這些年來，一些優秀的科技公司因多次入選《財富》雜志“最適宜工作的100家公司”榜單為人熟知。《財富》雜志每年也公布“最適宜工作的30家科技公司”，借助榜單，我們可以更進一步觀察業內這些頂尖公司。長期以來，科技企業一直在探索既能讓團隊業績優異，又擁有高度信任的“秘訣”，以維持出色的成績。如今，他們在人才戰方面也節節勝利。看來一切都進展順利，不是嗎？

表面上看的確如此。科技企業一邊收獲創紀錄的高利潤，一邊還在全世界以各種方式講述應該如何做好業務。大部分企業認識到，成功的關鍵在于人才，其中許多企業也正是根據尊重人才的理念建立組織，營造氛圍。科技行業似乎已暢通無阻地登上全球制高點，成為各行各業的霸主，其全世界最佳雇主的聲名也日益遠播。科技公司還有什么好擔心的？

事實上，幾乎各行各業所有企業要想成功，科技都至關重要。無論是醫療保健、零售還是其他任何行業，企業都需要技術崗位的員工，非常需要。最終，非科技業公司人事經理開始挖科技企業的墻角，爭搶科技企業竭力招募和培養的員工。

最近一份研究顯示，2014年第四季度，科技和非科技企業招聘的技術崗位合計為66.72萬個。在擁有技術類專業學位的大學畢業生不足之時，假如技術崗位需求一直龐大，能勝任工作的畢業生又不夠，非科技企業要招到技術人才就只剩下一個辦法：去科技企業挖人。

從《財富》新近發布的“最適宜工作的科技企業”榜單可以發現，最優秀的科技企業確實能運用一些關鍵因素，打造績效佳且信任度高的組織。但其他數千家科技公司企業文化并未如此出色，他們怎么辦？老實說，他們應該擔心。不管這些科技公司身處美國波士頓、芝加哥、舊金山還是奧斯汀，非科技業公司都虎視眈眈地盯著企業里最重要的資源：人才。

那么，科技企業怎樣才能減少人才外流？

1、企業的成長進步要有清晰的路線

這話聽起來很簡單，而且很明顯。然而，很多企業并沒有為員工規劃明確的事業路線，提供持續發展的機會，而且不在少數。跟其他行業一樣，科技專業人才都需要了解未來職業道路可能怎樣發展，有沒有機會多掌握一項技能或者一門語言。感覺沒時間跟員工談談未來的職業發展？那就想象一下，一旦關鍵的技術人員跳槽，你會失去多少寶貴時間吧。

2、要有明確的薪酬觀

技術員工總體上薪資較高。可是，不能靠簡單地加薪留住人才。那是零和博弈，因為總會有人出得起更高的薪水來挖角。

對公司的薪酬立場，企業管理者要有明確的定義：

你打算讓企業的薪資處于行業的什么水平？這個問題沒有固定的準確答案，關鍵是找到最適合本組織文化和實際工作的薪資定位。

薪酬由哪幾部分組成？

員工可能得到哪些進步的機會，以及參與新項目的機會？例如，公司里最好的項目是交給員工做還是交給外包機構？

員工為你的品牌效力可以累積多少職業發展的資本？終身制工作一去不返了。但哪怕僅僅為了累積經驗，員工也更愿意為以創新著稱的公司效力。想象一下，當你的公司出現在一位員工的履歷上時，外人會對這名員工有什么印象。他們是會贊嘆“哇，你曾在某某公司工作過”，還是會茫然地問“這是家什么公司？”

3、有清晰又可取的目標，然后努力為之奮斗

和大部分員工一樣，從事技術工作的員工希望知道，努力工作是為了帶來某種改變。目標性是“最佳雇主”上榜公司共同具有的特點。可僅僅公開說明目標還不夠，必須與決策相結合，包括決定哪些項目會得到融資、公司會聘用哪些人，以及哪種人會得到提拔。

如果能把這幾點做好，將有助于辨別最適合企業的是哪類人才，同時也會成為人才今后留在公司的重要理由，到時即使其他公司開出更高的薪資，他們也不會輕易跳槽。（財富中文網）

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期合作研究機構。

譯者：Pessy

校對：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.