting researcher teamLever Inc.
The document discusses Netflix's Recruiting Researcher team and the role of a recruiting researcher. A recruiting researcher is a business expert who understands Netflix's business and can tell the difference between good and great talent. They act as a "culture compass" by challenging hiring managers to find refined talent that is the best fit for Netflix's culture. Recruiting researchers partner with recruiters, source candidates, conduct phone screens, and have the ability to influence the business by connecting dots between roles and candidates.
This document summarizes feedback from clients who have used Nancy Roberts' DISC Wizard hiring process and assessments. It includes quotes from multiple clients praising the accuracy and success they experienced in hiring using Roberts' tools and approach. One quote describes how an assessment accurately predicted a candidate would become frustrated and quit. Another discusses how an assessment proved more accurate than a headhunter in evaluating a candidate. The feedback highlights the benefits clients have experienced in making better hiring decisions and achieving stronger job fits using Roberts' pre-employment assessments and benchmarking system.
Analysis and Coaching Recommendations for Executive Leadership Paper.docxwrite5
Sharon Slade, the CHRO of Netflix, has asked you to prepare recommendations for a meeting with Alice Jones, an operations director who is underperforming. Alice is one month into a performance improvement plan (PIP), which runs counter to Netflix's culture. You will summarize the situation, identify Sharon's sources of power in the negotiation, and consider alternatives if no agreement is reached. Sharon has positional, information, and social power due to her role. Her BATNA includes terminating Alice per the PIP or allowing her more time to improve.
Analysis and Coaching Recommendations for Executive Leadership Paper.docxwrite22
Sharon Slade, the CHRO of Netflix, has asked you to prepare recommendations for a meeting with Alice Jones, an operations director who is underperforming. Alice is one month into a performance improvement plan (PIP) instituted by her new boss, which runs counter to Netflix's culture. You will summarize the situation, identify Sharon's sources of power in the negotiation, and recommend alternatives if no agreement is reached.
Cultural Fit Factor:How to Attract, Retain and Repel the Right Employeelizzpellet
While organizational culture has been touted since the early 1990’s as essential for business success, there has been little connection between organizational culture and individual (employee – candidate) “fit”. We have found that having the knowledge of “who you are” and “who you are not” from a cultural perspective, can support the creation of an employment experience that is both authentic and congruent. By paying attention to congruence, alignment and fit, organizations can create an employment message that will attract, retain and repel employees. This process of ensuring “fit” leads to better placements and an increase in the ROI of recruitment and retention programs.
Netflix has created a culture that fosters innovation through freedom and responsibility. They avoid rigid policies and focus on attracting talented employees. Netflix values impact, courage, judgment, communication, passion, honesty and selflessness. While their culture of autonomy has led to success, they may need more structure and policies as the company expands globally to prevent legal issues and ensure cultural replication. Netflix's continued growth relies on anticipating new customer demands through constant innovation.
The document summarizes perspectives from several CEOs and HR leaders on what it takes for HR to get a seat at the CEO's strategy table. Key ideas include: understanding the business deeply, contributing directly to business goals, running HR like a business by measuring outcomes and ROI, having a unique strategic opinion backed by data, and managing the "white space" to positively impact interconnected business processes. The CEO of Skinner Nurseries emphasizes that HR needs to offer more strategic ideas beyond job ads when critical business needs arise.
This document discusses what organizations need to provide to cultivate engaged employees. It argues that beyond just paying employees and providing basic job requirements, organizations must foster potential, autonomy, competence and relatedness. Employees want to feel that they have autonomy over their work, that they are recognized for their competence, and that they belong to a supportive team. The work environment, including supportive managers, flexible processes, and empowering principles, is critical for engagement. When organizations provide this type of environment, it can lead to innovation, productivity, retention and fulfillment among employees.
This document outlines six findings for creating the best workplace: 1) Let people be themselves by accommodating individual differences, 2) Unleash the flow of information through transparency and radical honesty, 3) Magnify people's strengths through training and development, 4) Stand for shareholder value by connecting work to meaningful values, 5) Show how daily work makes sense by helping employees find purpose, and 6) Have rules that people can believe in rather than unrealistic rules. The goal is to discover the ideal organization where individual differences are nurtured, information flows freely, employees' strengths are developed, work is intrinsically rewarding, and rules are sensible.
The document discusses creating an engaging corporate culture that attracts and retains top talent. It notes that securing and retaining great employees is a focus for businesses in any economy. An engaged workforce is motivated by having a clear shared vision and purpose, empowerment to achieve goals, and knowing how their work contributes to the organization's success. The document raises questions about how leadership can inspire teams and what truly motivates employees. It cites research on the large baby boomer population seeking purpose and meaning in their work.
As a nonprofit, you have a unique challenge: finding qualified candidates who care about your mission. Job postings are an essential tool for finding those professionals at scale. Check out this deck to find out how you can easily get your jobs in front of the right candidates at the right time. It covers job posting basics, as well as tips and tricks on how to get the best results.
3 things that are covered:
LinkedIn’s mission-driven talent network
Optimize your job posts to get the best candidates
Save money with nonprofit discounts
9 things you need to do to build your dream teamNaomi Simson
The document provides 9 things to do to build a dream team: 1) Know your purpose, 2) Get your people involved, 3) Make everyone accountable for culture, 4) Recognize progress, 5) Build trust through transparency, 6) Create opportunities to connect, 7) Hire for attitude and train for skill, 8) Reward value with value, and 9) Build advocacy. The key is connecting each individual to something meaningful and showing their contribution counts through autonomy, advocacy, transparency, and empowering each team member as a custodian of culture. This transforms the team into a place people want to be a part of to do their best work.
A presentation explaining the essence and importance of recruiting, the important factors to consider while screening for applicants and an effective approach towards the recruiting process.
A Good Hire shares information and real stories from
employers and HR professionals who have considered and
hired qualified people who have past arrests or convictions.
With posts and videos, “we connect you to practices that
can bring undiscovered talent to your door”.
This document discusses the evolving role of human resources (HR) leaders in organizations. It argues that HR is transitioning from a tactical, administrative role to a strategic partner focused on human capital. For HR to take on this new strategic role, leaders must have a deep understanding of business drivers and how to align organizational people strategies. The document also emphasizes that HR must develop strong talent within its own function to cultivate the skills needed for this paradigm shift, especially for the chief human resources officer role.
Similar to The 4 netflix hr practices that took us from average to awesome (20)
Increase Trust in Your Processes: Introducing Custom BrandingQuekelsBaro
Process Street streamlines your team’s recurring work by taking the guesswork out of who does what and when, but the impact of even well-documented processes depends on people’s willingness to do their part.
SOC 2 Compliance and Our Continued Commitment to Data Security.pdfQuekelsBaro
SOC 2 is a set of criteria developed by the American Institute of CPAs (AICPA) to help assess the controls and systems a company has in place for handling customer data.
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While Ikigai is generally applied to finding purpose in your personal life, this Process Street post will look at how the same 4 concepts can be applied to your business as well...
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The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise stimulates the production of endorphins in the brain which elevate mood and reduce stress levels.
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The document discusses the results of a study on the effects of a new drug on memory and cognitive function in older adults. The double-blind study involved 100 participants aged 65-80 who were given either the drug or a placebo daily for 6 months. Researchers found that those who received the drug performed significantly better on memory and problem-solving tests at the end of the study compared to those who received the placebo.
How to Choose the Best HRIS (Human Resources Information System)QuekelsBaro
Employees are vital to any organization; making sure their information is managed properly is just as, if not more important. This article breaks down HRIS and the best software for the job.
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The document discusses organizational structures used by 4 top startups:
- Zappos initially adopted a holacratic structure but later reintroduced some hierarchy due to implementation challenges.
- Buffer tried a fully flat structure but found it overwhelming and brought back some guidance; they now use flexible "task forces".
- Zapier implemented management early and uses small autonomous teams and transparency between teams.
- Basecamp focuses on flexibility over structure, using 6-week project sprints without project managers.
Overall the document advocates for flexibility and transparency over rigid hierarchy for startups.
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AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
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This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
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Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
The 4 netflix hr practices that took us from average to awesome
1. 1/17
February 10, 2021
The 4 Netflix HR Practices That Took Us From Average to
Awesome
process.st/hr-practices
Amanda Greenwood
February 10, 2021
Human Resources, Process Street
Netflix doesn’t do bonuses. They don’t do formal reviews and they don’t do staff training.
Instead, their HR practices involve heavily scrutinizing employees’ skills and capabilities, and
ruthlessly firing them for being good, not great.
“Netflix and chill” it is not.
But, despite these seemingly harsh HR practices, 71% of Netflix employees would encourage
their friends to become co-workers. They’re officially the best place in the world to work
(even beating the likes of Google, Facebook, Amazon, and Apple). Their employee turnover is
only 11% a year, which is below the 13% annual average for tech companies. They’ve
maintained a voluntary attrition rate of 3-4% over the last two years, and they make around
$2 million per employee.
2. 2/17
“Netflix has not only captivated the attention of its customers around the world, but also
continues to grow its reputation as an attractive, sought-after employer.” – Forbes, Incubating
Culture: How Netflix Is Winning The War For Talent
So, why is Netflix the best place to work, how do they maintain such a productive workforce,
and what lessons can we take from them?
Grab some popcorn and let’s find as we go through the following in this Process Street post:
Settle in for the story of the year (that you can’t stream)… Ϳ
HR practices: How Netflix does things
Source
Purple water features, heated toilet seats, popcorn dispensers (naturally), moisturizer and
mouthwash on tap, proper coffee machines, taco bars, fridges filled with drinks, and a ‘snack
of the month’. I mean, book me in for a week.
The Monday blues can’t possibly be a thing for the Netflix employees. Not if they’re walking
into all that each day.
But free popcorn, fancy toilets, and fully stocked fridges – lovely as they are – will only keep
employees engaged, happy, and motivated for so long.
So, how does Netflix maintain a higher than average eNPS, a lower than normal staff
turnover rate, and a reputation as the ‘best place in the world’ to work?
3. 3/17
In short, they value integrity and excellence above everything else. They put people before
policies. They only keep highly effective people, and they avoid all rules.
To me, this sounds incredibly exhilarating and utterly terrifying at the same time! But it
clearly works.
“A great culture that focuses on freedom & responsibility and tries to avoid the pitfalls of
typical Hollywood. You work among the best and brightest. You’re treated like an adult in terms
of how & when to do your work– as long as it gets done and is done well.” – Current Netflix
employee, Glassdoor, What It’s Really Like to Work at Netflix
Their outlooks, values, and philosophies have cultivated a culture that is “flexible, fun,
stimulating, creative, collaborative and successful” which is what keeps employees engaged,
happy, productive, and present.
Why? I wonder…
The Netflix way vs the traditional HR way
You probably don’t need me to tell you that HR gets a bad rap in the workplace.
“HR managers focus too much on “administrivia” and lack vision and strategic insight…”
“HR is obsessed with policies and training and creates roadblocks rather than focusing on
important things like culture and trust…”
“HR departments serve as little more than a mouthpiece for corporate interests…”
Sound familiar?
Not if you work in HR at Netflix.
At Netflix, the HR team has a place on the board. They’re respected by the entire
organization, they’re seen as an instrumental part of Netflix’s success, and they’re intrinsic to
the unique company culture.
How have they managed that?
The deck of slides that changed everything
“At Netflix, HR professionals serve on the top management team, and Patty McCord [Chief
Talent Officer] and Allison Hopkins [VP for Human Resources], set the tone.” – SHRM, Tough
Love at Netflix
12 years ago, two Netflix HR employees Patty McCord and Allison Hopkins presented a deck
of slides to Reed Hastings, Netflix’s founder and CEO.
4. 4/17
Source
That deck of slides, known as the “Netflix culture deck“, completely reinvented HR, created
the distinctive Netflix culture we see today, and, according to Sheryl Sandberg (COO of
Facebook), was “one of the most important documents ever to come out of Silicon Valley”.
So, what the heck was in that deck of slides?
It’s safe to say that the content in these infamous slides created a set of revolutionary HR
practices that have since defined the way Netflix (and now countless other companies)
attracts, retains, and manages talent.
HR practices such as:
To improve productivity, think like a sports coach: “If someone is not
extraordinary…let them go.”
To engage staff, give them power: “If you want to build a ship, don’t drum up the
people to gather wood, divide the work, and give orders. Instead, teach them to yearn
for the vast and endless sea.”
To get results, only hire the best: “Only hire people who will put the company’s
interests first, who understand and support the desire for a high-performance
workplace.”
To motivate your workforce, tell the truth about performance: “If you talk
simply and honestly about performance on a regular basis, you can get good results—
probably better ones than a company that grades everyone on a five-point scale.”
Let’s dig deeper into these HR practices…
4 HR practices that changed HR forever
5. 5/17
“Companies don’t exist to make you happy. You know that, right? The business doesn’t exist to
serve you.” – Patty McCord, Fast Company, She Created Netflix’s Culture And It Ultimately Got
Her Fired
The Netflix culture deck wasn’t created to cultivate a unique company culture as you might
expect, given that it did.
No, it’s primary purpose was to reduce the HR teams administrative load.
And you can see how engaging employees through empowerment, only hiring the best,
cutting out rigid policies, and removing deadwood could reduce admin and leave room for
bigger, more important tasks. But, as we’ve already established, the culture deck did more
than that.
These HR practices changed everything: The culture, company, and the entire reputation of
HR.
Let’s look at how…
Netflix HR practice #1: Improve productivity by thinking like a sports coach,
not an HR manager
Source
“We’re like a pro sports team, not a kid’s recreation team. Netflix leaders hire, develop and cut
smartly, so we have stars in every position.” – Netflix, Netflix Culture
6. 6/17
We’ve all seen it. In basketball, football, or baseball when someone on the team isn’t
performing, they either get moved to a different position or dropped.
Remember Chris Johnson, one of the best running backs in the NFL? He won Player of the
Year, made the Pro Bowl three times, and clocked up 4,598 rushing yards with 34
touchdowns in only two seasons. But, when fame and fortune went to his head and his
performance bombed, he was dramatically dropped from the Titans. And rightly so.
It’s in the best interests of the team and it’s a natural, inevitable part of sport. The coach
knows it, the team knows it, and the player (reluctantly) knows it.
Businesses and sports teams are a lot alike. They both rely on building the strongest team of
people possible and encouraging them to work together to achieve a common goal. But, if
someone on the team isn’t performing and driving you forwards towards that goal, then
something needs to change. They either need to go or they need to move. Regardless of who
they are or how good they once were.
“Netflix focus on what people get done, not how may days they have worked, tapping into a
deep understanding of how to maximise productivity, creativity and motivation. – Involve, What
Netflix Can Teach Us About HR
Few cultural approaches are as effective at ensuring high performance than this up-or-out
approach. It’s not about how hard people work, how long they‘ve been with the company, or
the number of hours they devote to their job. It’s solely about what they can do for the
company.
“If we wanted only “A” players on our team, we had to be willing to let go of people whose
skills no longer fit, no matter how valuable their contributions had once been” – Patty McCord,
Harvard Business Review, How Netflix Reinvented HR
To stay on the Netflix team, staff are expected to bring their A-game every day, and prove
their worth by passing the infamous ‘keeper test‘.
The keeper test forces management to analyze, assess, and question their staff to determine if
they still deserve a place at the table.
If they do, their A-level performance is rewarded with more responsibility and greater pay. If
they don’t, their B-level performance is acknowledged with a generous severance package.
“The often-parodied Silicon Valley image of one big family, skateboards and free snacks does
not fit Netflix. We’re more like a professional sports team….Satisfaction comes from the work,
not from the cookies.” – Patty McCord, SHRM, Tough Love at Netflix
Try it yourself. Think about the people on your team and answer the following “keeper test”
question:
7. 7/17
“If someone tells you they’re leaving for a similar job at a different company,
would you fight hard to keep them?”
If the answer is yes, then you should recognize and reward them with a promotion and a pay
rise.
If the answer is no, then you should offer that person a sweet severance package to prevent a
potential legal battle (Netflix pay-out a minimum of four months full pay), thank them for
their time, respectfully show them the door, and promptly replace them with someone better.
Ouch.
“Netflix operates like a sports team. You join the company to compete. And every day you do
your best to contribute to the success of the team.” – Forbes, Incubating Culture: How Netflix Is
Winning The War For Talent
Netflix HR practice #2: Improve engagement by giving power to the people
Source
What type of people do you want working at your organization?
People who take ownership? People who are accountable? People who are responsible?
People who are innovative, smart, and engaged?
Yes, yes, yes, and yes?
If that’s what you’re looking for then, according to Netflix, you need to give your employees
the freedom and responsibility to be all those things.
8. 8/17
The underlying reason that most people feel disengaged, or ‘stuck in a rut’ at work is because
they’re trapped in the ‘system’ and powerless over their own destiny.
“Responsible people thrive on freedom and are worthy of freedom.” – Netflix, Netflix Culture
The theory is that if you trust people enough to let them use their logic and common sense
instead of forcing them to conform to some rigid, old, outdated policies, you’ll get a more
motivated workforce.
Netflix gives power to the people by setting common goals, communicating them clearly, and
then stepping back to let their teams figure it out for themselves.
“We trust our teams to do what they think is best for Netflix — giving them lots of freedom,
power, and information in support of their decisions.” – Netflix, Netflix Culture
They let people shape their own careers rather than shoe-horning them into structured
career plans. Training and formal career planning are out, and personal, self-development is
in.
“The way you develop yourself is to be surrounded by stunning colleagues. We surround people
and let them develop themselves.” – Reed Hastings, SHRM, Tough Love at Netflix
And, they offer perks such as unlimited holidays, flexible working hours, and uncapped
expense accounts to put the control firmly back into their employee’s hands.
Uncapped expenses?! Are they mad? How do they stop people from abusing this level of
trust?
By hiring the right people…
Netflix HR practice #3: Improve performance by only hiring the best
9. 9/17
Source
Netflix’s hiring policy is centered around hiring only the best adults. That doesn’t just mean
they have to be over 16, it means they’ll only hire adults who will ‘act in Netflix’s best
interests’ and support the desire for a high-performance workplace.
They believe that if you hire adults, 97% of your employees will do the right thing.
“Adults can be trusted to do the right thing. If someone strays, peer pressure nudges them
back.” – Allison Hopkins, SHRM, Tough Love at Netflix
That’s why Netflix doesn’t offer bonuses, a classic perk that makes organizations desirable to
many, but do offer unlimited holidays.
“If your employees are fully formed adults who put the company first, an annual bonus won’t
make them work harder or smarter.” – Patty McCord, Harvard Business Review, How Netflix
Reinvented HR
Talent managers at Netflix don’t waste time poring over resumes and job application forms.
They go out of their way to find adults who live and breathe the Netflix values and they
bypass superstars with big egos, bad attitudes, and poor work ethics.
“During the hiring process, look for soft skills such as empathy and emotional intelligence, and
try to envisage how the candidates will slot into the team you’re placing them with.” – Peakon,
Netflix Company Culture Focuses on “People over Process”
They interview and observe candidates carefully and ask thoughtful questions that reveal
more about behavior and judgment than well-rehearsed answers to textbook questions do.
Why do they go to such great lengths to find the best?
10. 10/17
The benefits of hiring the best people in the game are obvious: Great people achieve great
things.
But there’s more to it than that.
The best people inspire, motivate, and push others to do better. Amazon, who have followed
in Netflix’s hiring footsteps, believe that the best breeds the best and that securing the right
talent has a multiplier effect: “High standards are contagious.”
Not only that, but the best only want to work with the best. They want to debate ideas with
like-minded people, they want to learn from their heroes, and, as elitist as it sounds, they
want to talk to people that are up there, in their world. They get frustrated with slower,
uninspiring people that don’t bring anything to the table.
“Too often, really good workers are frustrated at having to work with others who they perceive
as average or worse performers.” – SHRM, Tough Love at Netflix
Excellent colleagues are a better perk than free sushi and foosball. They trump everything
else.
Netflix HR practice #4: Improve motivation by telling the truth
Source
“In the tension between honesty and kindness, we lean into honesty” – Netflix, Netflix Culture
When someone’s underperforming, tell the truth. When your team is failing to hit targets, tell
the truth. When the company changes direction, tell the truth.
Don’t sugar coat feedback, stop with the shit sandwiches, and just tell it like it is.
11. 11/17
“People can handle anything, as long as they’re told the truth.” – Patty McCord, Harvard
Business Review, How Netflix Reinvented HR
Think of it this way. How do you feel when someone blatantly lies to you? When they try to
cover something up or pull the wool over your eyes? You feel like they’re making a fool out of
you, don’t you?
The trust goes, you lose respect, you feel betrayed, and you make a quick exit, right?
That’s exactly how employees feel when an organization hides the truth from them.
Netflix makes a point of being completely transparent with its employees. They believe that if
they can be as open and honest as possible, it makes their staff feel respected and trusted –
which is a massive motivator.
There are no secrets at Netflix. No whispers, no back-stabbing, and no nasty surprises.
“When someone does something wrong, we tell them it was wrong. After that, either they get it
or they’re out.” – Patty McCord, SHRM, Tough Love at Netflix
What you see is what you get at Netflix and employees know this. So, instead of wasting time
worrying about, questioning, or second-guessing what the truth may or may not be, they
focus on doing their job and being the best.
Research also backs this up. It’s been found that companies who promoted honest feedback
and open communication had a 270% higher ROI over 10 years than those that didn’t.
I think that says it all, don’t you?
Ok, so all this sounds great in theory, but how does it work in the real world? For ‘normal’
companies that don’t swim in the same sea as the Netflix, Amazon, and Google giants?
How Process Street embraces Netflix’s HR practices & why they
work for us
12. 12/17
Despite what you might think, Process Street, a business process management (BPM)
platform in its early stages of growth, shares a lot of similarities with Netflix.
Namely its HR practices.
To explain what I mean, I’ll revisit the Netflix HR practices outlined above, and show you
how the Process Street HR team uses them to improve employee engagement, retention,
satisfaction, and productivity.
HR practice #1: Boost productivity by thinking like a sports coach ڽ
About two months ago, Bryan Sise joined Process Street as the VP of Marketing. One of the
first things he did, after introducing himself to the team, was send us a “User Manual for
Bryan Sise”.
This document outlined precisely how he liked to work, what he valued in team members,
what he expected from us, and what his high-level goals were. Like any good sports coach, he
told us straight-up what his expectations were and what his game plan was.
“I care about results [and] your direct contribution to driving business goals, the quality of
your work deliverables, the way you’re perceived by stakeholders, and the degree to which you
achieve your own development goals.” – Bryan Sise, User Manual for Bryan Sise
I for one appreciated this direct approach. He made it clear from the start that the results we
were delivering were more important to him than the number of hours we were working or
the long list of tasks we had to complete. I knew exactly what he wanted, where he was
coming from, and what he cared about. This level of clarity about his drive to achieve results
gave us direction and focus and every single member of the team has stepped things up
several notches since he came on-board.
13. 13/17
Watch this space is all I can say…
HR practice #2: Improve engagement by giving power to the people ԋ
Like Netflix, Process Street gives its employees unlimited holidays, flexible working hours,
and most importantly, trust.
“We treat employees like grown-ups. We know that the best way to grow is to hire talented
people, and then get out of their way.” – Ashley Chain, Process Street’s People & Operations
Manager
Instead of limiting our holiday allowance to a set number of days, we’re trusted to take as
much holiday as we feel we need.
Rather than scrutinizing our expenses, those in charge of budgets are simply expected to “act
in Process Street’s best interests”.
And, one of our core values is “act like an owner” which encourages us to take responsibility
and accountability for our own work, success, and career progression.
Having previously worked for companies that monitor your every move and micro-manage
your daily to-do list, coming to Process Street was a breath of fresh air.
Source
I’m responsible for, and in control of, my own work. This is incredibly motivating. It’s up to
me what I do and when I do it, as long as it gets done.
14. 14/17
If anything, this approach makes me want to work harder. I’m not on a slow-moving
conveyor belt, going through the motions, attending the obligatory training, ticking all the
boxes, and waiting for someone to leave before I get moved into a position that’s not right for
me. My career progression and direction is in my own hands.
For some, this level of trust might seem like a fantastic opportunity to sit back and relax. But
I can tell you, hand-on-heart, that no one at Process Street thinks like that.
And that’s because Process Street has hired, well I don’t wish to blow my own trumpet, but…
“We go to great lengths to hire the right people. We only hire people we know for sure will
thrive in this type of environment, because it isn’t for everyone.” – Ashley Chain, Process
Street’s People & Operations Manager
HR practice #3: Support performance by only hiring the bestŇ
Now, I’m not suggesting for one second that I’m ‘the best’ but… ģ
Process Street, like Netflix, goes to ‘great lengths’ to find the right people for the job. Being a
fully distributed company, we take extra care and have to be doubly certain that the people
we hire will live by our core values and act like owners, default to action, practice
prioritization, focus on the process, pay attention to detail, and over-communicate
everything, twice.
For example, I had to go through four interviews, submit a 2,000-word blog post, and
provide three glowing references before I was offered this job.
“We always get candidates to interview with several different people from within the company
so they get a feel for who they’ll be working with and we get a feel for how they’ll fit in. And,
we always ask them to complete some sort of test so they can see what working at Process Street
would be like, and we can see what their skill-sets and capabilities are. It’s important that both
parties get a 360-degree view on what they’re potentially walking into.” – Ashley Chain,
Process Street’s People & Operations Manager
But I love that. It means they don’t just hire any old person for the role. It’s a well-thought-
out decision which makes it all the more meaningful when you get offered the position.
Infact, I turned down a similar job (that was offering me more money and more benefits) in
favor of Process Street because I felt I was a carefully considered hire and not a quick fix or
stop-gap.
Not only that, but this approach means we know for sure that every new person that joins the
team is going to be knock-the-ball-out-of-the park amazing.
15. 15/17
“We don’t hire any old person. Although we want to hire people as quickly as possible, finding
the best person will always take priority over filling a gap in resources.” – Ashley Chain,
Process Street’s People & Operations Manager
HR practice #4: Increase motivation by telling the truth Ԏ
Source
Transparency is big at Process Street.
For instance, we have a company meeting each month where the Executive team runs
through what we’re doing, why we’re doing it, and how we’re doing it. Giving us this type of
context enables us, as employees, to understand where the business is going and what we
need to do to help it get there. It gives us direction, motivation, and focus.
“The Executive team breaks things down for us so we can see how what we’re doing affects the
bigger picture and end-goal.’” – Ashley Chain, Process Street’s People & Operations Manager
Nothing is hidden. Our OKRs are made visible for the entire organization to see so we all
know what we’re all working towards.
We don’t have yearly make-or-break performance reviews or rigid career plans. We have
weekly 121’s and open and honest conversations about how we’re progressing and what we’re
struggling with.
We’re encouraged to give each other frank feedback to improve our work and we have a
retrospective each month that allows us to look back at what we’ve done and talk about how
we can improve in an honest, open way.
16. 16/17
Like Netflix, we also feel that:
“No-one should say anything about an employee that they wouldn’t say to their face” – Netflix,
Netflix Culture
But, effective as they may seem, these HR practices aren’t necessarily the right approach for
everyone.
Are Netflix’s HR practices right for you?
Surprisingly, the biggest parallel I’ve drawn between Netflix’s HR practices and Process
Street’s is the focus on people.
“At Process Street, it really is all about the employees. The team comes first, not the company.
And as far as I’m concerned, it’s the best way to approach hiring and firing decisions.” –
Ashley Chain, Process Street’s People & Operations Manager
Despite its fend-for-yourself, dog-eat-dog reputation, Netflix is all about the people. “People
come before policies”, and all the decisions they make are focused around their employees
and the team they carefully nurture. Even seemingly harsh redundancies are made to
improve team morale.
But is their blunt, laissez-faire approach to HR practices right for you and your organization?
Well, if your business depends on creativity, like for example an advertising agency or a
cutting-edge tech company (like Process Street), then this level of freedom and flexibility is a
key driver of success.
But, if you’re a more traditional company where success is measured by efficiency, like
Boeing or NASA for example, then a more formal structure with stricter policies and
procedures might work better.
Having said that, there are plenty of companies today that combine a structured approach
with a little freedom. For example, flexible working hours are becoming the norm for
organizations where previously that wouldn’t have been conceivable.
Regardless of whether the Netflix way is the right way, you can still take a lot of wisdom from
them and their groundbreaking culture deck.
Hiring the best people, trusting your employees to do the right thing, thinking strategically,
and telling the truth are all applicable HR practices that you can introduce into your culture.
17. 17/17
Source
“Comfort is found in complacency. Pushing boundaries breeds discomfort…But Netflix never
promised comfort, it only guarantees adventure.” – Forbes, The Netflix Pressure-Cooker: A
Culture That Drives Performance
Like what you’ve seen in this post? Unlike Netflix, you can sign up to get more of the same for
free!