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超越高薪思维,留住金牌员工

Ethan Rouen 2011年08月18日

许多公司将高薪作为砝码来争取留住顶尖人才,结果往往以失败告终。因为薪水并非这些精英们考虑的唯一因素,在决定跳槽与否时,他们通常还会考虑其他因素。

    公平才是最重要的。为了显示所有员工都得到了公平对待,成功的公司总能想出各种奇招。而提高精英员工的薪酬,无疑表明,努力工作必将有所回报。但实际上,还有一些无形的方法,可以用来衡量人们的成绩。

    加德纳说:“人们真正需要的,除了丰厚的薪酬和公平的待遇,更重要的是工作的价值。外部世界越不安宁,人们就越倾向于转向内心世界,在工作中寻求人生的目的和意义。”

    加德纳称,培训是满足员工这方面需求的途径之一,但同时也包括其他形式的奖励,比如生活自主和精神自主等,因为,“时间才是最宝贵的财富。”

    所谓生活自主,简单来说,就是允许员工更加灵活地安排自己的工作计划,以便留出时间参与到家庭生活中,比如观看孩子们的足球赛。

    而精神自主则更加抽象,在这方面,谷歌(Google)等公司便是最好的例子。这些公司允许员工每周拿出很大一部分工作时间,思考工作和公司的前途,以及如何在这两方面实现改进。

    加德纳认为,她自己和其他商学院教授的经历也充分证明,学术自由比金钱更加重要。许多商学院教授都放弃了收入不菲的私营部门工作机会,而选择在薪酬较低的研究院工作五年,甚至更长时间。不过,作为回报,这些教授都赢得了自由,可以自主选择真正感兴趣的研究领域。

    最后,让员工知道公司重视他们的一个最省钱却最有效的方法就是直言相告。加德纳认为,与员工共同制定计划,设定目标,并在这个过程中给他们提出建设性的反馈意见,这样能够形成一种归属感,这是花钱也买不到的。

    她说:“优秀的管理并不是免费的午餐,但和大把砸钱相比,优秀的管理更符合成本效益。毕竟,员工长久的忠诚不是用钱买来的。”

    波斯基认为,在Behance,保持透明度是留住人才的方法之一,他所指的并不仅仅是让所有员工了解公司损益表的每一个细节。他会与所有员工一起设定目标,培养新的技能。诚然,他前面提到的“胸怀大志”指的既是公司在商业上的成功,也是员工参与公司建设的机会。

    波斯基称:“时局艰难,公司要努力让所有人群策群力,透明度是关键;共同设定目标、一起经历风雨,这一点至关重要。在共同的经历中一起成长,这是一种超越薪酬的回报。”

    译者:刘进龙/汪皓

    Fairness is what matters most, and successful businesses think creatively about how to show that everyone is treated fairly. Pay raises for the best performers is an obvious way to show that hard work is rewarded, but there are less tangible ways that people can measure their own success and accomplishments.

    "What people really want beyond being paid enough and being paid fairly is meaningful work," Gardner says. "The more volatile the world is, the more people are turning inward to seek a sense of purpose and meaning in their work."

    Offering training is one way to sate this desire, but so are other rewards, like logistical and intellectual autonomy, Gardner says. "Time is probably the most precious resource."

    Logistical autonomy can simply come in the form of an employer offering workers more flexibility in their schedules so they can catch their children's soccer games.

    Intellectual autonomy, on the other hand, is more nebulous and is exemplified by companies like Google, which lets its employees set aside a significant portion of their work week to think about their jobs, their company, and how they can improve both.

    Gardner also pointed to herself and other business school professors as evidence that this kind of freedom can matter more than money. Many business school professors leave lucrative private-sector positions behind to spend five years or more in graduate school, only to be followed by starting lower-paying academic jobs. But these professors won the freedom to research what they are passionate about in return.

    Finally, one of the best and most cost-effective ways to let employees know they are valued is to tell them. Gardner says that working with employees to develop plans and set goals, then giving them constructive feedback along the way, can create a sense of attachment that money can't buy.

    "Good management is not free, but it's pretty cost effective compared to handing out cash, which doesn't buy anyone's loyalty for very long," she says.

    When Belsky discusses transparency at Behance as a tool to retain employees, he's not just talking about sharing the details of the company's income statement. He works with every employee to set goals and develop new skills. True, the "long-term greedy" quality he refers to is about the financial success of the company, but it is also about giving each employee the chance to play a role in building the business.

    "In tough times, when businesses are trying to keep a team engaged with projects, transparency is key; setting goals and milestones together is vital," Belsky says. "The experience that we are gaining together, it should augment pay."

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