????NetApp首席執(zhí)行官湯姆?喬根斯奉行一條原則：在任何一位員工遇到難關(guān)時(shí)，他希望知道。因?yàn)椋簡(jiǎn)谈瓜氪_保他的員工在最需要的時(shí)候，能獲得所有可能獲得的資源。

????今年早些時(shí)候就有這樣一個(gè)例子。一位員工的幼兒患上了一種罕見(jiàn)腦瘤，需要手術(shù)治療。但這項(xiàng)手術(shù)需要全球各地的專家實(shí)時(shí)協(xié)作完成，這需要以盡可能快的速度存儲(chǔ)和傳輸大量診斷信息。最終，NetApp免費(fèi)提供了其大規(guī)模存儲(chǔ)服務(wù)，幫助這項(xiàng)手術(shù)成功進(jìn)行。

????今年在“最適宜工作的25家跨國(guó)公司”（25 Best Global Companies to Work For）中排名第三的NetApp，并不像谷歌（Google）和SAS等熱門科技公司那樣大肆發(fā)放福利。NetApp提供的食品有補(bǔ)貼但不免費(fèi)，該公司沒(méi)有辦公室免費(fèi)剪發(fā)服務(wù)，也找不到午睡小隔間和保齡球球道。但在照顧員工方面，這家數(shù)據(jù)存儲(chǔ)和軟件公司在業(yè)內(nèi)的確無(wú)人能及，今年年初的腦瘤手術(shù)就是明證。

????NetApp這一獨(dú)特文化，大部分應(yīng)歸功于自1994年起為公司服務(wù)的現(xiàn)任副董事長(zhǎng)湯姆?門多薩。門多薩說(shuō)：“我從不認(rèn)為免費(fèi)午餐、按摩和有些公司談?wù)摰姆N種短期福利，長(zhǎng)期而言對(duì)員工具有重要意義。我認(rèn)為人們希望待在受尊重和贊賞的地方，而我們公司正在努力做些特別的事情?！?/p>

????這一理念可追溯到1992年，當(dāng)時(shí)大衛(wèi)?赫茲、劉冠華（James Lau）和邁克爾?馬爾克姆創(chuàng)立了NetApp，提供管理客戶數(shù)據(jù)所需的企業(yè)級(jí)存儲(chǔ)服務(wù)和軟件。成立兩年后，NetApp還只有45名員工，年收入不足1,000萬(wàn)美元。而如今，公司收入已超過(guò)63億美元，12,300多名員工遍布全球，在包括西班牙和中國(guó)在內(nèi)的50個(gè)國(guó)家，設(shè)有150個(gè)辦公室。

????門多薩承認(rèn)，跨國(guó)企業(yè)如何給予[員工]應(yīng)有的認(rèn)可仍是一項(xiàng)挑戰(zhàn)。NetApp正在推進(jìn)名為“同一團(tuán)隊(duì)（1 Team）”的多項(xiàng)企業(yè)文化計(jì)劃，大力宣傳公司現(xiàn)行策略。公司每個(gè)月都會(huì)為新員工舉行一日活動(dòng)，使其與高管互動(dòng)并了解公司期望。大約一年前，當(dāng)管理層準(zhǔn)備將最新的企業(yè)策略分享給員工時(shí)，他們不是通過(guò)向全員發(fā)送郵件，而是由喬根斯和其他20名高管親自進(jìn)行“策略路演”，去往全球24個(gè)城市，與員工面對(duì)面交流，并獲得他們的反饋。

????“同一團(tuán)隊(duì)”也表彰員工的出色工作。“發(fā)現(xiàn)有人在做對(duì)的事”的項(xiàng)目（Catch Someone Doing Something Right）就是如此。門多薩表示：“這是一個(gè)簡(jiǎn)單但非常管用的理念：任何員工看到其他人有什么特別出色的表現(xiàn)，幫助了我們公司、客戶或合作伙伴，請(qǐng)聯(lián)系我，我會(huì)給這位員工打電話感謝他。”這些表現(xiàn)包括周末加班完成項(xiàng)目，或設(shè)計(jì)方案提高團(tuán)隊(duì)工作效率。

????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.

????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.

????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.

????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.”

????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.

????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.

????“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.