這些年來(lái),，一些優(yōu)秀的科技公司因多次入選《財(cái)富》雜志“最適宜工作的100家公司”榜單為人熟知,。《財(cái)富》雜志每年也公布“最適宜工作的30家科技公司”,，借助榜單,，我們可以更進(jìn)一步觀察業(yè)內(nèi)這些頂尖公司。長(zhǎng)期以來(lái),，科技企業(yè)一直在探索既能讓團(tuán)隊(duì)業(yè)績(jī)優(yōu)異,，又擁有高度信任的“秘訣”，以維持出色的成績(jī)。如今，他們?cè)谌瞬艖?zhàn)方面也節(jié)節(jié)勝利,?？磥?lái)一切都進(jìn)展順利，不是嗎？

表面上看的確如此。科技企業(yè)一邊收獲創(chuàng)紀(jì)錄的高利潤(rùn),，一邊還在全世界以各種方式講述應(yīng)該如何做好業(yè)務(wù)。大部分企業(yè)認(rèn)識(shí)到,，成功的關(guān)鍵在于人才,，其中許多企業(yè)也正是根據(jù)尊重人才的理念建立組織，營(yíng)造氛圍,?？萍夹袠I(yè)似乎已暢通無(wú)阻地登上全球制高點(diǎn),，成為各行各業(yè)的霸主，其全世界最佳雇主的聲名也日益遠(yuǎn)播,?？萍脊具€有什么好擔(dān)心的？

事實(shí)上,，幾乎各行各業(yè)所有企業(yè)要想成功,，科技都至關(guān)重要。無(wú)論是醫(yī)療保健,、零售還是其他任何行業(yè),，企業(yè)都需要技術(shù)崗位的員工，非常需要,。最終,，非科技業(yè)公司人事經(jīng)理開(kāi)始挖科技企業(yè)的墻角,，爭(zhēng)搶科技企業(yè)竭力招募和培養(yǎng)的員工,。

最近一份研究顯示，2014年第四季度,，科技和非科技企業(yè)招聘的技術(shù)崗位合計(jì)為66.72萬(wàn)個(gè),。在擁有技術(shù)類(lèi)專(zhuān)業(yè)學(xué)位的大學(xué)畢業(yè)生不足之時(shí)，假如技術(shù)崗位需求一直龐大,，能勝任工作的畢業(yè)生又不夠,，非科技企業(yè)要招到技術(shù)人才就只剩下一個(gè)辦法：去科技企業(yè)挖人。

從《財(cái)富》新近發(fā)布的“最適宜工作的科技企業(yè)”榜單可以發(fā)現(xiàn),，最優(yōu)秀的科技企業(yè)確實(shí)能運(yùn)用一些關(guān)鍵因素,，打造績(jī)效佳且信任度高的組織。但其他數(shù)千家科技公司企業(yè)文化并未如此出色,，他們?cè)趺崔k,？老實(shí)說(shuō)，他們應(yīng)該擔(dān)心,。不管這些科技公司身處美國(guó)波士頓,、芝加哥、舊金山還是奧斯汀,，非科技業(yè)公司都虎視眈眈地盯著企業(yè)里最重要的資源：人才,。

那么，科技企業(yè)怎樣才能減少人才外流,？

1,、企業(yè)的成長(zhǎng)進(jìn)步要有清晰的路線

這話聽(tīng)起來(lái)很簡(jiǎn)單，而且很明顯,。然而,，很多企業(yè)并沒(méi)有為員工規(guī)劃明確的事業(yè)路線，提供持續(xù)發(fā)展的機(jī)會(huì)，而且不在少數(shù),。跟其他行業(yè)一樣,，科技專(zhuān)業(yè)人才都需要了解未來(lái)職業(yè)道路可能怎樣發(fā)展，有沒(méi)有機(jī)會(huì)多掌握一項(xiàng)技能或者一門(mén)語(yǔ)言,。感覺(jué)沒(méi)時(shí)間跟員工談?wù)勎磥?lái)的職業(yè)發(fā)展,？那就想象一下，一旦關(guān)鍵的技術(shù)人員跳槽,，你會(huì)失去多少寶貴時(shí)間吧,。

2、要有明確的薪酬觀

技術(shù)員工總體上薪資較高,?？墒牵荒芸亢?jiǎn)單地加薪留住人才,。那是零和博弈,，因?yàn)榭倳?huì)有人出得起更高的薪水來(lái)挖角。

對(duì)公司的薪酬立場(chǎng),，企業(yè)管理者要有明確的定義：

你打算讓企業(yè)的薪資處于行業(yè)的什么水平,？這個(gè)問(wèn)題沒(méi)有固定的準(zhǔn)確答案，關(guān)鍵是找到最適合本組織文化和實(shí)際工作的薪資定位,。

薪酬由哪幾部分組成,？

員工可能得到哪些進(jìn)步的機(jī)會(huì)，以及參與新項(xiàng)目的機(jī)會(huì),？例如,，公司里最好的項(xiàng)目是交給員工做還是交給外包機(jī)構(gòu)？

員工為你的品牌效力可以累積多少職業(yè)發(fā)展的資本,？終身制工作一去不返了,。但哪怕僅僅為了累積經(jīng)驗(yàn)，員工也更愿意為以創(chuàng)新著稱(chēng)的公司效力,。想象一下,，當(dāng)你的公司出現(xiàn)在一位員工的履歷上時(shí)，外人會(huì)對(duì)這名員工有什么印象,。他們是會(huì)贊嘆“哇,，你曾在某某公司工作過(guò)”，還是會(huì)茫然地問(wèn)“這是家什么公司,？”

3,、有清晰又可取的目標(biāo)，然后努力為之奮斗

和大部分員工一樣,，從事技術(shù)工作的員工希望知道,，努力工作是為了帶來(lái)某種改變,。目標(biāo)性是“最佳雇主”上榜公司共同具有的特點(diǎn)?？蓛H僅公開(kāi)說(shuō)明目標(biāo)還不夠,，必須與決策相結(jié)合，包括決定哪些項(xiàng)目會(huì)得到融資,、公司會(huì)聘用哪些人,，以及哪種人會(huì)得到提拔。

如果能把這幾點(diǎn)做好,，將有助于辨別最適合企業(yè)的是哪類(lèi)人才,，同時(shí)也會(huì)成為人才今后留在公司的重要理由，到時(shí)即使其他公司開(kāi)出更高的薪資,，他們也不會(huì)輕易跳槽,。（財(cái)富中文網(wǎng)）

本文作者安尼爾?薩克塞納是Great Place to Work的合伙人。Great Place to Work是《財(cái)富》年度“最適宜工作的100家公司”排行榜和“最適宜工作的30家科技公司”等其他最佳雇主榜單的長(zhǎng)期合作研究機(jī)構(gòu),。

譯者：Pessy

校對(duì)：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.