打赢人才争夺战的3大妙计

这些年来，一些优秀的科技公司因多次入选《财富》杂志“最适宜工作的100家公司”榜单为人熟知。《财富》杂志每年也公布“最适宜工作的30家科技公司”，借助榜单，我们可以更进一步观察业内这些顶尖公司。长期以来，科技企业一直在探索既能让团队业绩优异，又拥有高度信任的“秘诀”，以维持出色的成绩。如今，他们在人才战方面也节节胜利。看来一切都进展顺利，不是吗？

表面上看的确如此。科技企业一边收获创纪录的高利润，一边还在全世界以各种方式讲述应该如何做好业务。大部分企业认识到，成功的关键在于人才，其中许多企业也正是根据尊重人才的理念建立组织，营造氛围。科技行业似乎已畅通无阻地登上全球制高点，成为各行各业的霸主，其全世界最佳雇主的声名也日益远播。科技公司还有什么好担心的？

事实上，几乎各行各业所有企业要想成功，科技都至关重要。无论是医疗保健、零售还是其他任何行业，企业都需要技术岗位的员工，非常需要。最终，非科技业公司人事经理开始挖科技企业的墙角，争抢科技企业竭力招募和培养的员工。

最近一份研究显示，2014年第四季度，科技和非科技企业招聘的技术岗位合计为66.72万个。在拥有技术类专业学位的大学毕业生不足之时，假如技术岗位需求一直庞大，能胜任工作的毕业生又不够，非科技企业要招到技术人才就只剩下一个办法：去科技企业挖人。

从《财富》新近发布的“最适宜工作的科技企业”榜单可以发现，最优秀的科技企业确实能运用一些关键因素，打造绩效佳且信任度高的组织。但其他数千家科技公司企业文化并未如此出色，他们怎么办？老实说，他们应该担心。不管这些科技公司身处美国波士顿、芝加哥、旧金山还是奥斯汀，非科技业公司都虎视眈眈地盯着企业里最重要的资源：人才。

那么，科技企业怎样才能减少人才外流？

1、企业的成长进步要有清晰的路线

这话听起来很简单，而且很明显。然而，很多企业并没有为员工规划明确的事业路线，提供持续发展的机会，而且不在少数。跟其他行业一样，科技专业人才都需要了解未来职业道路可能怎样发展，有没有机会多掌握一项技能或者一门语言。感觉没时间跟员工谈谈未来的职业发展？那就想象一下，一旦关键的技术人员跳槽，你会失去多少宝贵时间吧。

2、要有明确的薪酬观

技术员工总体上薪资较高。可是，不能靠简单地加薪留住人才。那是零和博弈，因为总会有人出得起更高的薪水来挖角。

对公司的薪酬立场，企业管理者要有明确的定义：

你打算让企业的薪资处于行业的什么水平？这个问题没有固定的准确答案，关键是找到最适合本组织文化和实际工作的薪资定位。

薪酬由哪几部分组成？

员工可能得到哪些进步的机会，以及参与新项目的机会？例如，公司里最好的项目是交给员工做还是交给外包机构？

员工为你的品牌效力可以累积多少职业发展的资本？终身制工作一去不返了。但哪怕仅仅为了累积经验，员工也更愿意为以创新著称的公司效力。想象一下，当你的公司出现在一位员工的履历上时，外人会对这名员工有什么印象。他们是会赞叹“哇，你曾在某某公司工作过”，还是会茫然地问“这是家什么公司？”

3、有清晰又可取的目标，然后努力为之奋斗

和大部分员工一样，从事技术工作的员工希望知道，努力工作是为了带来某种改变。目标性是“最佳雇主”上榜公司共同具有的特点。可仅仅公开说明目标还不够，必须与决策相结合，包括决定哪些项目会得到融资、公司会聘用哪些人，以及哪种人会得到提拔。

如果能把这几点做好，将有助于辨别最适合企业的是哪类人才，同时也会成为人才今后留在公司的重要理由，到时即使其他公司开出更高的薪资，他们也不会轻易跳槽。（财富中文网）

本文作者安尼尔•萨克塞纳是Great Place to Work的合伙人。Great Place to Work是《财富》年度“最适宜工作的100家公司”排行榜和“最适宜工作的30家科技公司”等其他最佳雇主榜单的长期合作研究机构。

译者：Pessy

校对：夏林

Over the years, great technology companies have made their presence known through their many appearances on Fortune’s 100 Best Companies to Work For list. And announcement of the 30 Best Workplaces in Technology, it’s easy to examine the cream of the crop in the industry even more closely. Technology companies have come a long way toward figuring out the “secret sauce” of creating organizations that are both high performance and high trust—thereby enabling sustainably awesome results. And, they are winning the war for talent. All of that sounds great, right?

Well, on the surface that is absolutely true. Technology companies are seeing record profits, and, in many ways, are controlling the narrative of how business gets done globally. And for the most part, they are aware that the key to success is their people, and many are creating organizations and environments that align to that belief. Given their seemingly unimpeded climb to global dominance as an industry and their growing reputation as world-class employers, what could tech companies possibly have to worry about?

The truth is, technology is vital to the success of almost every company in every industry. Whether it’s healthcare, retail, or any other industry, the constant is they need technology employees—really badly. To this end, talent acquisition folks and technology/IT hiring managers from non-techcompanies are coming for the employees that technology companies have worked hard to recruit and develop.

According to a recent study, there were 667,200 tech occupational job openings in Q4 2014—and those were in tech and non-tech companies. If the gap between the vast number of technical job openings and the lack of college graduates with technical degrees to fill them persists, the only solution for companies who need tech talent is to go where the technology employees are: tech companies.

Based on the recent Best Workplaces in Technology list findings, there are some keys factors that the very best tech organizations utilize to develop a high-performance, high-trust organization. But what about the thousands of other tech companies that cannot boast such incredible workplace cultures? Truth be told, they should be worried. Whether they’re in Boston, Chicago, San Francisco, or Austin, non-tech companies are aiming to snatch their most important resource: their people.

So what can a company do to limit the potential brain drain?

Have a clear path for advancement and growth in the organization

It sounds simple and fairly obvious, yet the number of companies that don’t have career paths and opportunities for ongoing development is astonishing. Almost more than any other field, it is imperative that tech professionals are able to see where their careers might take them and how they might learn whatever the next great skill or language might be. Don’t think you have the time to spend on career development conversations? Imagine how much time you won’t have if your critical tech staff leaves.

Have a defined point of view on compensation

Technology employees, generally, are higher-paid. But the answer to keeping them isn’t just to raise salaries across the board. That is a zero-sum game. There is always going to be someone that pays more.

Have a clear definition of your compensation position:

Where do you intend to fall in terms of pay for the industry? There is no right answer, but the key is tohave an answer that best fits your organization’s culture and practices.

What does compensation include?

What opportunities might be afforded to employees in terms of advancement and working on new initiatives? For example, do you give the best projects to employees or contractors?

What is the career cache that an employee can get by working for your brand? The days of a lifelong employee are pretty much gone. But, employees will work for companies that are known as innovators simply for the experience. Think about what someone would say about seeing your company on an employee’s resume. Would they say,“Wow you worked at _______” or “Who is that?”

Have a purpose that is clear and desirable, then do things to forward it

Tech employees, like most employees, want to know that they are working toward something that makes a difference. Purpose is one of the areas that every company on the Best Workplaces lists has. But it is not enough to have just a stated purpose. It must be something that is woven into deciding what projects are being funded, who is being hired, and how people are promoted.

Operating this way will help to identify the kinds of people who are a great fit for the organization and can be a huge reason they will stay, even when offered more money to go somewhere else.

Anil Saxena is a partner at Great Place to Work, the longtime research partner for Fortune’s annual list of the 100 Best Companies to Work For and other best workplaces lists, including the 30 Best Workplaces in Technology.