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????按照CEO史考特?波斯基的說(shuō)法,，創(chuàng)意設(shè)計(jì)公司Behance擁有一支“胸懷大志，而不是鼠目寸光”的團(tuán)隊(duì),。

????Behance公司為搞創(chuàng)意行業(yè)的專業(yè)人才提供展示作品的網(wǎng)絡(luò)平臺(tái),。員工們都清楚,，公司正值快速發(fā)展期，需要他們將工作與個(gè)人生活融為一體,，在非工作時(shí)間,，依然要花心思去考慮工作上的事。

????波斯基稱,，Behance不是那種員工可以跑到老板辦公室要求加薪的公司,，也無(wú)法給員工額外支付薪水,，或補(bǔ)充人手以便滿足業(yè)務(wù)增長(zhǎng),。員工們對(duì)此心知肚明。目前,，該公司網(wǎng)站的瀏覽量已達(dá)到每月5,000萬(wàn)次左右,。

????五年前，波斯基與合伙人共同創(chuàng)立了Behance公司,，并擔(dān)任CEO,。他說(shuō)：“我們當(dāng)然知道應(yīng)該盡量多給員工支付薪水。但作為一家小公司,，我們只能做到透明管理,，一切都是公開(kāi)的。所有人都知道公司的收入和開(kāi)支情況,。沒(méi)有人會(huì)過(guò)來(lái)對(duì)我說(shuō)：‘我要求加薪,。’”

????盡管美國(guó)的失業(yè)率長(zhǎng)期保持在9.1%的高位,，但許多公司都非常清楚員工更迭所帶來(lái)的一系列挑戰(zhàn)和成本開(kāi)支,，因此，它們紛紛提高員工的年薪,，以期留住表現(xiàn)最出色的員工,。人力資源咨詢公司美世（Mercer）近期的一份調(diào)查發(fā)現(xiàn)，今年,，公司為最佳員工漲薪的平均幅度高達(dá)4.6%,。

????但小公司的薪酬預(yù)算頗為緊張，因此要想避免精英人才被更大規(guī)模的競(jìng)爭(zhēng)對(duì)手挖走,，如果僅僅采取加薪策略,，往往只能以失敗告終。

????美世咨詢公司負(fù)責(zé)該項(xiàng)調(diào)查的凱瑟琳?哈特曼稱：“提高員工薪酬會(huì)增加公司的固定成本,，這對(duì)于小公司來(lái)說(shuō)是個(gè)不小的挑戰(zhàn),。但同樣，精英員工的流失對(duì)小公司的營(yíng)收狀況產(chǎn)生的影響也更為顯著,?！?/p>

????哈特曼建議,，如果公司不能用高薪留住最優(yōu)秀的員工，管理層應(yīng)該用更光明的發(fā)展前景來(lái)打動(dòng)公司的“明星們”,；同時(shí),，管理層要與員工開(kāi)誠(chéng)布公地交流，討論如何才能激發(fā)員工的積極性,；員工希望發(fā)展哪些方面的技能以提升自己在就業(yè)市場(chǎng)的競(jìng)爭(zhēng)力等,。

????這樣的做法無(wú)疑會(huì)讓競(jìng)爭(zhēng)對(duì)手對(duì)自己的員工更加垂涎三尺，因此似乎有悖常理,。但海蒂?K?加德納認(rèn)為,，目前有充分的證據(jù)表明，如果管理層想要留住出類拔萃的員工,，加薪只不過(guò)是可供選擇的管理杠桿之一,。海蒂?K?加德納是哈佛商學(xué)院（Harvard Business School）的組織行為學(xué)教授，曾負(fù)責(zé)研究薪酬在企業(yè)留住人才方面所發(fā)揮的作用,，并發(fā)表了相關(guān)的案例研究,。

????她說(shuō)：“薪酬之所以重要，不僅是因?yàn)槿藗冃枰@得回報(bào),，還因?yàn)樗求w現(xiàn)公平的一個(gè)指標(biāo),。”

????

????The team at Scott Belsky's company, Behance, is made up of people he calls "long-term greedy instead of short-term greedy."

????They understand that the fast-growing business, which serves as a web platform for creative professionals to showcase their work, often requires its employees to blend their work and personal lives and to think about work beyond normal business hours.

????Behance staffers also understand, Belsky says, that it's not the type of company where they can walk into the boss's office to demand a raise, and where pay decisions often come down to paying staff more or hiring more people to manage the company's growth, which currently receives around 50 million page views a month.

????"We believe that you should be paying people as much as you can," says Belsky, who co-founded Behance five years ago and serves as CEO. "As a small company, we can have true transparency. Everyone knows what is being made and what is being spent. No one is going to come up and say, 'I want more.'"

????Even though the unemployment rate is at a stubborn 9.1%, many companies, aware of the challenges and costs of replacing employees, are dishing out annual raises to keep their best performers. A recent study by human resources consulting firm Mercer found that on average, companies will increase their best employees' salaries by 4.6% this year.

????But for small businesses with tight salary budgets, using pay to keep top talent from going to larger rivals is often a losing battle.

????"Raises increase your fixed costs, which can be a challenge for smaller companies," says Catherine Hartmann, one of the principals at Mercer who oversaw the study. But "in small businesses in particular, the loss of a top performer has a much more significant impact on the bottom line."

????When a company can't throw cash at its best employees, Hartmann suggests, managers should instead lavish their stars with a promising future and have frank conversations with workers about how to keep them motivated and what skills they would like to develop to make them more valuable in the job market.

????While making employees more desirable to competitors may seem counterintuitive, there is ample evidence that salary is just one part of the toolkit managers need to retain their best and brightest, says Heidi K. Gardner, a professor of organizational behavior at Harvard Business School who has published case studies examining the effects of pay on retaining employees.

????"Pay matters not just because people need a paycheck, but because pay is a point of perceived fairness," she says.????