theodp writes: Describing How Netflix Reinvented HR for the Harvard Business Review, ex-Chief Talent Officer Patty McCord describes 'the most basic element of Netflix’s talent philosophy: The best thing you can do for employees-a perk better than foosball or free sushi-is hire only “A” players to work alongside them.' Continuing her Scrooge-worthy tale, McCord adds that firing a once-valuable employee instead of finding another way for her to contribute yielded another aha! moment for Netflix: "If we wanted only 'A' players on our team, we had to be willing to let go of people whose skills no longer fit, no matter how valuable their contributions had once been. Out of fairness to such people—and, frankly, to help us overcome our discomfort with discharging them—we learned to offer rich severance packages." It's a sometimes-praised-sometimes-criticized strategy that's straight out of Steve Jobs' early '80s playbook. But, even if you assume your execs are capable of identifying 'A' players, how do you find enough employees if 90% of the country's population are deemed unworthy of jobs? Well, Netflix CEO Reed Hasting's support of Mark Zuckerberg's FWD.us PAC suggests one possible answer — you get lobbyists to convince Congress you need to hire as many people as you want from outside the country. An article commenter points out that Netflix's 'Culture of Fear' has earned it a 3.2/5.0 rating on Glassdoor.
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