Why HR Must Take Risks, Not Manage Them

The best People and Culture / HR teams understand that people are not a fungible resource that needs to be attached to the real work – they are the real work. They understand that there are huge opportunities today to build competitive advantages in people. And they understand that to do so, the aim is not to minimize volatility and failures, but to maximize the opportunity for outsized gains.

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** on HR, People Operations & Talent Management **
Written by Didier Elizinga, published on Culture Amp blog

Programming Your Culture By Ben Horowitz

Culture does not make a company. The primary thing that any technology startup must do is build a great product. The second thing that any technology startup must do is to take the market. If you fail to do both of those things, your culture won’t matter one bit. On the flip side, designing a proper company culture matters to the extent that it helps you achieve the above goals. As companies grow, culture can help you preserve your key values, make the company a better place to work and help it perform better in the future.

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** on Leadership, People Dynamics & Culture **
Written by Ben Horowitz

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The Woman Who Built Netflix’s Culture Did It With These 5 Things In Mind

Netflix and Patty McCord are famous for what Sheryl Sandberg called “the most important document ever to come out of the Valley”. It’s is a 124-page presentation about company culture that’s been shared almost 16 million times on Slideshare, called the “Netflix Culture: Freedom & Responsibility”.  The document is an essential read for everyone interested in building high-performance organizational cultures. Read the slides as well as this article, which outlines the essence and mindsets that build the DNA for Netflix’s way of running their organization.

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** on Leadership, People Dynamics & Culture **
Written by Vivian Giang, published on LinkedIn Talent Blog

The ROI Of Investing In People And Culture

Investing in your talent isn’t just the right thing to do, it’s the smart thing to do. Life is better when work is more engaging, more rewarding, and more fun, and it just so happens that we can make a case for that philosophy from an ROI perspective too.

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** on HR, People Operations & Talent Management **
Written by Maia Josebachvili, published on Medium

The biggest Lie In HR: People Quit Managers!?

Like most myths, the one that “people don’t leave companies, they leave managers” contains a kernel of truth. But organizations that believe the “leaving managers” myth really focus their attention in the wrong areas when they’re trying to address their retention problems. Here’s what organizations need to know about keeping good people: managers matter, but not nearly as much as leadership and development opportunities.

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>> on HR, People Operations & Talent Management <<
Written by Didier Elzinga, CEO of Culture Amp, published on Medium

The Management Framework that Propelled LinkedIn to a $20 Billion Company

Jeff Weiner led LinkedIn through a blockbuster IPO to a current market capitalization of over $20 billion. After the IPO, he’s come out the other side with several incredible management lessons involving the focus on values, compassion, and leadership around unified goals. While most companies dismiss these concepts easily as somehow stale or separate from the work they need to get done day to day, Weiner has implemented them as cornerstones of his leadership philosophy and management model.

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>> on Management, Collaboration & Org Design <<
Written for and published by First Round Review

How Facebook Tries To Prevent Office Politics

Fear of nasty office politics creeping up in your organization? Read about five clues from Facebook to prevent destructive office politics: 1. Look for empire builders, self-servers, and whiners in the hiring process — and don’t hire them; 2. Take the incentive out of “climbing the ladder;” 3. Be open and transparent, and create opportunities for voices to be heard; 4. Make everyone accountable, so personal bias can’t creep into decision making; 5. Train your leaders to effectively manage politics out of conversations.

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>> on Leadership, People Dynamics & Culture <<
Written by Jay Parikh, published by HBR

Something Weird Happens To Companies When They Hit 150 People

There is a cognitive limit to the number of people with whom one can maintain stable social relationships. This limit has suggested to be 150 and is known as “Dunbar’s Number” named after the British anthropologist Robin Dunbar. Dunbar’s research implies that for a group to sustain itself at the size of 150 requires significantly more effort that must be spent on the core socialization to keep the group functioning.

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>> on Management, Collaboration & Org Design <<
Written by Kevin J. Delaney, published on Quartz

What I Hear When You Tell Me Your Company Doesn’t Do Meetings

Getting rid of meetings is not a management revolution. Meetings  are discussions between colleagues about the work to be done and the reasons for doing it . They are important. But just because they’re important doesn’t mean they organize themselves.

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>> on Management, Collaboration & Org Design <<
Written by Jonathan Nightingale, published on Medium

Anti-Perks

Good perks are aimed at making people’s lives outside work easier — but specifically in ways that help them perform better when they’re at work, working. Anti-perks are perks that seem like they could benefit your well-being or productivity, but actually have a lot of potential to harm them.

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>> on Comfort, Community & Well-being <<
Written by Vincent Lofranco, published on Even blog