My wife worked for Netflix customer service (CS) back about 9 years ago - in their formative years. She likens her time there as similar to any other large company. The individuals were great, but the management was your typical bureaucracy. Rankings were heavily based on seniority, not actual individual value.
As CS reps were considered to be fully interchangeable (and the first to be let go to maintain profit margins), it was a terrible department to try and gain seniority in.
Never seemed all that different, HR wise, from any other company. Perhaps they've changed; I can't say.
Note the part of the article about "split personality" cultures. A lot of the policies that this article was about were for the engineering team, and do not apply at all to what the author calls "hourly employees", which may well include customer service.
I think that's true for any Valley company. Customer support is frequently an after-thought for which you bring someone with a title Director of Customer Relations, give them limited budget, and let them figure out how to take care of things.
My wife worked for Netflix customer service (CS) back about 9 years ago - in their formative years. She likens her time there as similar to any other large company. The individuals were great, but the management was your typical bureaucracy. Rankings were heavily based on seniority, not actual individual value.
As CS reps were considered to be fully interchangeable (and the first to be let go to maintain profit margins), it was a terrible department to try and gain seniority in.
Never seemed all that different, HR wise, from any other company. Perhaps they've changed; I can't say.