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Inspirations from Netflix Corporate Culture for developers: The market is so big that when graduates flood into the market every year, if you don’t have core competencies that are particularly different from them, after a certain age, no matter how good your performance is, the company may still choose the new talent with higher cost performance. Companies need different types of developers at different stages, and you will be kindly “eliminated” from the company, or even the market! The Internet industry is very young, which means a lot of developers are going to change careers in the next five to six years.
It’s cruel, but true, and many devs probably don’t think about it, but it’s interesting to see how many devs occasionally think about their post-35 future (opening a restaurant, opening a store, switching industries, going back to their hometown, working in the system, or even moving to tech management if they’re more optimistic). Why do people think this way? Because the domestic front that batch of front-end developer also there are few greater than over the age of 35, nor can consult people can go to learn (in addition to the part of the top bosses, this class is not a common developer reference objects), so everyone for developers of career is an “unknown”, subconsciously has a “sense of crisis/insecurity”.
Imagine moving forward five or six years. If you’re 35 or 39 and you’re out looking for a job, what are your abilities to get accepted? Not every department needs “Einstein”, as an enterprise why not recruit more cost-effective “fresh blood”?
According to statistics, 80% of Chinese developers are under 20K before tax, which means that most of them are on the way to learn and find a better job. This is one of the reasons why interviews, interview questions, and q&A articles are popular with many tech platform developers. But is it enough when you keep updating your depth of technology? Obviously you are no worse or even better than your leader, so why does he belong to the 20%?
So how to build your core competence (although I don’t like that word very much), after reading this book and standing in the perspective of a good corporate culture, you may have some inspiration. Here are some notes from the book I spent more than a day reading, just for your reference!
preface
The Netflix Culture Handbook is a tour de force for an in-depth look at Netflix culture. In 2009, Netflix released a powerpoint presentation about its corporate culture that has been downloaded more than 15 million times and was described by Facebook CFO Sheryl Sandberg as “the seminal document of Silicon Valley.” This book is an in-depth interpretation of the powerpoint file by Patty McCord, one of the main creators of the former Netflix CHO powerpoint.
The book is a systematic introduction to the principles of Netflix culture and a complete subversion of 20th century management concepts. In this book, Patti McCord identifies eight rules of Netflix culture that reveal multiple perspectives on why Netflix is pushing back against traditional corporate culture ideas and what disruptive ideas it has come up with to create its own.
An action guide for companies building their own “Netflix culture.” The Netflix Culture Handbook has special chapters designed to make it easy for corporate managers to apply them to their own companies and create their own “Netflix culture.”
Chapter 1: Adults only
A good team is not a lot of people
People like to work with high performers
Keep it as flat as possible, information can be communicated efficiently and execution/decision making is more efficient
Chapter two: Get everyone to understand the business
Clear and continuous communication
Develop a high-level perspective for grassroots employees
“Employees need to see things through the eyes of senior managers in order to feel truly connected to the problems that must be addressed at all levels and across all departments, so that the company can identify problems and opportunities at every link and take effective action.”
Maintain a strong pace of communication
Employees’ ignorance is a failure of management
Explain it in a simple and straightforward way
The situation is constantly changing and communication needs to be ongoing
Chapter 3: Absolute honesty is the way to get really effective feedback
Practice what you preach (open communication)
The value of public criticism: It helps to speak directly about the problem
“Employees quickly bounce back from the shock of receiving negative feedback and learn not only to value it, but to give it consistently and thoughtfully.”
“Not covering up facts and deceiving employees, thereby depriving them of opportunities for improvement.”
Absolute feedback brings value
Absolute honesty helps people grow
“Only when managers own up to mistakes can employees speak up.”
“When leaders own up to mistakes, employees can speak up.”
Chapter four: Only facts can defend opinions
Stick to your opinion and defend it with facts
Don’t rely too much on data
Facts do not equal truth, and opinions are constantly re-examined and discussed
Chapter 5: Start building the team you need for the future now
Think future-oriented about what kind of team you want, look at the current team six months into the future, and see if the team is ready for the changes that are coming
Make everyone understand that the team needs to constantly evolve
Some people will never grow into high performers in the organization of the future. Let them go
Build a team, not a family
Training employees and discovering their growth potential are vital skills for leaders
The growth of employees is their own responsibility
“The best advice for today’s professionals is to stay flexible, keep learning new skills, keep considering new opportunities, and always take on new challenges to keep things fresh and extensible.”
Enterprises need different employees at different stages (I: backwards, employees need different “soil” at different stages)
“I understand that this can be very difficult to accept.” (Me: It’s hard.)
After the rapid development of enterprises, a lot of work is not improvised, and the problems they face are no longer solved by trial and error, but by experience
You don’t have to stay in one company forever
Chapter six: The relationship between employees and positions, not matching but highly matching
If a person’s skills no longer match the position, say goodbye to even a very talented person
Knowing when to let people go goes hand in hand with bringing in a top talent with the skills you need
Talent retention is not the goal of team building (me: It reminds me of companies that pride themselves on not leaving for years)
The best employees are always on the lookout for challenging new opportunities, loyal but ultimately headed elsewhere, never knowing when they’ll decide to leave and unable to stop them
Build a top talent supply line (build a top team)
Talent retention is not the best indicator of team building success. Indicators:
- Not: how many people retained
- It’s about how many great people with skills and experience you have, and how many of those people you retain, and how many of those people you hire have the skills and experience you need, and who needs to be replaced
Great jobs have nothing to do with benefits
Not every job needs an Einstein, but every job needs the best employee
Companies don’t exist to please employees
Employee happiness: They’re doing great things with great people
Real and lasting happiness at work comes from working deeply on a problem with great people you know, and from customers loving the product or service you put in the hard work to create
What’s more important is the opportunity to work and grow with great people (me: This point is mentioned several times in the book, which is worth noting)
Hr should have a deep understanding of the company’s business and the basic problems that need to be solved
“My team” : the team I created that was good enough to move on without me (me: Think, right?).
Always hiring
The interview is more important than any meeting with the hiring manager, and our goal is that everyone who shows up for an interview wants the job when they leave, even if we don’t like them
Let recruiters can feel their contribution to the business, hiring managers can feel the value of recruiters! (Value/respect other positions)
Chapter 7: Pay employees for value they bring
Don’t let employees get paid when they have to leave
To create your own professionalism and scarcity, honesty, the word comes up a lot, don’t be afraid to be honest!
Chapter 8: Say goodbye when you leave
Firing: Have an honest dialogue with employees, rather than vilifying them with their performance. It’s not necessary to cast them as losers, just point out that they were a great match for the company’s needs. It’s not personal, it’s not about failure. They’ll understand and appreciate that you’re not lying to them
If an employee’s performance isn’t good enough, tell them to either correct it or move to a new company
Don’t write off an employee whose job no longer matches as a loser
To be a lifelong learner, you need to constantly acquire new skills and experiences, not necessarily at the same company
Employee evaluation algorithm: What this person likes to do, is extremely good at doing, is what the company needs someone to be good at doing
Actively help former employees find new opportunities
Final chapter: Culture as Strategy, create your own new management algorithm
Culture is a strategy about how you work, right
How eager are many organizational leaders for a new way of working
By appreciating employees’ rights and freeing them from red tape, they will become stronger
Afterword.
To hire “grown-ups” (highly qualified and highly disciplined people), you don’t need to think too hard about managing them, just give them enough space and they will produce one amazing result after another
The above are all the notes of the book, over.
The net friend comment on
- “Spend the most money and hire the best people to do the most subversive things, very simple and crude ideas, even crazy. Hire only grown-ups, work with high performers is more attractive than board games, snacks and stock options, open criticism encourages debate, streamline the process with complete transparency, and make sure every employee understands what the company does, and it’s not a family ready to say goodbye.”
- “1. Only for adults (believe employees maturity, their arrangement for leave, never complained) 2. To let everybody understand the company’s business. 3. Absolutely honest, then get really effective feedback (company absolutely transparent, have opinions directly said said immediately) 4. Only facts can defend view (opinion always based on facts. 5. From now on, the future need team (must think for the future, you need what kind of team members, rather than the lack of what kind of person, only to find what kind of person) 6. Staff and post should be highly match, rather than just match (strict selection, nothing more, retain talent is not a measure of the success of team building The right indicator is the ability to build a highly matched, future-oriented team.) 7. Paying the highest salary in the market is at the heart of a high-performance corporate culture. 8.
- “One feeling is that Chinese people are too chicken thieves. It has been nine years since the draft of this PPT was made in 2009. After I read it thoroughly, I know how many Chinese human resources experts and enterprise analysts have been supported by this PPT in these nine years. They piecemeal extract N concepts from the powerpoint and sell them one at a time in different magazines and newspapers.
- “Is Netflix successful because of the culture or is Netflix successful because of the culture? I doubt it, but it’s a really cool model.”
thinking
In the final analysis, the future of front-end development is an ordinary technical post, do not think they are “high salary” do not have to think about the future, you need to be responsible for your family, parents, so sometimes need to jump out of the technology to see.
Read more books, read more newspapers, eat less snacks and sleep more. Don’t spend all day playing games and watching mobile phones
