She forged a culture of Netflix: but was it hurt-Netflix-IT information
Recently, a 124-page presentation on Slideshare share the 13 million times, and it was Sheryl Sandberg, Facebook's chief operating officer called "from Silicon Valley's most important documents." This "culture of Netflix: freedom and responsibility" is the author of the document has served as Netflix Chief Talent Officer Patty McCord.
"We (she combined with Netflix founder Reed Hastings) once worked at another company, when we leave when we don't like the way the company. It's just like any other company. "Website Fastcompany, McCord said in an interview.
Thus, the two decided to create a different corporate culture. McCord decided that they would not like any other company, what core values, but write down things the company values and expectations of the employees . Requirements of this document, employees should have a sense of self-reliance, and feel their responsibilities to the company. No holidays and travel requirements, there is no annual staff appraisal. McCord says, the company wants to appeal to people who "fully mature adults. ”
"If you look at the thinking of an innovator, you will find that innovators would never say, ' I know what we should do. We should look around and see what everyone else is doing, and slightly better than they do ', "McCord says," in terms of personnel, we are willing to take risks, as we do in business willing to take risks. ”
In the process of building a company culture, McCord blocks all outside influences. For many years, she has refused to understand the practices of other companies. Every year or two, she would go to a human, but she tired of statements made at the Conference, and then back to Netflix itself. " When I go to these human resources to the General Assembly, I will find that colleagues complained they did not get the position, CEO doesn't respect them, also, how do you get to win recognition. These things drive me crazy , "McCord says," How do you get the position? You won it. How do you get recognized? Some people admit things you do. ”
"I'm fed up with this infantile attitude. No, you shouldn't complain about a t-shirt, you're 40 years old. You have a mortgage, home and car. I need to tell you that companies should ask your department how much money? That's stupid. ”
To some extent, this kind of "results" culture created the success of Netflix, but sometimes it will appear too cruel. Hard-working employees are often worried about whether he will be fired . In an interview on NPR, McCord had talked about one thing. Product testing is automated, one engaged in the work of the employees lost their jobs. The staff are very upset. So McCord gave her a call. "I said, this kind of thing is very strange? We talked about this problem a long time ago. She said, Yes, but you know, I worked very hard, it's really not fair. I said, you're crying? She said it was. And I said, you should dry your tears and held his head to leave Netflix. You are the last one to leave, because you are the best. Your work is excellent. But, we don't need you anymore. ”
Company executives should follow the same rules. In the process of transition to a streaming video, Netflix cut off the initial construction for the company to make an important contribution to the Division of the whole project team. McCord had fired hundreds of people, claiming to be the "good from the good Queen". Later, due to her support of a catastrophic policy, I have to reluctantly leave Netflix. Today, the McCord engaged in consultancy work to provide guidance in the area of leadership and culture.
她亲手缔造了Netflix的公司文化：最终却被其所伤 - Netflix - IT资讯
近期，一份124页的演示文档在Slideshare上分享了1300万次，而且，它被 Facebook 的首席运营官Sheryl Sandberg称作是“来自硅谷的最重要文档”。这份“Netflix文化：自由与责任”的文档的作者是曾经担任Netflix首席人才官的Patty McCord。
“我们（她与Netflix联合创始人Reed Hastings）曾经在另一家公司工作过，当我们离开的时候，我们不喜欢公司的样子。它就像其它任何公司一样。”McCord接受 Fastcompany网站采访时说。
于是，两人决定创建一种不同的公司文化。McCord决定，他们不会像其它公司一样，列出什么核心价值，而是写下公司看重的东西以及对员工的期望。这份文档要求，公司员工应该有自立意识，并且感受到自己对公司的责任。公司没有假期和旅游方面的规定，也没有年度的员工考核。McCord说，公司只想吸引那些“完全成熟的成年人。”
“如果你观察一位创新者的思维，你会发现，创新者从来不会说，‘我知道我们应该怎么做了。我们应该看看周围，看其他人都在做什么，然后比他们做的稍微好一点’，”McCord说，“在人事方面，我们敢于承担风险，正如我们在商业方面敢于承担风险一样。”
在构建公司文化的过程中，McCord屏蔽了一切外界的影响。多年来，她一直拒绝了解其它公司的做法。每隔一两年，她会去参加一个人力资源大会，但是，她总会厌倦于大会上的发言，然后重新把自己隔离到Netflix的内部。“当我参加这些人力资源大会，我会发现，同行们抱怨说，他们没有获得应有的位置，CEO不尊重他们，还有，你如何才能获得赢得的承认。这些东西让我发疯，”McCord说，“你如何获得应有的位置？你去赢得它。你如何获得承认？你做些值得让人承认的事情。”
“我受够了这种婴儿式的态度。不，你不应该抱怨自己的T恤衫，你已经40岁了。你有按揭贷款、家庭和汽车。我还需要告诉你，公司应该向你的部门投入多少钱吗？那太愚蠢了。”
从某种程度上，这种“重成果”的文化造就了Netflix的成功，但是，有时候，它也会显得过于残酷。努力工作的员工也经常担心是否会被解雇。在 NPR 的一次采访中，McCord曾经谈到一件事情。由于产品测试实现了自动化，一位从事此项工作的员工丢掉了工作。这位员工非常沮丧。于是，McCord给她打了一个电话。“我说，这种事情很奇怪吗？我们早就谈过这个问题了。她说，是的，但是你知道，我工作非常努力，这真的很不公平。我说，你在哭吗？她说是。然后我说，你应该擦干眼泪，昂着头离开Netflix。你是最后一个离开的，因为你是最棒的。你的工作非常出色。只是，我们不再需要你的工作了。”
公司高层也要遵循同样的规则。在向流媒体视频转型的过程中，Netflix砍掉了曾为公司初期建设做出重要贡献的整个工程师团队。McCord曾经解雇过数百人，自称是“好离好散之女王”。后来，由于她支持了一项灾难性的策略，自己也不得不忍痛离开Netflix。如今，McCord从事顾问工作，向企业提供领导能力和文化方面的指导。