This Week's Top Five HR Stories

How can HR Leaders Build a ‘Dream Team’ like Netflix?

Since Netflix co-founder Reed Hastings delivered a 125-page powerpoint presentation on the company’s culture in 2009, the streaming service's self-described ‘unusual’ approach to talent has often been cited as a unique vision for modern talent management. 

The manifesto has been revised several times since then and, in 2026, exists as the company’s ‘Culture Memo’, designed to encompass the experiences of around 14,000 Netflix employees globally. 

Discussing the company’s latest iteration of its Culture Memo, Sergio Ezama, Chief Human Resources Officer at Netflix, says: “As Head of Talent, I’m often asked, why do we place so much emphasis on the culture memo?” 

“We believe that our culture is key to our success and so we want to ensure that anyone applying for a job here knows what motivates Netflix – and all employees are working from a shared understanding of what we value most.”

Why LEGO's New Chief People Officer Will Focus On Culture

The LEGO Group has announced it is naming Daan Ottink – van den Broek as its new Executive Vice President and Chief People Officer, effective 1 April 2026. 

Daan, who is currently LEGO’s Senior Vice President of Talent, says of her new appointment on LinkedIn: “It is a privilege to be leading the People, Places and Culture function of a company whose values I feel so deeply aligned with and where people are central to everything we do. 

“Since joining the LEGO Group, I have fallen in love with the company, the brand, its values and above all, its people.”

She will take over from Loren I Shuster who is transitioning into a new role as Group People Adviser to Niels B Christiansen, CEO of LEGO. 

According to Loren, who shared the news on LinkedIn, this new role will involve him working “on activities outside of the LEGO Group, within LEGO Holding, such as LEGO Digital Play”. 

How Apple is Upskilling Supplier Employees in India

Apple has announced it is expanding its skill-building and training programmes in India with its new Apple Education Hub in Bengaluru, as part of its US$50m Supplier Employee Development Fund.

This fund is designed to empower supplier employees globally, deploying learning and skills growth opportunities to further employee development.

The company is also increasing its number of development courses available across 25 supplier sites in India. 

Its newly developed learning curriculum will help supplier employees develop critical skills in areas such as digital literacy, automation technology and smart manufacturing. 

What Workday’s Job Cuts Mean for the Company’s Future

Workday is planning to cut around 400 employees from its workforce, according to reports from Bloomberg. 

The cuts, which amount to 2% of the company's workforce, are focusing on “non-revenue generating,” customer support roles, the company has said in a regulatory filing. 

According to Workday, these cuts will help the company better invest in its priority areas, but will lead to significant short-term costs. 

In its filing, the company said: “Workday estimates that it will incur approximately US$135 million in charges … consisting of approximately US$40 million of future cash expenditures related to severance payments, employee benefits, and related costs and approximately US$15 million in non-cash charges for stock-based compensation.

“The charges also consist of approximately US$80m in non-cash charges related to the impairment of certain office space and long-lived assets.”

Why Revolut Makes its Employees Strive for Greatness

Revolut has firm expectations when it comes to employee expectations and organisational culture. The company says its working environment is for those who "strive for excellence" and "always push through". 

This high performance culture has helped the fintech grow significantly over the past 11 years – from a niche banking startup to a global business with 52.5 million customers and a value of US$75bn. 

To maintain this environment amid rapid growth, Revolut has prioritised developing a thorough talent acquisition strategy and data-driven performance management system. This helps ensure it develops and maintains the highest standards for talent. 

The company explains this approach to workplace culture on its website, saying: "we’re not concerned with appearing nice, we’re concerned with achieving our goals".