Introduction
Managing talents in an organization can be a difficult task without the adoption of a strategic human resource management policy. A company’s success is attributed to the efforts of its human resource, thus managing the organization's talent is paramount to the attainment of the organizational objective (Bailey, Mankin, Kelliher & Garavan, 2018). Different companies use different talent management tools to ensure optimal productivity and employee motivation. At Netflix, the human resource management treats all employees as adults responsible over making the right decision at work for the best interest of the company and attainment of the set organizational objectives. Employee productivity is measured and communicated freely, and the less productive employees are allowed to leave the company. Treating employees as adults at Netflix offer employees the ability to self-manage themselves making talent management easy and cost-effective.
Background
The entertainment industry has increasingly become competitive in the digital era. Netflix is one of the companies that has remained competitive in digital entertainment over time. This could have been attributed to the success of its talent management system that hires the best and experienced employees and ensures their productivity is optimal. Employees as drivers of the company’s mission need to align their efforts and decision towards the attainment of the organizational objective (Brewster, Chung & Sparrow, 2016). Supervision of employees is of an important concept in employee management but can also lead to system thinking and lack of creativity among employees. To ensure employees deliver to the maximum, Netflix treats its employees as adults who can reason and act to the best of the company’s interest.
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Alternatives
The possible alternatives to treating employees as adults entrusted to make decisions to the best interest of the organization are the creation of separate employee supervision department and a dream team that will be in charge on understanding the market and what clients need in the digital entertainment. The dream team will establish and make decisions that the employee will adopt under supervision by the employee supervision department. The role of the supervisory department will be to ensure employees deliver to the required performance expectation (Bratton & Gold, 2017). However, this alternative is constrained by the fact that employees will work so mechanically and will not allow individual employees input at work despite experience and creativity. The alternative is not cost effective as it requires the creation of departments that are not directly involved in productivity but supervising and making decisions.
Proposed Solution
The use of experienced employees and entrusting them the autonomy of decision making for the best interest of the company is not only motivating but also unlocks employees’ creativity. Netflix management should adopt the hiring and rewarding employees they view as mature adults, speak openly about performance, creating of great teams, the creation of strong company culture and focus on the business and financial deliverables. By adopting these policies, employees will self manage themselves, and only those who meet the companies productivity level will be rewarded while those who cannot self manage themselves will leave the company. Research indicates that experienced employees have great knowledge that if put into practice can result in great productivity (Bailey et al., 2018). By allowing experienced employees self manage themselves, they can deliver unexpected high results to the organization.
Recommendations
To ensure the treating employees as mature adults policy succeeds, there is a need to train and communicate the policy requirements to all employees. The existing and new employees joining Netflix need to sign a work as a mature adult performance contract stipulating the expected productivity deliverables failure to which one leaves the organization. The levels and modes of rewarding performance have to be clear to all employees to encourage high performance.
References
Bailey, C., Mankin, D., Kelliher, C., & Garavan, T. (2018). Strategic human resource management . Oxford: Oxford University Press, p.23-26.
Bratton, J., & Gold, J. (2017). Human resource management: theory and practice . New York: Palgrave books, p.19.
Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing human resource management . London: Routledge press, p.45
