【問い】Netflixではスキルがニーズに合わなくなった従業員はどうすべきなのか？
Netflixの幹部が組織のタレントマネジメン
ト戦略についてPowerPointデッキを作成したとき、
そのドキュメントはバズって、ウェブ上で500万回
以上閲覧されました。
現在、幹部の1人である同社の長年のチーフタレント
オフィサーは、Netflixがどのように優秀な従業員を
引き付け、維持し、管理しているかの詳細を描いています。
同社は5つの重要な信条を利用しています。
1．完全に形成された大人だけを雇い、
報酬を与え、容認します。
問題がコミュニケーション、休暇、または経費で
あるかどうかにかかわらず、正式なポリシーでは
なく論理と常識に頼るように労働者に依頼します。
3．マネージャーは素晴らしいチームを構築する
必要があります。これが彼らの最も重要な仕事で
す。彼らが優れたメンターであるかどうか、
または時間通りに書類に記入するかどうか
について評価しないでください。
4．リーダーとは、企業文化を創造する仕事です。
あなたは実際にあなたが話すとおりに行動して
見本にならなければなりません。
5．タレントマネージャーは、最初にビジネスマン
やイノベーターのように考え、最後に人事担当者
のように考える必要があります。
パーティーを開いたり、Tシャツを配ったりするの
を忘れてください。
すべての従業員が、会社が最も必要としている
ものと、「高業績」が意味するものを正確に
理解していることを確認してください。
抜けている2番は？
【問い】Netflixではスキルがニーズに合わなくなった従業員はどうすべきなのか？
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2003年の創刊以来、18年間 ハーバードビジネスレビュー
から珠玉の一行をお届けして参りました。
ずっと同じ雑誌を読み続けることで未来の経営が見えて来ます。
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抜けている2番は？
【問い】Netflixではスキルがニーズに合わなくなった従業員はどうすべきなのか？
▼答えは下記のメルマガ今回の注目フレーズにて。
https://www.mag2.com/m/P0001355
答えの前に今週の動画です。
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【動画】楽しく働く会社を創る8つのコツ
▼今回の著者 NetflixのＨＲを創った
Patty McCordの動画
HR jargon makes me crazy. We have to have all these stupid acronyms that describe things that nobody understands: OKRs and PIPs. I think we can run our businesses by just talking to each other like regular human beings. We might actually get more done.
00:13
[The Way We Work]
00:18
I really always wanted to be an HR professional, I wanted to be able to speak the language of management. And you know what I've learned after all this time? I don't think any of it matters. There's all kinds of things that we call "best practices" that aren't best practices at all. How do we know it's best? We don't measure this stuff. In fact, I've learned that "best practices" usually means copying what everybody else does. Our world is changing and evolving all the time. Here are some lessons to help you adapt.
00:45 1:従業員は大人である。
Lesson one: Your employees are adults. You know, we've created so many layers and so many processes and so many guidelines to keep those employees in place that we've ended up with systems that treat people like they're children. And they're not. Fully formed adults walk in the door every single day. They have rent payments, they have obligations, they're members of society, they want to create a difference in the world. So if we start with the assumption that everybody comes to work to do an amazing job, you'd be surprised what you get.
01:14 2：管理とは人をコントロールすることではない。
Lesson two: The job of management isn't to control people, it's to build great teams. When managers build great teams, here's how you know it. They've done amazing stuff. Customers are really happy. Those are the metrics that really matter. Not the metrics of: "Do you come to work on time?" "Did you take your vacation?" "Did you follow the rules?" "Did you ask for permission?"
01:34 3：人は意味のある仕事をしたいと思っている。
Lesson three: People want to do work that means something. After they do it, they should be free to move on. Careers are journeys. Nobody's going to want to do the same thing for 60 years. So the idea of keeping people for the sake of keeping them really hurts both of us. Instead, what if we created companies that were great places to be from? And everyone who leaves you becomes an ambassador for not only your product, but who you are and how you operate. And when you spread that kind of excitement throughout the world, then we make all of our companies better.
02:07 4：みんなビジネスを理解すべきだ。
Lesson four: Everyone in your company should understand the business. Now, based on the assumption that we've got smart adults here, the most important thing we can teach them is how our business works. When I look at companies that are moving fast, that are really innovative and that are doing amazing things with agility and speed, it's because they're collaborative. The best thing that we can do is constantly teach each other what we do, what matters to us, what we measure, what goodness looks like, so that we can all drive towards achieving the same thing.
02:39 5：真実を話すべき
Lesson five: Everyone in your company should be able to handle the truth. You know why people say giving feedback is so hard? They don't practice. Let's take the annual performance review. What else do you do in your whole life that you're really good at that you only do once a year? Here's what I found: humans can hear anything if it's true. So let's rethink the word "feedback," and think about it as telling people the truth, the honest truth, about what they're doing right and what they're doing wrong, in the moment when they're doing it. That good thing you just did, whoo! That's exactly what I'm talking about. Go do that again. And people will do that again, today, three more times.
03:21 6：価値を生み出す
Lesson six: Your company needs to live out its values. I was talking to a company not long ago, to the CEO. He was having trouble because the company was rocky and things weren't getting done on time, and he felt like things were sloppy. This also was a man who, I observed, never showed up to any meeting on time. Ever. If you're part of a leadership team, the most important thing that you can do to "uphold your values" is to live them. People can't be what they can't see. We say, "Yes, we're here for equality," and then we proudly pound our chest because we'd achieved 30 percent representation of women on an executive team. Well that's not equal, that's 30 percent.
04:04 7：馬鹿げたアイデアに賭ける。
Lesson seven: All start-up ideas are stupid. I spend a lot of time with start-ups, and I have a lot of friends that work in larger, more established companies. They are always pooh-poohing the companies that I work with. "That is such a stupid idea." Well, guess what: all start-up ideas are stupid. If they were reasonable, somebody else would have already been doing them.
04:23 8：変化を楽しむ。
Lesson eight: Every company needs to be excited for change. Beware of the smoke of nostalgia. If you find yourself saying, "Remember the way it used to be?" I want you to shift your thinking to say, "Think about the way it's going to be." If I had a dream company, I would walk in the door and I would say, "Everything's changed, all bets are off. We were running as fast as we can to the right, and now we'll take a hard left." And everybody would go "Yes!" It's a pretty exciting world out there, and it's changing all the time. The more we embrace it and get excited about it, the more fun we're going to have.
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