Netflix的成功秘诀：信赖员工，给员工自由编者注：本文原作者为Rod Garvin。Rod Garvin是是一位专注于研究多样性与包容性、人才与领导能力发展、企业家精神与创新之间的交互关系的跨学科专家。他目前在Charlotte Chamber担任副总裁，负责人才招聘、新员工融入以及能力发展等方面的事务。Netflix是一家在线影片租赁提供商，连续五次被评为顾客最满意的网站。
Netflix的“解放宣言”
凭借其在媒体及娱乐行业中雄霸一方的业绩，和广受好评的自制剧如《纸牌屋》、《女子监狱》，Netflix登上了新闻头版。同时，Netflix也由于其开创性的工作文化而备受赞誉。
2009年，CEO Reed Hastings以及CTO（首席人才官）Patty McCord出版了《Netflix文化：自由与责任》一书。（该书slideshare.net上在被阅读超过1200万次）
书中讲述了Netflix为何更重视创造力而不是工作流程，为什么为员工提供休假时间上的自主选择权，而不是按照其受雇时间或者其他主观因素决定。公司避开了其他快速成长的创新型企业的通病——即在企业成长过程中变得越来越官僚化，越来越不自由。
本周Netflix宣布了其针对新手父母的无限制休假政策，让他们能够在孩子出生或领养的第一年中按照自己的需求进行休假。
自由，才能吸引人才
不管是在农业社会、工业社会还是后工业社会，如此高程度的员工自由完全违背了绝大多数企业的管理层以及人力的常规做法。它甚至赶超了许多科技企业，科技企业往往通过以自由和灵活性替代津贴和高档办公室的方式，来谋求人才。
对于严苛地规定员工上班时间以及休假时间，领导者的理由是，在办公室受监督的情况下，员工的效率和盈利能力更高。
Julie Clow在她的《工作革命：为全员的自由和卓越（Work Revolution: Freedom and Excellence for All）》一书中认为，Netflix关注的是一项任务或者项目的结果而不是花在上面的时间。
这种企业文化对于工作水平高的员工来说非常有吸引力，也相应提高了企业的竞争优势。她解释说尖端人才喜欢有创造空间以及个人决策权，因此如果他们丧失了其中任意一样都会倾向于离职。
来自Deloitte Center for the Edge的John Hagel III等人也赞同Julie Clow的观察结论。在《The Hero’s Journey Through the Landscape of the Future》这一报告中，作者预计由于创新型人才跳槽其他企业的能力不断提高，企业在这类人才的保留上将面临巨大挑战。
曾经能将人才吸引到大型成熟企业的安全网逐渐消失，顶尖人才开始寻找自主权和创造性之类的无形福利。“明星”工作者可能跳槽到更小但是能提供更多自由的小企业，或者干脆自主创业。
“信任别人，别人才会对你忠诚；尊敬别人，别人才显示其可敬之处。”——爱默生
要自由，先信任
在任何雇佣关系中，信任是自由的前提。
对许多机构而言，缺乏信任会导致Netflix风格的企业文化完全无法实施。这种对于某人专业性以及人格的信任，可以被定义为是一种心理状态，它包含了在各种人际关系（不管是一对一、团队还是组织）中对于他人的积极期望，愿意接受其脆弱性的心理状态。（Fulmer& Gelfand，2012年，第1174页）
许多企业认为这种信任的成本太高，其连带的自由也包含了许多风险。对于一些企业来说，这样的担忧是正确的，但是对于知识创新驱动的行业来说，这样的想法是一种负担。让我们来看看这些事实：
1. Netflix是全球最大的互联网电视网络及流媒体，拥有超过6200万用户遍布全球50个国家。
2. 在过去的几年中Netflix每年增长500到600万的新用户，并且这种增长趋势将继续下去。
3. 2014年Netflix的总收入是55亿美元，毛利约2亿美元。目前已经超越了2015年的财务预算。
结论
在商场上，金钱永远拥有第一话语权。显然，不是所有组织都能像Netflix这样赚钱，但是如果他们希望留住人才、增加客户、刺激创新、增长利润，却不认真思考在组织中实施信任、甚至不思考提高员工自由的可能性，这样的企业一定会被淘汰。
对于更加相互信任更加自由的企业来说，那些现存的失去信任、企业文化死板严苛的企业是处于竞争劣势的。由于婴儿潮一代人的退休，未来将会面临人才紧缺，雇主们应该反思：“我们企业是高端人才想要追求的‘潜力股’还是他们想要逃离的‘牢笼’？”
Netflix's Winning Formula: Trust Employees and Set Them Free
Netflix's "Emancipation Proclamation"
Netflix dominates the news, because of its tremendous success as one of the most dominant disruptors of the media and entertainment industry, as well as its popular critically-acclaimed series such as "House of Cards" and "Orange is the New Black". But, the company has also gained a reputation for its pioneering work culture. In 2009, CEO Reed Hastings and then Chief Talent Officer Patty McCord published a deck entitled "Netflix Culture: Freedom & Responsibility" (At the time of this writing it's been viewed almost 12 million times on slideshare.net).
The deck outlines why Netflix values creativity over process and has given its employees full discretion over the amount of vacation time they take, instead of basing it on tenure or other subjective factors. The company has avoided the mistake that other high-growth, innovative firms have made, which is to reduce freedom over time as they become bigger and more bureaucratic. And just this week Netflix announced their "unlimited leave policy for new moms and dads that allows them to take off as much time as they want during the first year after a child’s birth or adoption."
[Slide from Netflix's Culture Deck]
Freedom Attracts Talent
This level of employee freedom flies in the face of the management and human resource practices of the vast majority of companies over the history of the agricultural, industrial and post-industrial eras. It even outpaces many technology firms, which often attempt to substitute perks and pretty offices for genuine freedom and flexibility. The explanations (or excuses) that leaders make for policing the amount of time employees spend at their desks and for rationing out vacation days, are steeped in tradition and are a misguided belief that work hours spent in the office, under the watchful eyes of supervisors, equal higher performance and profitability.
In her book, Work Revolution: Freedom and Excellence for All, Julie Clow writes that Netflix does not concentrate on the amount of time spent on a task or project, but more importantly focuses on results. This culture is especially appealing for the high-performing employees that give the company its competitive advantage. She explains that top talent thrives on creativity and personal autonomy, and is more likely to leave if they lose either creative or autonomous freedom.
John Hagel III, et al, from Deloitte Center for the Edge, echoes Clow's observations. In the whitepaper, "The Hero's Journey Through the Landscape of the Future," the authors predict that companies will increasingly have challenges retaining creative talent, because of their enhanced ability to pursue other ventures. As the safety nets that used to attract workers to large, established companies are diminishing, top talent will be looking for the intangible benefits of autonomy and creativity. "Star" performers may leave for smaller enterprises that can offer the freedom that they seek, or just start their own.
“Trust [people] and they will be true to you; treat them greatly, and they will show themselves great.”
- Ralph Waldo Emerson
Trust Before Freedom
Trust is the precursor of freedom in any arrangement between employee and employer. The lack of the former in many institutions makes it virtually impossible to even consider implementing a fraction of a Netflix style culture. Trust in a professional and personal context can be defined as a psychological state consisting of a willingness to accept vulnerability based on positive expectations of another or others on various interpersonal levels, whether they are one-to-one, team, or organizational (Fulmer & Gelfand, 2012, p. 1174)*. Many companies say the estimated costs of such trust are too high and the risks of the freedom that could be leveraged from it are too numerous. For certain industries these concerns may be valid, but for knowledge and innovation driven enterprises this line of thinking is a liability. Consider this reality-check:
Netflix is the largest Internet television network (and video-streaming service) in the world with over 62 million customers in 50 countries.
It has been adding 5 million to 6 million net subscribers for the past several years and will continue to grow at that rate
It's total revenue in 2014 was 5.5 billion dollars and its gross income was almost 2 billion, and is currently exceeding financial projections for 2015
Conclusion
In business money talks first and foremost. Obviously, all organizations will not generate the numbers that Netflix does, but if they are struggling to attract and retain talent, grow their customer base, stimulate innovation and increase profitability, then they would be negligent if they did not conduct a serious inquiry into the level of trust within their organizations and at least consider the possibility of enhanced employee freedom. Those companies that are surviving in spite of unhealthy doses of organizational mistrust and restrictive cultures are still at a competitive disadvantage to more trusting and liberated enterprises. In the coming years of talent shortages due to the Boomer exodus from the workplace, employer's should ask themselves, "Are we the 'promised land' that top talent wants to run to or the dungeon that they want to escape from?
Source: LinkedIn
初创公司CEO们分享王牌招聘秘诀
编者注：作为创业者来说，单单靠自己的力量是远远不够的。最理想的状态就是能够招募到一群志同道合的朋友或者员工来一同打拼。然而在雇佣员工方面，有很多的注意点。比如说，要遵循几个原则：首先是因事择人原则，即上面所说的志同道合；其次，就是公开、公平和公正原则，要给应征者平等的竞争机会；再次，竞争择优原则。当然，公司的招聘还要遵循效率优先原则，招聘活动要尽可能用低的成本找到合适的员工。
当下，最为流行的励志书籍之一就是Stephen Covey的《高效率人士的7大习惯》。这本书之所以能够吸引如此多的读者，是因为人们被CEO或者业务总监身居高位却如此的坚定和付出所震慑了。
以下就是CEO王牌雇佣准则的内容：
符合公司的发展要求
关注他们成功的原因是非常重要的。有些人会说，如果雇主不能招聘那些有能力的人来为其服务，他就不会成功。一家大型企业每年在组织寻找合适的潜在招聘对象的过程中都会损失成千上万美元。为了使得公司损失最小化以及利润最大化，CEO需要招聘合格的雇员。为了避免做出错误的招聘决定，他们需要寻求那些有对口技能和证书资质的人。如果候选人没有达到要求，那么雇主就不应该再将其考虑在内。而那些最成功CEO的招聘策略则可以给你启示，告诉你如何为自己的公司招兵买马。
绩效考核
对于你来说，招聘一位员工并且给他一定时间的试用期来考察能力是一个不错的做法。而此后他的去留都取决于在试用期内的表现。而另外一种检验雇员能力保守的方法就是让他独立完成一个项目。但是，还有一点很重要，那就是你要咨询一位精通劳动法的律师来确保你的雇佣合同中有关试用阶段的条款的可行性。
现实中没有十全十美的人
因为人无完人，所以你需要宽容个人的某些缺点。每一个个体都存在缺点，但是最重要的是招聘那些长处突出而缺点略少的人。为了达到这个目的，你可以把集体的共同意愿和理想分解成那些可调停、可选择以及值得拥有的部分。这样才能让自己清楚明白自己是否愿意妥协。
并且，在你面试候选人时，你还需要尽可能调整自己的态度，拿下领导的帽子，以免对员工太苛刻。所以说，记住打破某些固有习惯还是很重要的。
员工是你的镜子
Bill Unrue是InsureWell的CEO，他认为所招聘的员工某种程度上反映了雇主的特征。每一位CEO都必须意识到：雇员的内部或外部行为都是公司的外界反馈。Unrue说：“如果有两位有着相似资质的人需要做出选择，你一定要选择那个热情大于一切的。”在企业初创之时，无限的驱动力可以弥补某些技术上的缺陷。
听听Rockefeller怎么说
John D. Rockefeller是 Standard Oil 的创始人兼CEO，他有一句关于强调招聘顶尖人才的名言。他说：“我不信有什么还能比坚持更必要，更能带来成功。坚持可以战胜所有的困难，甚至是人类的极限。”且不谈论他们的技术如何，你只要招聘那些能够证明自己充满无限活力并且积极进取的人。
联邦快递（FedEx）CEO Fred Smith
联邦快递的CEO Fred Smith与Facebook的Mark Zuckerberg有着同样的信念，他偏向于公司的招聘要反映出领导人的原则。这是招聘那些为公司发展做出贡献的能力者的唯一途径。他说：“领导者站在前沿，不断地提高评判自己和接受评判的标准。”对于将来的创业家和CEO来说，招聘员工时做出正确决策是非常重要的。CEO必须要在面试过程中识别出顶尖人才。
Startup CEOs Share Their Number One Hiring Tip
One of the most popular motivational books of our time is "The 7 Habits of Highly Effective People," by Stephen Covey. The book has actually attracted large numbers of people who are amazed at how devoted and determined CEOs or business directors acquire and preserve such high positions.
The best cogs in the machine
It is important to note the reasons for their success. Some would say that a CEO cannot be successful if he or she does not employ the services of capable employees. A big organization loses tens-of-thousands of dollars a year in the course of choosing the right candidates to hire. In order to minimize losses and maximize profit in your company, there is a need for CEOs to employ qualified candidates. To prevent making the mistake of hiring the wrong employee, CEOs have to search for a candidate that has the qualities and credentials he or she seeks. If the candidate does not meet the requirements needed, that candidate should not be considered. Examining the hiring tactics of the most successful CEOs gives new insights into how to hire for your own company.
Test performance
It's a good idea to hire a person and put him or her on probation for some time, after which the candidate will be fully employed or laid off depending on his or her performance. Another conservative method to test prospective employee abilities is to create a project that can be completed as an independent contractor. It's important to note however that you should talk to a labor or employment lawyer to make sure your employment contract talks about the test period appropriately.
The perfect person doesn't exist
Since no one is perfect, you need to tolerate some weak points in individuals. Every individual has his or her own weak points, but the most important thing is to employ one whose strengths far outweigh any weaknesses. You can do this by breaking down your collective wishes, hopes and dreams into deal-breakers versus nice-to-haves. That's the best way to figure out where you're willing to compromise.
You also need to shift your priorities as you interview candidates to avoid being too rigid on your employees. It's therefore important to bear in mind that there are some deals that are meant to be broken.
Your employees are your reflection
Bill Unrue, the CEO of InsureWell believes that the employees you hire are a reflection of you. Every CEO must realize that all actions of their employees, both internal and external, are reflections of the company. "If you are choosing between two candidates with similar credentials, always go with the one who shows boundless enthusiasm--over other considerations, says Unrue." In business, a relentless drive can make up for quite a few lacking technical skills at the very beginning.
Listen to Rockefeller
John D. Rockefeller was the founder and CEO of Standard Oil and his most famous quote puts emphasis on hiring top tier talent. He says, "I do not think there is any other quality so essential to success of any kind as perseverance. It overcomes almost everything, even nature." No matter their skills, only hire people who have proven themselves to be relentless go-getters.
FedEx CEO Fred Smith
Frederick Smith, the CEO of FedEx has the same belief as Facebook's Mark Zuckerberg. He recommends that the company's hiring practices should reflect the principles of the leader. This is the only way to hire capable employees that have all it takes to contribute to the growth of the company. He elaborates:"Leaders get out in front and stay there by raising the standards by which they judge themselves--and by which they are willing to be judged." It is quite important for would-be entrepreneurs and future CEOs to make good decisions when it comes to employing a staff. A CEO must have the quality of recognizing top talents during interviews.
Source:Inc
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