做一个优秀的科技公司（我的员工帮助我建立了十亿美元的科技公司）

做一个优秀的科技公司（我的员工帮助我建立了十亿美元的科技公司）有竞争力的薪资和福利待遇有助于吸引优秀的候选人，但在留住他们方面就不那么有用了。 A competitive salary and benefits package is useful in attracting good candidates but less so in terms of retaining them.作为一名企业家和KnowBe4的首席执行官，我对自己所取得的成功感到非常自豪，但我当然永远不可能独自取得成功；这是从第一天起就是团队努力的结果。So how do you get the right people to stick around in the challenging environment of a startup and see the process through? The first thing to understand is that it’

#大学英语听力#

As far as backstory the title really says it all.

至于背景故事，标题真的说明了一切。

I’m extremely proud of the success I’ve had as an entrepreneur and CEO of KnowBe4 but I certainly never could have achieved that success on my own; it’s been a team effort from day one.

作为一名企业家和KnowBe4的首席执行官，我对自己所取得的成功感到非常自豪，但我当然永远不可能独自取得成功；这是从第一天起就是团队努力的结果。

So how do you get the right people to stick around in the challenging environment of a startup and see the process through? The first thing to understand is that it’s not necessarily about money.

那么，你如何才能让合适的人留在初创公司充满挑战的环境中，并完成整个过程呢？首先要理解的是，它不一定是关于钱的。

A competitive salary and benefits package is useful in attracting good candidates but less so in terms of retaining them.

有竞争力的薪资和福利待遇有助于吸引优秀的候选人，但在留住他们方面就不那么有用了。

Who employees work with — and who they work for — rank much higher on the list of contributors to job satisfaction.

员工与谁一起工作-以及他们为谁工作-在工作满意度贡献者名单上的排名要高得多。

The interactions these people have their mutual expectations of one another and the level of accountability between them across all levels of an organization are some major factors in that somewhat ambiguous “thing” that we refer to as corporate culture.

这些人之间的互动，他们对彼此的相互期望，以及他们之间在组织的各个层面上的责任水平，是我们所说的企业文化中一些模棱两可的“东西”中的一些主要因素。

While there’s no single best example of what a healthy corporate culture looks like I think it’s worth sharing what has worked for our company and why I think it can probably work for yours too.

虽然没有一个最好的例子可以说明健康的企业文化是什么样子，但我认为值得分享我们公司的成功之处，以及为什么我认为它可能也适用于你的公司。

Related: 8 Great Entrepreneurial Success Stories

相关：8个伟大的创业成功故事

Treat Employees as Grownups

将员工视为成长的人

This might seem obvious or depending on how many HR meetings you’ve sat in on even tired.

这可能看起来很明显，或者，取决于你参加了多少次人力资源会议，甚至是累了。

But our practice is to view and treat every employee as an intrinsically valuable individual not just a contributor.

但我们的做法是将每个员工视为具有内在价值的个人，而不仅仅是贡献者。

When you start from this premise there are so many opportunities for team members to help one another grow and find fulfillment in work which greatly benefits the company in terms of employee engagement and productivity.

当你从这个前提出发时，团队成员有很多机会相互帮助，并在工作中找到成就感，这对公司在员工敬业度和工作效率方面有很大的好处。

No job is “just a job ” after all; where you work and what you do is a significant aspect of your life at any given point in time whether it’s a culmination of effort expended over decades or a small stepping stone to where you want to be later.

毕竟，没有一份工作“只是一份工作”；你在哪里工作和你所做的事情在任何给定的时间点都是你生活的一个重要方面，无论它是几十年来付出的努力的顶峰，还是你以后想要达到的一个小小的垫脚石。

That's why it’s so important to take it beyond motivational posters or occasional pep talks.

这就是为什么超越励志海报或偶尔的鼓舞人心的演讲是如此重要的原因。

To that end we clearly outline paths to promotion and employ a dedicated career coach to work with employees internally.

为此，我们明确列出了晋升的途径，并聘请了一位专门的职业教练与员工进行内部合作。

We also have Life Coach and an Employee Assistance Program available for all our employees who’ve been with us for 90 days.

我们还为与我们一起工作了90天的所有员工提供生活教练和员工援助计划。

More fundamentally we’ve built our culture and business on the foundation of respect.

更根本的是，我们在尊重的基础上建立了我们的文化和商业。

Our policy is that everyone gives it and everyone gets it which has helped immensely in keeping the workplace a fun positive place to spend time in.

我们的政策是每个人都给予，每个人都得到，这极大地帮助了保持工作场所的乐趣和积极的地方消磨时间。

Keep Communication Direct and Relevant

保持沟通的直接性和相关性

Live communication not email is how we resolve our issues.

实时交流，而不是电子邮件，是我们解决问题的方式。

Through trial and error I’ve learned that there’s just too much opportunity for a thread of text-only messages to foster misunderstanding and devolve into anger and pettiness. Especially when the original problem could have been easily solved with a quick face-to-face conversation.

通过反复试验，我了解到，一串纯文本信息有太多机会滋生误解，并演变为愤怒和琐碎。尤其是在最初的问题本可以通过快速面对面的交谈轻松解决的情况下，更是如此。