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In Netflix's notorious fire practice



The keeper test is reportedly conducted by CEO and co-founder Reed Hastings.


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Netflix's culture is often referred to as one that could easily emulate startups. The now famous document "Netflix Culture: Freedom & Responsibility", which focuses on self-directed decision-making, is open and transparent, holds only the most effective people and does its best to "avoid rules", was created by Netflix. Chief talent officer Patty McCord. In a 201

3 GQ piece about the rise of the company, Facebook's Sheryl Sandberg even said about McCord's work, "It could be the most important document ever to come out of the Valley."

But Recently, the Wall Street Journal reported what life at Netflix really is: History shows that sometimes a corporate culture can even develop with the best of intentions into something that does not quite fit your expectations – especially when employees are constantly worried that they either performance or culturally do not meet and be dismissed.

Netflix has a shooting practice that can be described as blunt when managers and executives constantly wonder if they would fight to keep an employee – and if not, they will be fired.

This "keeper test" is even used by CEO and co-founder Reed Hastings, who fired early Netflix employee and close friend Neil Hunt, the company's chief product officer, who created the company's algorithm. Hastings had told him that with the expansion of the business, especially internationally, another employee, Greg Peters, was better suited to the job.

According to report the Wall Street Journal report, after people are fired, the next step, in line with the MO of transparency, is to explain why, on a wide scale, to e-mails that can be obtained from hundreds of employees in detail, which led to the dismissal. These post-mortems can also be personal.

A former vice president named Sean Carey said The Wall Street Journal that he was asked to be at the meeting following his release to provide continuity for his team. "It was certainly embarrassing for some, but it also agreed with the culture – there are sometimes costs for transparency," said Carey The Wall Street Journal . "In the end, I felt that it was beneficial."

But apparently, this element of culture has had difficulty translating into countries with stricter labor laws as the company expanded overseas.


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