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What I got out of it was that HR didn't want to micro-manage so they allowed employees and managers to think what was best for the company, rather than treating
by it_learnses 13y ago
What I got out of it was that HR didn't want to micro-manage so they allowed employees and managers to think what was best for the company, rather than treating them like children. They gave them spending leeway and trusted them to spend it carefully. I think that was a good call.
They did let go a few people who they thought wouldn't be able to adapt but with a good severance. I'm halfway split on this one. Is this a general policy? Or do they re-purpose people who they think are capable of being re-purposed and letting go the rest of them? It's sad that this happens, but I'm not sure I'd blame Netflix. Maybe if we had a guaranteed living wage, then this wouldn't even be an issue :)
- walshemj 13y agoUnfortunately I think a lot of the tail functions in organizations (accounts ,HR building services) get delusions of grandeur and start trying to run the company instead of just doing what they are paid to do - disastrous PRP and stack ranking systems being some very good examples As one "engineering" telecoms CEO told his building services director "world class telecoms companies dont have a head office in a F^%&*ing shed at Heathrow"