Netflix believes in freedom, responsibility for employees

The talent strategies of large, successful companies like Google, Facebook, and Netflix are in the news often these days—more and more, people are making the connection between HR strategy and business success. This widely-shared slideshow created by Netflix executives Reed Hastings and Patty McCord has become an influential document in the HR landscape.

The 127-slide presentation covers Netflix’s culture, values, and management strategies, many of which diverge from the norm—for example, the company ignores most benefits in favor of top-of-market compensation, and they support a culture of flexible self-improvement (i.e., through experience, observation, introspection) over formalized development (i.e., through mentor assignment,  set career paths).

This flexible approach to development works for the ideal Netflix employee—the “rare responsible person” who is “self-motivating, self-aware, self-disciplined, self-improving” and who “acts like a leader, doesn’t wait to be told what to do, and picks up trash lying on the floor.” Netflix believes this type of employee “[thrives] on freedom and [is] worthy of freedom,” and that ultimately, allowing more freedom will attract innovative thinkers and result in long-term company success.

You can learn more about Netflix’s HR strategy by reading the full slideshow.

Paying workers to quit is good strategy

Jeff Bezos, Amazon CEO, announced in his annual letter to shareholders that the company is offering its warehouse workers up to $5,000 to quit their jobs:

“We hope they don’t take the offer; we want them to stay. Why do we make this offer? The goal is to encourage folks to take a moment and think about what they really want. In the long-run, an employee staying somewhere they don’t want to be isn’t healthy for the employee or the company.”

The “Pay to Quit” program is part of a larger employee empowerment strategy, which also includes development programs (Amazon will pay 95% of tuition for employees to take courses for in-demand fields) and flexible work locations for customer service support team members who need or prefer to work from home.

Giants like Amazon and Google often make headlines for their approaches to improving employee satisfaction; while there is no way to directly measure the relationship between a company’s workforce strategy and financial performance, the focus on organizational culture at both organizations suggests that employee engagement is a powerful new tool for business growth.

Bezos writes in his letter that Amazon wants “to find better ways to do things internally – things that will both make us more effective and benefit our thousands of employees around the world.”