评论
打印
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.
NetApp首席执行官汤姆o乔根斯奉行一条原则：在任何一位员工遇到难关时，他希望知道。因为：乔根斯想确保他的员工在最需要的时候，能获得所有可能获得的资源。
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.
今年早些时候就有这样一个例子。一位员工的幼儿患上了一种罕见脑瘤，需要手术治疗。但这项手术需要全球各地的专家实时协作完成，这需要以尽可能快的速度存储和传输大量诊断信息。最终，NetApp免费提供了其大规模存储服务，帮助这项手术成功进行。
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.
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。
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.”
NetApp这一独特文化，大部分应归功于自1994年起为公司服务的现任副董事长汤姆o门多萨。门多萨说：“我从不认为免费午餐、按摩和有些公司谈论的种种短期福利，长期而言对员工具有重要意义。我认为人们希望待在受尊重和赞赏的地方，而我们公司正在努力做些特别的事情。”
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.
这一理念可追溯到1992年，当时大卫o赫兹、刘冠华（James Lau）和迈克尔o马尔克姆创立了NetApp，提供管理客户数据所需的企业级存储服务和软件。成立两年后，NetApp还只有45名员工，年收入不足1,000万美元。而如今，公司收入已超过63亿美元，12,300多名员工遍布全球，在包括西班牙和中国在内的50个国家，设有150个办公室。
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.
门多萨承认，跨国企业如何给予[员工]应有的认可仍是一项挑战。NetApp正在推进名为“同一团队（1 Team）”的多项企业文化计划，大力宣传公司现行策略。公司每个月都会为新员工举行一日活动，使其与高管互动并了解公司期望。大约一年前，当管理层准备将最新的企业策略分享给员工时，他们不是通过向全员发送邮件，而是由乔根斯和其他20名高管亲自进行“策略路演”，去往全球24个城市，与员工面对面交流，并获得他们的反馈。
“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.
“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 employees around the world thank colleagues in different ways. In India, managers leave notes of appreciation on a “Wall of Awesomeness” highlighting others’, well, awesome deeds. In Spain, the team picks one employee each quarter and prominently displays their name and photo with the caption, “NetApp Loves You.” The “Living Our Values Awards,” NetApp’s largest employee recognition program, sees colleagues nominate one another around the world — the employee in each region with the most votes is called out by Georgens at an all-hands meeting and gets face-time in a video.
NetApp全球各地员工以不同方式感谢同事。在印度，经理们会在“光荣墙”上留言称赞他人的出色表现。西班牙团队每季度选出一名员工，在显要位置张贴他们的名字和照片，并附上“NetApp爱你”的标题。“践行我们的价值观奖”（Living Our Values Awards）是NetApp最大的员工奖励计划，员工可以提名全球各地的同事——每个地区得票数最多的员工，其名字会由乔根斯在全员大会上宣读，并且在演示视频中露面。
Of course, that’s not to say NetApp employees are perk-free in the traditional sense. Hard work sometimes begets on-the-spot cash bonuses that vary based on achievement. With the “Volunteer Time Off” program, employees receive an extra 40 hours — or 5 days — of paid time off, provided they spend some of that working for a cause. (There’s no formal approval process or restrictions to what constitutes a cause.)
当然，这并不是说NetApp员工没有传统意义上的物质福利。努力工作有时会当场获得现金奖励，奖励金额取决于获得的成就。“志愿者假”（Volunteer Time Off）项目给予员工40个小时或5个工作日的额外带薪假，只要他们将其中部分时间用于志愿服务。（对何为志愿服务，公司并无正规批准流程或限制。）
Dead car battery? Locked car door? Discounted car services at the Sunnyvale offices — onsite carwashes, detailing, tune-ups and parts replacements — can help with that. On-site massages, laundry and dry cleaning are available, not to mention subsidized take-home meals from local chefs, even holiday pie sales.
汽车电瓶没电了？车门被反锁了？NetApp美国总部办公室的补贴汽车服务可以帮助解决上述问题，这些汽车服务包括现场洗车、装饰、调节发动机和更换配件服务。办公室还提供按摩、洗衣和干洗服务，更不用说出自当地大厨之手的有补贴的外卖饭菜，甚至还有假日派类出售。
To encourage a healthy lifestyle, employees at NetApp headquarters have a 26,000-square-foot fitness center, with an indoor basketball gym that transforms into volleyball, indoor soccer and badminton courts, and free exercise classes. This October, NetApp held a “Get Up and Go” challenge, where 1,900 U.S. employees — or about 16 % of the company — used FitBit health tracking devices to track their movements. The winning team received a $1,000 donation, which it gave to the American Cancer Society.
为了鼓励健康的生活方式，NetApp总部员工拥有26,000平方英尺的健身中心，其中包括一个可变为排球场、室内足球场和羽毛球场地的室内篮球馆，并提供免费的健身课程。今年10月份，NetApp举办了“运动起来”（Get Up and Go）挑战赛，1,900名美国员工（约占公司员工总数的16%）使用了FitBit健康追踪设备，来记录自己的运动。获胜的团队得到了1,000美元捐款，并将其捐给了美国癌症协会（American Cancer Society）。
Still, Mendoza says NetApp keeps workers happy and inspired in ways beyond just material niceties. “We’re about offering the most when our people need the least,” says Mendoza. “We want to be there for them before they ‘win’ or ‘lose.’
门多萨还表示，NetApp不光以物质奖励的方式来使员工快乐并激励员工。门多萨表示：“我们努力在员工需要最少的时候就提供最多的资源。我们希望在成败决定之前就向他们提供帮助。”
