Powerful pdf epub mobi txt 電子書 下載2025
Patty McCord served as chief talent officer of Netflix for fourteen years and helped create the Netflix Culture Deck. Since it was first posted on the web, the Culture Deck has been viewed more than 15 million times, and Sheryl Sandberg has said that it "may be the most important document ever to come out of Silicon Valley." Patty participated in IPOs at Netflix and, before that, Pure Atria Software. A veteran of Sun Microsystems, Borland, and Seagate Technologies, she has also worked with small start-ups. Her background includes staffing, diversity, communications, and international human resources positions.
Currently, Patty coaches and advises a small group of companies and entrepreneurs on culture and leadership. She also speaks to groups and teams around the world.
- 管理
- HR
- 商業
- Netflix
- 英文原著
- 商業運營
- 互聯網
- 文化
Named by The Washington Post as one of the 11 Leadership Books to Read in 2018 When it comes to recruiting, motivating, and creating great teams, Patty McCord says most companies have it all wrong. McCord helped create the unique and high-performing culture at Netflix, where she was chief talent officer. In her new book, Powerful: Building a Culture of Freedom and Responsibility, she shares what she learned there and elsewhere in Silicon Valley.
McCord advocates practicing radical honesty in the workplace, saying good-bye to employees who don't fit the company's emerging needs, and motivating with challenging work, not promises, perks, and bonus plans. McCord argues that the old standbys of corporate HR--annual performance reviews, retention plans, employee empowerment and engagement programs--often end up being a colossal waste of time and resources. Her road-tested advice, offered with humor and irreverence, provides readers a different path for creating a culture of high performance and profitability.
Powerful will change how you think about work and the way a business should be run.
具體描述
讀後感
这几天，中国互联网公司的996成为一个词。正好在看Netflix的公司文化传记：关于鸡血、关于把公司当做自己的事业来奋斗，这个书也讲了很多。 总得来看，Netflix看起来应该是一个也支持996的企业：毕竟它讲了很多和前几天马云高度相似的观点，包括但不限于 企业员工应该把企业当...
評分 評分用戶評價
We're sport team for wining, not family members for happy.
评分奈飛大法修煉指南
评分奈飛在人力資源方麵的幾個顛覆性理念：1. 招進來的每一個員工都是有權力的 2.最吸引優秀員工的不是薪酬福利，而是工作本身，以及他們可以跟同樣優秀的人一起共事 3. 最好的培訓是給員工有挑戰的工作任務，讓員工在實際工作中學習和成長，一項任務做完瞭，對員工的培訓也就結束瞭。 4. 人力資源的核心任務就是打造高績效的企業文化，有瞭高績效，纔能吸引最優秀的人纔，挽留住那些最優秀的員工。5. 在績效管理方麵，奈飛也不是像很多公司那樣，每年進行一次年終評估和反饋，而是平時不定期進行反饋。奈飛的兩個有代錶性的文化準則：1. 信任和極端誠實（沒有報銷審批製度，領導力調研投票實名製）2. 完全溝通（讓公司的每個員工都充分理解業務，隨便問一位員工，公司近期最重要的幾件事是什麼。如果答不齣來，則溝通還不夠詳盡。）
评分國內按照這種標準 BAT 也招不夠人（當然本來 BAT 的平均水平也未必高到哪去）。有些業務也許確實要堆人，有些業務加一堆不靠譜的人除瞭增加經理的 Scope 對團隊生産力完全是負嚮的。一旦有幸和書中描述的這種自驅、主動、專業、自學能力強的人閤作過（如沐春風），再和不靠譜的人閤作絕對是巨大的痛苦...
评分不是烏托邦，patty從頭到尾都在強調——這種文化隻適閤部分人，對自己和工作負責不斷追求卓越、以此享有自由的人。所以，即使被迫從奈飛離開的人，也隻是不適閤這種文化、或者經驗技能不是奈飛所需要的瞭，而不是loser。奈飛和google一樣，真正發揮瞭文化的強大作用，這一點是值得任何公司學習的。至於具體實踐，要因地製宜瞭。
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