????NetApp首席執行官湯姆?喬根斯奉行一條原則：在任何一位員工遇到難關時，他希望知道。因為：喬根斯想確保他的員工在最需要的時候，能獲得所有可能獲得的資源。

????今年早些時候就有這樣一個例子。一位員工的幼兒患上了一種罕見腦瘤，需要手術治療。但這項手術需要全球各地的專家實時協作完成，這需要以盡可能快的速度存儲和傳輸大量診斷信息。最終，NetApp免費提供了其大規模存儲服務，幫助這項手術成功進行。

????今年在“最適宜工作的25家跨國公司”（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放福利。NetApp提供的食品有補貼但不免費，該公司沒有辦公室免費剪發服務，也找不到午睡小隔間和保齡球球道。但在照顧員工方面，這家數據存儲和軟件公司在業內的確無人能及，今年年初的腦瘤手術就是明證。

????NetApp這一獨特文化，大部分應歸功于自1994年起為公司服務的現任副董事長湯姆?門多薩。門多薩說：“我從不認為免費午餐、按摩和有些公司談論的種種短期福利，長期而言對員工具有重要意義。我認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。”

????這一理念可追溯到1992年，當時大衛?赫茲、劉冠華（James Lau）和邁克爾?馬爾克姆創立了NetApp，提供管理客戶數據所需的企業級存儲服務和軟件。成立兩年后，NetApp還只有45名員工，年收入不足1,000萬美元。而如今，公司收入已超過63億美元，12,300多名員工遍布全球，在包括西班牙和中國在內的50個國家，設有150個辦公室。

????門多薩承認，跨國企業如何給予[員工]應有的認可仍是一項挑戰。NetApp正在推進名為“同一團隊（1 Team）”的多項企業文化計劃，大力宣傳公司現行策略。公司每個月都會為新員工舉行一日活動，使其與高管互動并了解公司期望。大約一年前，當管理層準備將最新的企業策略分享給員工時，他們不是通過向全員發送郵件，而是由喬根斯和其他20名高管親自進行“策略路演”，去往全球24個城市，與員工面對面交流，并獲得他們的反饋。

????“同一團隊”也表彰員工的出色工作。“發現有人在做對的事”的項目（Catch Someone Doing Something Right）就是如此。門多薩表示：“這是一個簡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，幫助了我們公司、客戶或合作伙伴，請聯系我，我會給這位員工打電話感謝他。”這些表現包括周末加班完成項目，或設計方案提高團隊工作效率。

????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.