Here’s a great piece at HBR.com by Patty McCord. She’s the founder of Patty McCord Consulting and the former chief talent officer at Netflix. She writes about how Netflix broke a lot of rules when it comes to HR. She writes, critically at times, about how HR often mistakes its role within a business:
Instead of cheerleading, people in my profession should think of themselves as businesspeople. What’s good for the company? How do we communicate that to employees? How can we help every worker understand what we mean by high performance?
Here’s a simple test: If your company has a performance bonus plan, go up to a random employee and ask, “Do you know specifically what you should be doing right now to increase your bonus?” If he or she can’t answer, the HR team isn’t making things as clear as they need to be.
In another example, she challenges a manager about completing a pool game that would make him late for the meeting.
“You should finish the game,” he insisted. I wasn’t surprised; like many tech start-ups, this was a casual place, where employees wore hoodies and brought pets to work, and that kind of casualness often extends to punctuality. “Wait a second,” I said. “You told me that efficiency is your most important cultural value. It’s not efficient to delay a meeting and keep coworkers waiting because of a pool game. Isn’t there a mismatch between the values you’re talking up and the behaviors you’re modeling and encouraging?”
Often, startups have lessons for grownup companies about more casual culture and flexibility. McCord writes about the need to concentrate more on what makes sense and less about culture.
There are a lot of lessons, but the one big one may be that there should be no sacred cows (old or new) when it comes to the bottom line.
Read the full article here: Link