为什么 Netflix 的企业文化会备受整个硅谷的推崇?

1. Netflix Culture: Netflix 文化: Freedom & Responsibility 自由与责任 1
2. We Seek Excellence 我们寻求卓越 Our culture focuses on helping us ac hieve excellence 我们的文化聚焦于帮助自己达成卓越 2
3. Seven Aspects of our Culture 文化的 7 个方面 • Values are what we Value (价值观来自于我们推崇和珍 视的价值) • • • • High Performance (追求高绩效) Freedom & Responsibility (自由和责任) Context, not Control (情景管理而非控制) Highly Aligned, Loosely Coupled (认同一致,松散耦 合) • Pay Top of Market (支付市场最高工资) • Promotions & Development (晋升和成长) 3
4. Many companies have nice sound ing value statements displayed in the lobby, such as: 众多公司在大堂展示动听的价值观,诸如 : Integrity 正直 Communication 沟通 Respect 尊重 Excellence 卓越 4
5. Enron, whose leaders went to jail, and which went bankrupt from fraud, had these values displayed in their lobby: 安然公司,高层入狱,公司因欺诈而破产,在它的大堂里 展示着这些企业价值观: Integrity 正直 Communication 沟通 Respect 尊重 Excellence 卓越 (These values were not, however, what was really valued at Enro 5 这些字眼显然并非是安然公司真正的价值观 )
6. The actual company values, as opposed to the nice-sounding values, are shown by who gets rewarded, promoted, or let g o 公司真正的价值观和动听的价值观完全相 反,是具体通过哪些人被奖励、被提升和 被解雇来体现。 6
7. Actual company values are the behaviors and skills that are valued in fellow employees 真正的价值观是被员工所重视的行为和技能 。 7
8. At Netflix, we particularly val ue the following nine behavio rs and skills in our colleagues… 在 Netflix ,我们特别珍视以下 9 项同事 们拥有的行为和技能… …meaning we hire and promote people who demonstrate these nine 也意味着我们雇佣和升迁能够体现这 9 项特质的员工 8
9. You make wise decisions (people, technical, business, and creative) despite ambiguity 你在对人,对技术、对商务和对创新上能够做出明 智的决定,摒弃模棱两可 Judgment 判断力 You identify root causes, and get beyond treating symptoms 你明辨事物根由,不为表象所惑 You think strategically, and can articulate what you are, and are not, trying to do 你能战略性思考,有自知之明,并努力做到 You smartly separate what must be done well now, and what can be improved later 你能很聪明地分清楚哪些事现在必须完成,哪些事 9 可以稍后跟进
10. You listen well, instead of reacting fast, so you can better understand 你善于聆听,而非快速反驳。如此你能够 更好地理解 Communication 沟通力 You are concise and articulate in speech and writing 你在说和写的时候简洁清晰 You treat people with respect independent of their status or disagreement with you 你待人接物心存敬意,不在意对方的身份, 也不在意对方持有异议 You maintain calm poise in stressful situations 在重压之下,你也能镇定自若 10
11. You accomplish amazing amounts of important work 你能完成众多重要工作 Impact 影响力 You demonstrate consistently strong performance so colleagues can rely upon you 你的同事能仰仗你持续输出的强大工作能力 You focus on great results rather than on process 你注重结果而非过程 You exhibit bias-to-action, and avoid analysis-paralysis 你偏好先发制人而非谋定后动 11
12. You learn rapidly and eagerly 快速学习且渴望学习 Curiosity 好奇心 You seek to understand our strategy, market, customers, and suppliers 努力理解公司的战略、市场、用户和供应商 You are broadly knowledgeable about business, technology and entertainment 拥有对商业、技术和娱乐的广泛认知 You contribute effectively outside of your specialty 在你专长之外也能有效提供贡献 12
13. You re-conceptualize issues to discover practical solutions to hard problems 你能重构概念以找出难题的特别解决之道 Innovation 创新 You challenge prevailing assumptions when warranted, and suggest better approaches 你能挑战成见,给出更好的方法 You create new ideas that prove useful 你能想出的新点子且被证实有效 You keep us nimble by minimizing complexity and finding time to simplify 你能通过降低复杂度,找到简化时间的方法以 保持公司的敏捷 13
14. You say what you think even if it is controversial 你想说什么就说什么,哪怕有所争议 Courage 勇气 You make tough decisions without agonizing 你能毫无痛苦地作出艰难决定 You take smart risks 你能明智地冒险 You question actions inconsistent with our values 你能质疑和我们价值观不一的行为 14
15. You inspire others with your thirst for excellence 以你对卓越的渴望激励他人 Passion 热情 You care intensely about Netflix‘s success 你对公司的成功深系于心 You celebrate wins 你热爱胜利 You are tenacious 你坚忍不拔 15
16. You are known for candor and directness 众人认为你坦白直率 Honesty 诚实 You are non-political when you disagree with others 你不同意他人意见时并非出于公司政治的 考量 You only say things about fellow employees you will say to their face 你不背后议论他人 You are quick to admit mistakes 你能很快承认错误 16
17. You seek what is best for Netflix, rather than best for yourself or your group Selflessness 无私 你寻求的是什么对 Netflix 最好,而不是 什么对 你自己和你的小 对对对对对对对对对对 最好 对 You are ego-less when searching for the best ideas 当大家一起找寻最佳方案时,你没有那 么多自我要维护 You make time to help colleagues 你愿意花时间帮助同事 You share information openly and proactively 你能主动开放地分享资讯 17
18. Seven Aspects of our Culture 文化的 7 个方面 • Values are what we Value (价值观来自于我们推崇和珍 视的价值) • • • • High Performance (追求高绩效) Freedom & Responsibility (自由和责任) Context, not Control (情景管理而非控制) Highly Aligned, Loosely Coupled (认同一致,松散耦 合) • Pay Top of Market (支付市场最高工资) • Promotions & Development (晋升和成长) 18
19. Imagine if every person at Ne tflix is someone you respect and learn from… 设想一下,如果公司里的任何一个员工, 你都发自内心地尊重,而且能够从他们身 上学到东西… 19
20. Great Workplace is Stunning Colleagues 最好的工作环境是拥有 一群超级棒的同 事 Great workplace is not espresso, lush benefits, sushi lunches, grand parties, or nice offices 最好的工作对对 境不在于上等咖啡、丰厚福利、日本料理、盛大派 对对对 对对 对 对 对 对对 对对 对对对 对对 对对对 对 对和漂亮办公室 We do some of these things, but only if they a re efficient at attracting and retaining stunning colleagues 我们也会做上述的事情,但那只是因为这样才能吸引和留住那些 超级棒的同事。 20
21. Like every company, we try to hire well 和许多公司一样,我们努力将招聘做好 21
22. Unlike many companies, we practice: 和许多公司不一样,我们实行: adequate performance get s a generous severance pa ckage 仅仅做到称职的员工,也要拿钱走人 22
23. We’re a team, not a family 我们是个团队,不是个家庭 We’re like a pro sports team, not a kid’s recreational team 我们就像个专业运动队,而不是小孩子过家家 Netflix leaders hire, develop and cut smartly, so we have stars in every positio n 因为 Netflix 的领导能够明智地聘用、培养和裁 员,所以我们在每个岗位上都是明星员工 23
24. The Keeper Test Manager s Use: 管理者的员工去留测试: Which of my people, if they told me they were leaving, for a similar job at a peer company, would I fight hard to keep at Netflix? 我手下的员工里,如果有人要辞职去同业公司做 类似工作,有哪些人是我会拼命挽留的? 24
25. The other people should get a generous severance now, so we can open a slot to try to find a star for that role 如果不是,那么这样的员工我们只能让他们拿钱走人,这样我们 才能空出位子,为团队找到明星员工。 The Keeper Test Managers Use: 管理者的员工去留测试: Which of my people, if they told me they were leaving, for a similar job at a peer company, would I fight hard to keep at Netflix? 我手下的员工里,如果有人要辞职去同业公司做 类似工作,有哪些人是我会拼命挽留的? 25
26. Honesty Always 永远保持诚实 As a leader, no one in your gr oup should be materially surp rised of your views 作为领导者,你团队中的任何一名成员 都不应该对你的评估感到特别惊奇 26
27. Honesty Always 永远保持诚实 Candor is not just a leader’s respon sibility, and you should periodically ask your manager: “If I told you I w ere leaving, how hard would you w ork to change my mind?” 坦诚不单是领导者的责任,作为员工,你也应该定 期地询问你领导:如果我告诉你我要辞职,那你会 多大程度上努力挽留我? 27
28. All of Us are Responsible for Ensuring We Live our Values 我们所有人都有责任确保价值观的延续 “You question actions inconsistent with our valu es” is part of the Courage value 质疑和我们价值观不一致的行为”是勇气那一章的一部分。 Akin to the honor code pledge: “I will not lie, nor cheat, nor steal, nor tolerate those who do” 和我们的荣誉准则一致:“我不撒谎,不欺诈,不偷窃,也绝不 容忍这么做的人。 28
29. Pro Sports Team Metaphor is Good, but Imperfect 专业运动队的比喻很好,但有瑕疵。 Athletic teams have a fixed nu mber of positions, so team m embers are always competing with each other for one of the precious slots 运动队有固定的位置数量,所以成员们 会为了宝贵的位置而相互竞争。 29
30. Corporate Team 合作团队 The more talent we have, the more we can accomplish, so our people assist each other all the time 我们的团队能力越大,我们所取得的成就也就越大,所以 我们的人始终彼此帮助。 Internal “cutthroat” or “sink or swim” behavior is rare and not tolerated 内部人员之间的倾轧行为非常少见,而且不被容忍。 30
31. We Help Each Other To Be Great 我们彼此帮助,共同成就。 31
32. Isn’t Loyalty Good? 忠诚有益? What about Hard Workers? 如何对待勤奋员工? What about Brilliant Jerks? 如何对待不羁天才? 32
33. Loyalty is Good 忠诚有益 • Loyalty is good as a stabilizer • 忠诚就像稳定器一样有益。 • People who have been stars for us, and hit a bad patch, get a near term pass because we think they are likely to become sta rs for us again • 那些想成为明星员工的人表现低迷,会得到原谅,因为我们认为他们很有可能会再次 成为我们的明星员工。 • We want the same: if Netflix hits a temporary bad patch, we w ant people to stick with us • 我们也想得到同样的回馈:如果 Netflix 遭遇短期低迷,我们希望员工会和我们紧密团 结在一起。 • But unlimited loyalty to a shrinking firm, or to an ineffective e mployee, is not what we are about • 但是,对于一个走下坡路的公司,或者对一个无效率的员工,无限度的忠诚并非我们 所希望的。 33
34. Hard Work – Not Relevant 勤奋工作 --- 并非切题 • We don’t measure people by how many hours they work or ho w much they are in the office • 我们不会用花了多少小时工作,或者有多少人呆在办公室里作为衡量员工和团队的标 准。 • We do care about accomplishing great work • 我们只在意是否完成了伟大的工作成就。 • Sustained B-level performance, despite “A for effort”, generat es a generous severance package, with respect • 持续做出 B 级的工作输出,不想着做到 A 级的效能,只能请他拿钱走人,客客气气的 。 • Sustained A-level performance, despite minimal effort, is rewa rded with more responsibility and great pay • 保持 A 级的工作输出,追求最大效用,将会被委以重任,酬以重金。 34
35. Brilliant Jerks 不羁天才 • Some companies tolerate them • 有些公司容忍他们。 • For us, cost to effective teamwork is t oo high • 对于我们而言,这种人会使得保持团队效率的代价太大。 • Diverse styles are fine – as long as per son embodies the 9 values • 保持多样性的风格很好,但这个人得体现出前述 9 种价值 观。 35
36. Why are we so insistent on high performance? 为什么我们对高效能如此坚持? In procedural work, the best are 2x 对于程序型的工作,顶级员工的输出量是一般员工的 2 倍。 better than the average. In creative/inventive work, the best are 10x better than the average, 对于创新型 / 创意型的工作,顶级员工的输出量是一般员工的 10 倍! so huge premium on creating effective tea ms of the best 以对对对对 工对对 成的高效 对 对 对 对对对 就有那么大提升! 对对对对对对对 36
37. Why are we so insistent on high performance? 为什么我们对高效能如此坚持? Great Workplace is Stunning Colleagues 最好的工作环境是拥有一群超级棒的同事。 37
38. Our High Performance Culture Not Right for Everyone 我们的高效能文化并非对所有人都合适。 • Many people love our culture, and stay a lo ng time • 许多人喜欢我们的企业文化,并且呆了很长时间 – They thrive on excellence and candor and cha nge – 他对对 因对对 公司的卓越、坦率和 对 对 对 对 对 对 对 对 对对 化而成 对 对 对对 。 – They would be disappointed if given a severan ce package, but lots of mutual warmth and res pect – 他们会因为被辞退而感觉到失望,但是带走彼此之间的热情和 尊重。 38
39. Our High Performance Culture Not Right for Everyone 我们的高效能文化并非对所有人都合适。 • Some people, however, value job security a nd stability over performance, and don’t like our culture • 部分人看重工作的安稳甚于高效输出,而且并不喜欢我们 的企业文化。 – They feel fearful at Netflix – 他们在 Netflix 会心怀忧惧。 – They are sometimes bitter if let go, and feel that we are political place to work – 如果让他们走人,有时他们会感到苦涩,觉得我们在搞办公室政 治。 39
40. Our High Performance Culture Not Right for Everyone 我们的高效能文化并非对所有人都合适。 • We’re getting better at attracting onl y the former, and helping the latter r ealize we are not right for them • 在吸引前一类人这方面,我们正在越做越好。同 时,我们帮助后者认识到这里并不适合他们。 40
41. Seven Aspects of our Culture 文化的 7 个方面 • Values are what we Value (价值观来自于我们推崇和珍 视的价值) • • • • High Performance (追求高绩效) Freedom & Responsibility (自由和责任) Context, not Control (情景管理而非控制) Highly Aligned, Loosely Coupled (认同一致,松散耦 合) • Pay Top of Market (支付市场最高工资) • Promotions & Development (晋升和成长) 41
42. The Rare Responsible Perso n •Self motivating (自励) •Self aware (自知) •Self disciplined (自律) •Self improving (自我提升) •Acts like a leader (如同领导者一般行事) •Doesn’t wait to be told what to do •(不会等着被叫去做事) •Picks up the trash lying on the floor •(主动捡起地上的垃圾) 42
43. Responsible People Thrive on Freedom, and are Worthy of Freedo m 有对 对 任感的人因 对对对对对对 自由而成长,也配 对对 得上对 份 自由。 43
44. Our model is to increase employee freedom as we grow, rather than limit it, 公司成长的同时增进员工的自由,而非限制; to continue to attract and nourish inn ovative people, so we have better chance of sustained success 持续吸引和培育有创新精神的员工,使得公司更 有可能维继成功。 44
45. Most Companies Curtail Freedom as they get Bigge r 大多数公司伴随成长而来的是缩减员工自由 Bigger 企业越来越大 Employee Freedom 职业自由度越来越低 45
46. Why Do Most Companies Curtail Freedom and Become Bureaucratic as they Grow? 为什么大多数公司成长伴随着员工 自由的缩减和公司的日益官僚化? 46
47. Desire for Bigger Positive Impact Creates Growth 对于做大的渴望压缩了创造的增长 Growth 47
48. Growth Increases Complexity 成长增加了公司的复杂度 Complexity 48
49. Growth Also Often Shrinks Talent D ensity 成长经常稀释了人才密度 Complexity % High Performance Employee 49
50. Chaos Emerges (混乱出现) Chaos and errors spike here – business has become too complex to run informally with this talent level (混乱和错误钉牢这里,在这个人才水平上,业务已经 Complexity 变得太过复杂而不可能以非范式的形态运行。) (复杂度) % High Performance Employee (高效能职员百分比) 50
51. Process Emerges to Stop the C haos 流程开始出现以停止混乱 Procedures (流程) No one loves process, but feels good compared to the pain of chaos 没有人喜欢流程,但是和混乱带来的痛苦相比,前者让人 感觉好一点。 “Time to grow up” becomes the professional management’s mantra “ 成长的时候到了”已经成为职业经理人的密咒。 51
52. Process-focus Drives More Tale nt Out 强调流程作业驱离更多人才 % High Performance Employees 高绩效职业人员百分比降低 52
53. Process Brings Seductively Strong Near-Term Outcome 流程作业引出强有力的短期行为结果 • A highly-successful process-driven company 一个高度成功的流程驱动型公司 – With leading share in its market 在所处的市场上占据领先份额 – Minimal thinking required 对思考的需求最少 – Few mistakes made – very efficient 很少犯错 --- 听起来不错 – Few curious innovator-mavericks remain 很少有好奇的创新者 --- 难有突破 – Very optimized processes for its existing market 对既存市场拥有高度优化的流程 – Efficiency has trumped flexibility 效率战胜了灵活性 53
54. Then the Market Shifts… 接着市场变了… • Market shifts due to new technology or competitors or business models 由于新技术或者新对手或者新商业模式的出现,市场变了。 • Company is unable to adapt quickly 前述公司不能快速适应 – because the employees are extremely good at followi ng the existing processes, and process adherence is t he value system 因为员工们已经极端适应既有的流程作业,对流程的依靠是系统价值的核心。 • Company generally grinds painfully into irrelevance 这样的公司将会痛苦地被碾成昨日黄花。 54
55. Seems Like Three Bad Options 貌似更糟的第三种选择 1. Stay creative by staying small, but therefore ha ve less impact 通过保持公司小型化而保存创新能力,但是因此失去市场影响力。 2. Avoid rules as you grow, and suffer chaos 成长的同时不设立规则,然后为混乱所苦。 3. Use process as you grow to drive efficient execu tion of current model, but cripple creativity, flexibil ity, and ability to thrive when your market eventua lly changes 当公司成长时,使用流程驱动现有模式的有效执行。当市场最终改变 时,只能用跛脚的创新能力、灵活性和业务能力实现成长。 55
56. A Fourth Option 第 4 种选择 • Avoid Chaos as you grow with Ever More Hi gh Performance People – not with Rules 通过和更多高效能员工共同成长,而非制定规则以避免混 乱 – Then you can continue to mostly run informally with self-discipline, and avoid chaos 于是你可以最大程度上凭借自律而使得灵活运作的业务得以进行 ,同时避免混乱 – The run informally part is what enables and att racts creativity 灵活运作的那一部分能够激发和吸引创造力 56
57. The Key: Increase Talent Density f aster than Complexity Grows 关键点:以超过复杂度提升的速度提升人才密度 mp E e c n a m r fo r e 度 P h 密 g i 的 H 才 % 效人 高绩 s e e lo y i ty x e l p om C s s e Busin 杂度 复 业 商 57
58. Increase Talent Density 提升人才密度 l p m eE s e e oy nc a m r o f er • Top of market compensation P i gh H 支付市场最高薪酬 % • Attract high-value people through free dom to make big impact 用自由吸引高价值人才产生巨大影响 • Be demanding about high performanc e culture 强化高效能的企业文化 58
59. Minimize Complexity Growth 将复杂度增长降至最小 • Few big products vs many small ones 用少数大产品取代数量众多的小产品 • Eliminate distracting complexity (barnacles) 消除让人分散精力的复杂度(藤壶) • Be wary of efficiency optimizations that increase complexity and rigidity 警惕效率优化所带来的复杂度和僵化度增长 i ty x e l p om C s s e Busin 杂度 复 业 商 Note: sometimes long-term simplicity is achieved only through bursts of complexity to rework current systems 注:有时长期简单化只有通过现有系统爆发 式的复杂性再造才能完成。 59
60. With the Right People, 和对的人一起工作, Instead of a Culture of Process Adherence, 而非流程控制他们, We have a Culture of Creativity and Self-Discipline, Freedom and Responsibility 我们因而建立起富于创新精神和自律精神,自由 和负责的企业文化 60
61. Is Freedom Absolute? 自由是绝对需要的吗? Are all rules & processes bad? 是否所有的规则和流程都不好? 61
62. Freedom is not absolute 自由不是绝对的 Like “free speech”there are some l imited exceptions to “freedom at work” 正如 “言论自由 ”一样, “工作中的自由 ”也有几项有 限的例外 62
63. Two Types of Necessary Rules 两类必要的规则 1. Prevent irrevocable disaster 为了阻止不可挽回灾难 – Financials produced are wrong 财务程序错误 – Hackers steal our customers’ credit card info 黑客窃取了我们顾客的信用卡号 2. Moral, ethical, legal issues 为了避免道德、伦理和法律问题 – Dishonesty, harassment are intolerable 不诚实,性骚扰都是不能容忍的 63
64. Mostly, though, Rapid Recovery is the Ri ght Model (大多数情况下,快速修正都是正确的模式) • Just fix problems quickly 尽快修复问题 – High performers make very few errors 高效能员工很少犯错 • We’re in a creative-inventive market, not a safety-critical mar ket like medicine or nuclear power 我们处在一个创新的市场,而不是一个类似医药或者核能这样以安全性为第一的市 场 • You may have heard preventing error is cheaper than fixing it 你也许听说过预防错误比修复代价更低 – Yes, in manufacturing or medicine, but… 是的,在制造业或者制药业的确如此,但 – Not so in creative environments 在创新型行业里并非如此。 64
65. “Good” versus “Bad” Process 好流程 VS. 坏流程 • “Good” process helps talented people get more d one 好流程帮助人才搞定更多事情 – Letting others know when you are updating code 当你在升级代码时让其他人知道 – Spend within budget each quarter so don’t have to coordinate every spending decision across departm ents 在每个季度都按照预算花钱,这样就不用频繁通过部门会议调整每一笔 支出 – Regularly scheduled strategy and context meetings 定期制定战略和搞清会议背景 65
66. “Good” versus “Bad” Process 好流程 VS. 坏流程 • “Bad” process tries to prevent recoverable mistakes 坏流程试图阻止可以恢复的错误 – Get pre-approvals for $5k spending 得到预先批准的 5000 美金支出额度 – 3 people to sign off on banner ad creative 要 3 个人签字才能终止的横幅广告创意 – Permission needed to hang a poster on a wall 在墙上贴个海报需要的许可 – Multi-level approval process for projects 项目所需的多层级许可流程 – Get 10 people to interview each candidate 找 10 个人去面试每一个应聘者 66
67. Rule Creep 规则潜行 • “Bad” processes tend to creep in 坏流程倾向于潜入 – Preventing errors just sounds so good 能够预防错误只是听起来不错 • We try to get rid of rules when we ca n, to reinforce the point 我们尽可能去除繁文缛节,以强化工作重点。 67
68. Example: Netflix Vacation Policy and Tracking 案例: Netflix 休假规定和考勤管理 Until 2004 we had the standar d model of N days per year 截至 2004 年,我们有一个每年 N 天假 期的对 准休假模式 对对对对对 68
69. Meanwhile… 与此同时 We’re all working online some nights and weekends, responding to emails at odd ho urs, spending some afternoons on persona l time, and taking good vacations 一些晚上和周末,我们都在工作,在非上班的时间回邮 件,在私人对 对 对 的下午工作,然后休假 对对对对对对对对对 69
70. An employee pointed out… 一个员工指出 We don’t track hours worked per day or p er week, so why are we tracking days of v acation per year? 我们并不追踪每天或者每周的工作时间,为什么我们 要追踪每年休假了几天呢? 70
71. We realized… 我们意识到了 We should focus on what people get done, not on how many days worked 我们应该关注人们做了什么,而不是做了多少天。 Just as we don’t have an 9am-5pm workda y policy, we don’t need a vacation policy 既然我们没有朝九晚五的工作时间规定,我们也就不需 要假期规定。 71
72. Netflix Vacation Policy and Tracking Netflix 休假规定和考勤管理是: “there is no policy or tracki ng” “ 没有休假制度的规定” 72
73. Netflix Vacation Policy and Tracking Netflix 休假规定和考勤管理是: “there is no policy or trackin g” “ 没有休假制度的规定” There is also no clothing policy at Netflix, but no one comes to work naked 在 Netflix 我们也没有着装规定,但也没有人光着身子来上班。 Lesson: you don’t need policies for everythi ng 教训:你不需要为每样事情都制定规则 73
74. No Vacation Policy Doesn’t Mean No Vacation 没有休假规定不等于没有假期 Netflix leaders set good examples by takin g big vacations – and coming back inspire d to find big ideas 通过讨论休假, Netfilx 的领导层设立了很好的榜样,然后回来激 发出大的创想 74
75. Another Example of Freedom and Responsibility… 自由与责任的其他一些例子 75
76. Most companies have complex polici es around what you can expense, ho w you travel, what gifts you can acc ept, etc. 围绕员工如何花销,如何出差,可以接受何种馈赠等等 ,大多数公司都会制定复杂的政策。 Plus they have whole departments t o verify compliance with these policies 再加上一整个部门来核实员工是否遵循了这些政策。 76
77. Netflix Policies for Expensing, Entertainment, Gifts & Travel: Netflix 公司关于花销、娱乐、馈赠和出差 的政策是: “Act in Netflix’s Best Inter est” 最合乎公司利益 (5 words long) (一共 7 个字) 77
78. “Act in Netflix’s Best Interest” Generally Me ans… (“最合乎公司利益”一般指) 1. Expense only what you would otherwise not spend, and is worthwhile for work (花你应该花的钱,否则就别花,而且这钱应该 是为了工作。) 2. Travel as you would if it were your own money (出差时就像 是在花你自己的钱。) 3. Disclose non-trivial vendor gifts (披露重要供应商提供的礼物。 ) 4. Take from Netflix only when it is inefficient to not take, and inconsequential ( 只当不拿会降低效率和不合逻辑的时候,才从公司 拿东西。 ) - “taking” means, for example, printing personal documents at wor k or making personal calls on work phone: inconsequential and ine fficient to avoid(“ 拿”的意思,举例说:用公司的设备打印私人的文件,或者用工 作座机打私人电话。 ) 78
79. Freedom and Responsibility 自由与责任 • Many people say one can’t do it at sc ale 许多人说一家公司不能等比提升这两点 • But since going public in 2002, which is traditionally the end of freedom, w e’ve substantially increased talent d ensity and employee freedom 从 2002 年我们上市以来,按照传统上市意味着自由的终结 ,但我们同时充分地提升了人才密度和员工自由。 79
80. Summary of Freedom & Responsibility: 自由与责任小结 As We Grow, Minimize Rules 我们成长的同时,把制度降至最少。 Inhibit Chaos with Ever More High Performanc e People 雇用更多高绩效人才来抑制混乱的产生。 Flexibility is More Important than Efficiency in the Long Term 长期来看,灵活性远比效率重要 80
81. Seven Aspects of our Culture 文化的 7 个方面 • Values are what we Value (价值观来自于我们推崇和珍 视的价值) • • • • High Performance (追求高绩效) Freedom & Responsibility (自由和责任) Context, not Control (情景管理而非控制) Highly Aligned, Loosely Coupled (认同一致,松散耦 合) • Pay Top of Market (支付市场最高工资) • Promotions & Development (晋升和成长) 81
82. If you want to build a ship, don't drum up the people to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea. “ 如果你想造一艘船,先不要雇人去收集木头 ,也不要给他们分配任何任务,而是去激发他 们对浩瀚汪洋的渴望。” -Antoine De Saint-Exupery, Author of The Little Prince 《小王子》作者 82
83. The best managers figure out ho w to get great outcomes by setti ng the appropriate context, rath er than by trying to control their people 最佳的管理通过设定合适的情景而非试 图控制员工以达到最大成果。 83
84. Context, not Control 情境管理而非掌控管理 Provide the insight and understanding to enable sound decisions( 提供洞察力和理解力去促成合理的决定 。) Context (embrace) 情境管理(要坚持) • • • • • • • Strategy( 战略 ) Metrics( 度量体系 ) Assumptions( 假定 ) Objectives( 目标 ) Clearly-defined roles ( 明确界定的对对 ) Knowledge of the stakes( 对于对对对的知 对 )对 Transparency around decision-making( 决策所 需的透明信息 )
85. Context, not Control 情境管理而非掌控管理 Provide the insight and understanding to enable sound decisions( 提供洞察力和理解力去促成合理的决定 。) Control (avoid) 控制 (要避免) • • • • Top-down decision-making( 自上而下的决策过程 ) Management approval( 管理许可 ) Committees( 委员会 ) Planning and process valued more than results ( 计划和流程的价值高于结果 )
86. Good Context 优秀的情景管理 • Link to company/functional goals• 和公司目标或者功能性目标相关联 • Relative priority (how important/how time sensitive) • 相对 优先权(多么重要 / 时间多么紧迫) – Critical (needs to happen now), or… 决定性的(现在必须) – Nice to have (when you can get to it) 锦上添花的(等你做到了) • Level of precision & refinement 依据精度和纯度的水平 – No errors (credit cards handling, etc…), or… 无错的(信用卡操作) – Pretty good / can correct errors (website), or… 相当好的 / 可纠正错误 (网站) – Rough (experimental) 粗糙的(实验性的) • Key stakeholders 重要的相关利益人 • Key metrics / definition of success 重要的指标 / 界定成功标准 86
87. Managers: 致管理者: When one of your talented people d oes something dumb, don’t blame t hem 当你的人才犯下了愚蠢的错误,不要指责他们。 Instead, ask yourself what context y ou failed to set 相反,你应该问问自己,在情景设定上犯了什 么错? 87
88. Managers: 致管理者: When you are tempted to “cont rol” your people, ask yourself wh at context you could set instead 当你准备“控制”你的员工,请问一下自己 ,可以用什么情境取代? Are you articulate and inspiring eno ugh about goals and strategies? 对于目标和策略,你是否已经做到了足够清晰 和足够鼓舞人心? 88
89. Why Managing Through Cont ext? 为什么要用情景管理? High performance people will do better work if they underst and the context 高绩效仁慈啊如果很好地理解了当下情 景,能够更好地工作。 89
90. Investing in Context 寄望于情境 This is why we do new employee college, frequent department meetings, and why we are so open internally about strategies and results 这就是为什么我们开办新员工学院,定期举办部门会议 ,以及为什么我们在内部对于战略和结果如此开诚布公 。 90
91. Exceptions to “Context, not Contro l” “ 情景管理而非控制”的例外情况 • Control can be important in emergency 控制管理在 紧急情况下非常重要 – No time to take long-term capacity-building view 没 有时间做长期的能力建设 • Control can be important when someone is still le arning their area 控制管理在某人依然处于学习阶段非常重要 – Takes time to pick up the necessary context 花时间去 找出必要的情景 • Control can be important when you have the wron g person in a role 控制管理在你所托非人时非常重要 – Temporarily, no doubt 临时的,毫无疑问 91
92. Seven Aspects of our Culture 文化的 7 个方面 • Values are what we Value (价值观来自于我们推崇和珍 视的价值) • • • • High Performance (追求高绩效) Freedom & Responsibility (自由和责任) Context, not Control (情景管理而非控制) Highly Aligned, Loosely Coupled (认同一致,松散耦 合) • Pay Top of Market (支付市场最高工资) • Promotions & Development (晋升和成长) 92
93. Three Models of Corporate Tea mwork 合作对 对 对 的 3 种模式 1. Tightly Coupled Monolith 紧密耦合的巨无霸型 2. Independent Silos 各自为政的国企型 3. Highly Aligned, Loosely Coupled 认同一致 - 松散耦合型 93
94. Tightly Coupled Monolith (巨无霸 型) • Senior management reviews nearly all tact ics 高阶管理人员对战术事无巨细全部过问 – e.g., CEO reviews all job offers or advertising 例如: CEO 评估所有的招聘文案或者广告 • Lots of x-departmental buy-in meetings 大量的跨部门协调会 • Keeping other internal groups happy has e qual precedence with pleasing customers 让其他内部团队满意和取悦顾客拥有相同权重 94
95. Tightly Coupled Monolith (巨无霸 型) • Mavericks get exhausted trying to innovat e 想要创新的人员感觉筋疲力竭 • Highly coordinated through centralization, but very slow, and slowness increases with size 通过中央集权管理保持各部门协调,但是非常缓慢 ,这种缓慢程度和公司同步增长。 95
96. Independent Silos (国企型) • Each group executes on their objectives with little coordination 每个团执行各自的目标,基本没有协同。 – Everyone does their own thing 每个团队做自己的事。 • Work that requires coordination suffers 要求协同的工作让各方都很受伤。 • Alienation and suspicion between departments 部门之间山头林立,彼此排挤,相互怀疑。 • Only works well when areas are independent 只有 完全独立的业务领域内才能运转顺畅。 – e.g., aircraft engines and blenders for GE 例子: GE 公司的飞机引擎制造部门和搅拌机制造部门 96
97. #3 is the Netflix Choice 第三种是 Netflix 的选择 1. Tightly Coupled Monolith 巨无霸型 2. Independent Silos 国企型 3. Highly Aligned, Loosely Coupled 认同一致又松耦合型 97
98. Highly Aligned, Loosely Coupled 认同一致,松散耦合 • Highly Aligned 认同一致 – Strategy and goals are clear, specific, broadly u nderstood 战略和目标为全员所清晰、详尽和广泛的理解 – Team interactions focused on strategy and goal s, rather than tactics 团队互动着眼于战略和目标,而非战术 – Requires large investment in management tim e to be transparent and articulate and percepti ve 需要大量管理上的时间实现对信息的透明、准确和全员的领悟 98
99. Highly Aligned, Loosely Coupled • Loosely Coupled 松散耦合 – Minimal cross-functional meetings except to get aligned on goal s and strategy 除非是为了目标和战略而合作,否则尽量减少跨职能部门的会议。 – Trust between groups on tactics without previewing/approving e ach one – so groups can move fast 相信团队合作执行战术动作,无需进行预演或者审批,这样团队能快速行动。 – Leaders reaching out proactively for ad-hoc coordination and pe rspective as appropriate 领导者在合适的时间积极出手做临时协调。 – Occasional post-mortems on tactics necessary to increase align ment 偶尔的战术复盘对增进团队间合作是必要的。 99
100. Highly Aligned, Loosely Coupled team work effectiveness depends on high performance people and good context 高度一致又松散耦合的团队效率取决于高绩效人才 和优秀的情境管理 Goal is to be Big and Fast and Flexible 目对 是:更大,更快,更灵活。 对 对 100
101. Seven Aspects of our Culture 文化的 7 个方面 • Values are what we Value (价值观来自于我们推崇和珍 视的价值) • • • • High Performance (追求高绩效) Freedom & Responsibility (自由和责任) Context, not Control (情景管理而非控制) Highly Aligned, Loosely Coupled (认同一致,松散耦 合) • Pay Top of Market (支付市场最高工资) • Promotions & Development (晋升和成长) 101
102. Pay Top of Market is Core to High Performance Culture 支付市场最高薪酬是高绩效文化的核心 One outstanding employee gets more don e and costs less than two adequate emplo yees 一个卓越的员工比两个胜任的员工做得更多,花得更少 We endeavor to have only outstanding employees 我们致力于只雇佣卓越员工 102
103. Three Tests for Top of Market for a Pers on 判断卓越员工的 3 个测试 1. What could person get elsewhere? 这个人可以在别的地方得到吗? 2. What would we pay for replacement? 为了取代他我们要付出多少? 3. What would we pay to keep that person ? 为了留下他我们愿意付出多少? – If they had a bigger offer elsewhere 假若他在别处有更好的雇佣条件。 103
104. Takes Great Judgment 做好判断 • Goal is to keep each employee at top of market fo r that person 目标是保持每一个员工都处在人力市场薪酬水平的顶端 – Pay them more than anyone else likely would 付给他们比其他家公司可能给的更高薪酬。 – Pay them as much as a replacement would cost 按照取代他们所需花费的标准支付他们薪酬。 – Pay them as much as we would pay to keep the m if they had higher offer from elsewhere 如果别的公司开出更好的条件,尽我们全力加薪以挽留他们 104
105. Titles Not Very Helpful 头衔没有多大用处 • Lots of people have the title “Major League Pitcher” but they are not all equally effective 许多人有“大联盟投手”的头衔,但他们彼此不是等同水平。 • Similarly, all people with the title “Senior Marketing Manager” or “Director of Engineering” are not equall y effective 类似,所有冠以“高级市场经理”或者“工程总监”的人也不是等同水平 。 • So the art of compensation is answering the Three T ests for each employee 所以,薪酬的秘诀就在于针对每一个员工回答刚才的三个问题。 105
106. Annual Comp Review 年度薪酬评估 • At many firms, when employees are hired, market c ompensation applies 在许多公司,当员工被聘用的时候,他们的薪酬和人力市场价格是相匹配的。 – But at comp review time, it no longer applies! 但是到了薪酬评估的时候,就不再匹配了! • At Netflix, market comp always applies: 在 Netflix ,它们总是相匹配的: – Essentially, top of market comp is re-established each year for high performing employees 确立 本质上来说,对于高绩效人才,市场顶级人员薪酬水平每年都会重新 – At annual comp review, manager has to answer the Three T ests for the personal market for each of their employees 在 年度薪酬评估的时候,管理人员针对自己的每一个员工回答前面的那三个 问题。 106
107. No Fixed Budgets 没有固定的人力预算 • There are no centrally administered “raise pools” each year 每年没有公司高层决定的“加薪池” • Instead, each manager aligns their p eople to top of market each year – th e market will be different in different areas 相反的,每个管理者每年把自己下属的薪酬和市场 最高价格调整到一致。 107
108. Compensation Over Time 应时薪酬 • Some people will move up in comp very quickly be cause their value in the marketplace is moving up quickly, driven by increasing skills and/or great de mand for their area 有些人薪酬增长非常迅猛是因为他们的身价在人力市场上的增长非 常快,这往往是因为技能的增长或者特定领域的人力需求旺盛。 • Some people will stay flat because their value in th e marketplace has done that 有些人的薪酬维持少变是因为他们在人力市场上的身价就放在那儿。 – Depends in part on inflation and economy 部分原因在于通胀和经济因素 – Always top of market, though, for that person 尽管如此,对于这个人来说,其薪酬水平也依然在市场最高价格。 108
109. Compensation Not Dependent on Netflix Success 薪酬并不取决于 Netflix 的成功 • Whether Netflix is prospering or floundering, we pay at the top of the market 无论 Netflix 的盛衰,我们都支付市场最高薪酬。 – i.e., sports teams with losing records still pay tale nt the market rate 例如:体育队伍哪怕失掉比赛也得按照市场水平支付薪酬。 – Employees can choose how much they wa nt to link their economic destiny to Netflix by deciding how many Netflix stock option s they want to hold 员工可以通过决定持有多少 Netflix 期权的方式,决定自己愿 意多大程度上把自己的经济前景和 Netflix 绑定在一起。 109
110. Bad Comp Practices 糟糕的薪酬实践 • Manager sets pay at Nth percentile of title-linked co mpensation data 管理者根据头衔,按照百分比排列设定薪酬。 – The “Major League Pitcher” problem 会导致“大联盟投手”问题。 • Manager cares about internal parity instead of exter nal market value 管理者关心内部薪酬一致而无视外部人力市场价值 – Fairness in comp is being true to the market 在人力市场上,薪酬水平的公平性是真实不虚的。 • Manager gives everyone a 4% raise 管理者给每个员工 4% 的增幅。 • Very unlikely to reflect the market 根本无法反映市场的情况。 110
111. When Top of Market Comp Done Righ t... 当市场最高薪酬设置得当 • We will rarely counter with higher comp whe n someone is voluntarily leaving because we have already moved comp to our max for tha t person 我们很少遇见有员工因为更高薪酬而选择主动离职,因为我 们已经尽全力给到他最高工资。 • Employees will feel they are getting paid wel l relative to their other options in the market 和市场上提供的其他选择相比,我们的员工会觉得他们的薪 酬不错。 111
112. Versus Traditional Model • 和传统模式对比 Traditional model is good prior year earns a raise, indepe ndent of market 传统模式是上年度业绩好则加薪,完全和市场价格脱离 – Problem is employees can get materially under- or over-paid rel ative to the market, over time 问题是员工会实质上得到低于或者高于市场价格的薪酬 – When materially under-paid, employees switch firms to take ad vantage of market-based pay on hiring 当实质性低于市场价格,那么员 工会换公司以获取基于市场价格的薪酬 – When materially over-paid, employees are trapped in current fir m 当现有工资高于市场价格,员工就会留在现公司 • Consistent market-based pay is better model 持续地基于市场价格制定薪酬是最好模式 112
113. Employee Success 员工的成功 • It’s pretty ingrained in our society that the size of one’s raise is the indicator of how well one did the prior year 在我们的社会里,一个员工的加薪幅度是上一年度业 绩好坏的指示器,这已经是根深蒂固的观念 – but for us the other factor is the outside market 但是对于我们来说,另一个因素是外部的人力资源市场 • Employee success is still a big factor in co mp because it influences market value 员工 的成功依然是薪酬的重要因素,因为它影响了市场价值 – In particular, how much we would pay to keep t he person 特别是,我们愿意为留下一个人花多少钱? 113
114. Good For Each Employee to Understand Their Market Val ue 每个员工知道自己的市场价格是好事 • It’s a healthy idea, not a traitorous one, t o understand what other firms would pay you, by interviewing and talking to peers at other companies 通过在其它公司的同业了解别人 会花多少钱来雇佣自己,这是一个健康而非背叛的想法 – Talk with your manager about what you find i n terms of comp 和你的上级谈谈你在薪酬市值的发现 – Stay mindful of company confidential informa tion 对公司的机密情报保持警觉 114
115. Efficiency 效用 • Big salary is the most efficient form of comp 高薪是最有效的薪酬形式 – Most motivating for any given expense level 在任何给定的费用中,高薪 最具激励性 – No bonuses, no free stock options, no philanthropic match 没有奖金 ,没有免费的期权,没有慈善比赛 – Instead, put all that expense into big salaries, and give peo ple freedom to spend their salaries as they think best 相反的,把所 有费用尽可能的打入高薪酬包,给予员工按照自己的意图花费薪水的自由 • Health benefits: employees get $10k per year – If they choose Netflix plans that are less than $10k, they keep th e difference – If they don’t need benefits from us, they keep all $10k – CEO or receptionist: everyone gets $10k for benefits 115
116. Optional Options 期权 • Employees get top of market salary, and then ca n request to trade salary for stock options 员工得到 人力市场上的最高工资,然后他们可以要求把工资兑换成为期权 • Some people take all cash, some people request half their comp in options 有的人选择全拿现金,有的人 要求拿一半工资兑换成期权 – Both are OK 两种都没问题 • This is consistent with freedom and responsibility , and lets employees decide how much risk/rewar d is comfortable for them 这是对自由与责任的坚持,它 让员工决定自己能承受多大程度上的风险 / 回报 116
117. Details on Stock Options 期 权细节 fully vested • The options are and are 10-years-to-exercise options, ind ependent of how long one stays at Netflix 期权分 10 年行使,而且一经发 放即为员工完全持有,随时可以转手,无论这个员工在 Netflix 工作了多长时间 • These fully vested options are granted monthly at the then current st ock price, so employees get price averaging on their exercise price 这 些员工完全持有的期权依照当时的市场股票价格按月发放,因此员工按照行使期 权的平均价格获利 • These options cost employees less than half of what such options wou ld cost in the open market, and are from pre-tax salary, so are a great deal 期权按照不到市场股价一半的价格买给员工,而且是用税前工资购买,因 此是个对员工有利的交易 • Employees can change their option request annually 员工每年都可以要 求改变期权数额 • Options become valuable only if Netflix stock climbs 唯有 Netflix 股价上 扬,期权才具有价值 117
118. No Vesting or Deferred Com p 没有期权工资或者延期工资 • We don’t want managers to “own” their people with ve sting – all comp is fully vested 我们不希望管理者通过扣发工资 的方式控制员工,所有薪酬足额下发 • We want managers to be responsible for creating a gre at place to work, and paying at the top of market 我们要 求管理者负责建立起最好的工作环境,支付市场最高工资 • Employees are free to leave us anytime, without penalt y, but nearly everyone stays 员工可以在任何时候辞职,无需缴 纳罚金,但这么做了之后几乎所有人都留了下来 • Employees stay because they are passionate about the ir work, and well paid, not because of a deferred comp ensation system 员工留下来的原因是他们对工作有热情,薪酬丰厚, 而不是因为有一个延期发放工资的系统 118
119. No Ranking Against Other E mployees 不要用等级刺激员工 • We avoid “top 30%” and “bottom 10%” rankin gs amongst employees 我们避免用“最好的 30%” 或 者“最差的 10%” 这样的等级来刺激员工 • We don’t want employees to feel competitive with each other 我们不希望员工感觉到彼此之间是竞争关 系 • We want all of our employees to be “top 10%” relative to the pool of global candidates 我们希 望员工是所有应聘者中的“最好的 10%” • We want employees to help each other, and th ey do 我们希望员工彼此帮助,而他们也的确做到了 119
120. Seven Aspects of our Culture 文化的 7 个方面 • Values are what we Value (价值观来自于我们推崇和珍视 的价值) • • • • • High Performance (追求高绩效) Freedom & Responsibility (自由和责任) Context, not Control (情景管理而非控制) Highly Aligned, Loosely Coupled (认同一致,松散耦合) Pay Top of Market (支付市场最高工资) • Promotions & Development (晋升和成 长) 120
121. In some time periods, in som e groups, there will be lots of opportunity and growth at Ne tflix 在某些时期,在某些团队内,公司 的确存在大量的机会和发展空间 Some people, through both lu ck and talent, will have extrao rdinary career growth 有些既有 运气又有能力的人,会对 得异乎 对对对对对 常的 对 职业生涯发展 121
122. Baseball Analogy: Minors to Majors 篮球类比:小联盟和大联 • 盟 Very talented people usually get to move up, but only t rue for the very talented 非常有才华的人经常得到晋升,但仅仅是 对那些真有才华的人来说是这样 • Some luck in terms of what positions open up and wha t the competition is 有些运气是依仗有什么位置空缺,或者面对某种 竞争 • Some people move to other teams to get the opportun ity they want 有些人转岗到其他团队获得了他们所需要的机会 • Great teams keep their best talent 伟大的团队保留住他们最好 的人才 • Some minor league players keep playing even though they don’t move up because they love the game 有些小 联盟的球员即便没有得到升迁也继续打球,原因是他们热爱这个游戏 122
123. Netflix Doesn’t Have to Be f or Life 不必在 Netflix 呆一辈 子 • In some times, in some groups, there may not be enough growth opportunity for everyone 在 某些时候,某些团队,也许没有足够多的成长机会给每个人 • In which case we should celebrate some one leaving Netflix for a bigger job that we didn’t have available to offer them 在 这种情况下,我们应该为某些人离开 Netflix 得到更好的工作 而庆祝,因为我们并没有合适机会可以给他 – If that is what the person prefers 如果这是那个 人所希望的话 123
124. Two Necessary Conditions for Promotion 两种升职的必要 条件 1. Job has to be big enough 工作必须足够重要 – We might have an incredible manager of something, but we don’t need a director of it because job isn’t big enough 我们也许在某些事 情上拥有非常棒的经理,但是如果这个工作不足够重要的话,我们不会在其 上安排一个总监 • If the incredible manager left, we would replace with a manager , not with a director 如果这个非常棒的经理离开了,我们会安排一个新的经理,而 不是一个总监 2. Person has to be a superstar in current role 这个人 必须在现有的岗位上是个超级明星 1. Could get the next level job here if applying from outside and we k new their talents well 如果我们从外面雇佣一个同样有才干的人进来,这 个人能胜任高一个层次的工作 2. Could get the next level job at peer firm that knew their talents we ll 如果同业公司知道他的才干,他可以在那里得到更高层次的工作机会 124
125. Timing 时机 • If a manager would promote to prevent an employee from leaving, the manage r should promote now instead of waitin g 如果一个管理者可以通过升职来阻止一个员工的离去,那 么这个管理者应该现在就给这个员工升职而不是等待 • Both tests still have to be passed 以下两 个测试必须得到通过 1. Job big enough 工作足够重要 2. Superstar in current role 在现有岗位上是超级明 星 125
126. Development 发展 • We develop people by giving them the opportunity to develop themselves, by surrounding them with stunning collea gues and giving them big challenges to work on 我们通过给予员工自我发展的机会,提 供周围一群杰出同事的方法帮助他们发展。同事, 也给予他们足够大的挑战去为之奋斗 – Mediocre colleagues or unchallenging wor k is what kills progress of a person’s skills 平凡的同事和无挑战的工作正是杀死员工工作技能的元凶 126
127. Career “Planning” Not for Us 职业 “规划 ”不是我们的菜 • Formalized development is rarely effe ctive, and we don’t try to do it 形式化 的个人职业规划很少奏效,我们也不会尝 试去做 – e.g., Mentor assignment, rotation aroun d a firm, multi-year career paths, etc. 例 如:导师和项目指导,公司内轮岗,年功职级通道等 等 127
128. We Support Self-Improveme nt 我们支持自我提升 • High performance people are generally self-imp roving through experience, observation, introsp ection, reading, and discussion 高绩效人才大多能 通对 对 对 对 、对 对 察、内省、 对对对对对对对 和讨 对对对 自我提升 对对对 – As long as they have stunning colleagues an d big challenges to work on 只要他们还拥有杰出的 一群同事和足够大的工作挑战 – We all try to help each other grow 我们所有人都 努力相互帮助对方成长 – We are very honest with each other 我们所有人 都对彼此诚实 128
129. We want people to manage their own career growth, and not rely on a corporati on for “planning” their careers 我们希望员工管理他们自己的 职业发展,而不是依赖于公司 “规划 ”他们的职业生涯 129
130. Your Economic Security is b ased on your Skills and Rep utation 你的经济保障建立在你的技能 水平和人品名声之上 We try hard to consistently pr ovide opportunity to grow bot h by surrounding you with gre at talent 我们倾尽全力持续提供机会,使得 130
131. Seven Aspects of our Culture 文化的 7 个方面回顾 • Values are what we Value (价值观来自于我们推崇和珍 视的价值) • • • • High Performance (追求高绩效) Freedom & Responsibility (自由和责任) Context, not Control (情景管理而非控制) Highly Aligned, Loosely Coupled (认同一致,松散耦 合) • Pay Top of Market (支付市场最高工资) • Promotions & Development (晋升和成长) 131
132. We keep improving our culture as we grow 随着我们的成长,我们持续提升 我们的企业文化 We try to get better at seeking excellence 我们努力通过寻求卓越而变得更 好 132