今年在“最适宜工作的25家跨国公司”（25 Best Global Companies to Work For）中排名第三的NetApp，并不像谷歌（Google）和SAS等热门科技公司那样大肆发放福利。NetApp提供的食品有补贴但不免费，该公司没有办公室免费剪发服务，也找不到午睡小隔间和保龄球球道。但在照顾员工方面，这家数据存储和软件公司在业内的确无人能及，今年年初的脑瘤手术就是明证。
“同一团队”也表彰员工的出色工作。“发现有人在做对的事”的项目（Catch Someone Doing Something Right）就是如此。门多萨表示：“这是一个简单但非常管用的理念：任何员工看到其他人有什么特别出色的表现，帮助了我们公司、客户或合作伙伴，请联系我，我会给这位员工打电话感谢他。”这些表现包括周末加班完成项目，或设计方案提高团队工作效率。
NetApp CEO Tom Georgens has a rule: when one of his employees hits a rough patch, he wants to know. The reason: Georgens wants to make sure every possible resource is available to his employees when they need it the most.
Such was the case earlier this year. An employee’s young child suffered from a rare brain tumor and needed surgery. But the operation itself required the collaboration of specialists from around the world working together in real-time — a task that called for huge amounts of diagnostic information stored and transferred at the fastest possible speeds. In the end, NetApp lent its vast data storage services free of charge to help make the operation successful.
NetApp, which comes in at No. 3 on this year’s list of the 25 Best Global Companies to Work For, doesn’t dole out a slew of perks the way some buzzy tech companies do, such as Google and SAS. At NetApp, food is often subsidized, but not free; onsite haircuts aren’t an option; and nap pods or bowling alleys are nowhere to be seen. But the data storage and software company is virtually peerless when it comes to looking after employees — a reality borne out when NetApp supported that brain tumor operation earlier this year.
The creation of NetApp’s unique culture is largely the work of Tom Mendoza, its current Vice Chairman, who has been with the company since 1994. “I’ve never thought short-term things like free lunches, massages and all the things some companies talk about are really what’s important to an employee long-term,” says Mendoza. “I think people want to be at a place where they feel respected, appreciated and the company is trying to do something special.”
It’s a philosophy dating back to 1992, when David Hitz, James Lau and Michael Malcolm started NetApp, offering enterprise-level storage devices and the software needed to manage client data. Witthin two years, NetApp had just 45 employees and counted less than $10 million in annual revenue. Compare that with today: revenue tops $6.3 billion and its far-reaching workforce has a headcount of 12,300-plus in 150 offices in 50 countries, including Spain and China.
Giving recognition where it’s deserved when your organization is international remains a challenge, Mendoza acknowledges, but NetApp keeps pace with “1 Team,” a mix of cultural initiatives that delivers the company’s ongoing strategy loud and clear. Every month, the company holds a day-long event for new employees to mingle with executives and learn about company expectations. When management wanted to share its updated corporate strategy nearly a year ago, instead of sending a company-wide email, Georgens and 20 other senior executives embarked on a “Strategy Roadshow,” visiting 24 cities around the globe, talking to employees in-person and getting their feedback.
“1 Team” also calls out employees for a job well done. A program called “Catch Someone Doing Something Right,” does just that. “It’s a simple and powerful concept: Any employee who see’s others doing extraordinary things to help our company, customers or partners simply has to reach out to me, and I will call that employee to thank them,” explains Mendoza. Such efforts include working the weekend to wrap up a project or devising a solution that makes a team more efficient.