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????公平才是最重要的,。為了顯示所有員工都得到了公平對待，成功的公司總能想出各種奇招,。而提高精英員工的薪酬,，無疑表明，努力工作必將有所回報(bào),。但實(shí)際上,，還有一些無形的方法，可以用來衡量人們的成績,。

????加德納說：“人們真正需要的,，除了豐厚的薪酬和公平的待遇，更重要的是工作的價(jià)值,。外部世界越不安寧,，人們就越傾向于轉(zhuǎn)向內(nèi)心世界，在工作中尋求人生的目的和意義,?！?/p>

????加德納稱，培訓(xùn)是滿足員工這方面需求的途徑之一,，但同時(shí)也包括其他形式的獎(jiǎng)勵(lì),，比如生活自主和精神自主等，因?yàn)?，“時(shí)間才是最寶貴的財(cái)富,。”

????所謂生活自主,，簡單來說,，就是允許員工更加靈活地安排自己的工作計(jì)劃，以便留出時(shí)間參與到家庭生活中,，比如觀看孩子們的足球賽,。

????而精神自主則更加抽象,，在這方面，谷歌（Google）等公司便是最好的例子,。這些公司允許員工每周拿出很大一部分工作時(shí)間,，思考工作和公司的前途，以及如何在這兩方面實(shí)現(xiàn)改進(jìn),。

????加德納認(rèn)為,，她自己和其他商學(xué)院教授的經(jīng)歷也充分證明，學(xué)術(shù)自由比金錢更加重要,。許多商學(xué)院教授都放棄了收入不菲的私營部門工作機(jī)會,，而選擇在薪酬較低的研究院工作五年，甚至更長時(shí)間,。不過,，作為回報(bào)，這些教授都贏得了自由,，可以自主選擇真正感興趣的研究領(lǐng)域,。

????最后，讓員工知道公司重視他們的一個(gè)最省錢卻最有效的方法就是直言相告,。加德納認(rèn)為,，與員工共同制定計(jì)劃，設(shè)定目標(biāo),，并在這個(gè)過程中給他們提出建設(shè)性的反饋意見,，這樣能夠形成一種歸屬感，這是花錢也買不到的,。

????她說：“優(yōu)秀的管理并不是免費(fèi)的午餐,，但和大把砸錢相比，優(yōu)秀的管理更符合成本效益,。畢竟,，員工長久的忠誠不是用錢買來的?！?/p>

????波斯基認(rèn)為,，在Behance，保持透明度是留住人才的方法之一,，他所指的并不僅僅是讓所有員工了解公司損益表的每一個(gè)細(xì)節(jié),。他會與所有員工一起設(shè)定目標(biāo)，培養(yǎng)新的技能,。誠然，他前面提到的“胸懷大志”指的既是公司在商業(yè)上的成功,，也是員工參與公司建設(shè)的機(jī)會,。

????波斯基稱：“時(shí)局艱難,，公司要努力讓所有人群策群力，透明度是關(guān)鍵,；共同設(shè)定目標(biāo),、一起經(jīng)歷風(fēng)雨，這一點(diǎn)至關(guān)重要,。在共同的經(jīng)歷中一起成長,，這是一種超越薪酬的回報(bào)?！?/p>

????譯者：劉進(jìn)龍/汪皓

????Fairness is what matters most, and successful businesses think creatively about how to show that everyone is treated fairly. Pay raises for the best performers is an obvious way to show that hard work is rewarded, but there are less tangible ways that people can measure their own success and accomplishments.

????"What people really want beyond being paid enough and being paid fairly is meaningful work," Gardner says. "The more volatile the world is, the more people are turning inward to seek a sense of purpose and meaning in their work."

????Offering training is one way to sate this desire, but so are other rewards, like logistical and intellectual autonomy, Gardner says. "Time is probably the most precious resource."

????Logistical autonomy can simply come in the form of an employer offering workers more flexibility in their schedules so they can catch their children's soccer games.

????Intellectual autonomy, on the other hand, is more nebulous and is exemplified by companies like Google, which lets its employees set aside a significant portion of their work week to think about their jobs, their company, and how they can improve both.

????Gardner also pointed to herself and other business school professors as evidence that this kind of freedom can matter more than money. Many business school professors leave lucrative private-sector positions behind to spend five years or more in graduate school, only to be followed by starting lower-paying academic jobs. But these professors won the freedom to research what they are passionate about in return.

????Finally, one of the best and most cost-effective ways to let employees know they are valued is to tell them. Gardner says that working with employees to develop plans and set goals, then giving them constructive feedback along the way, can create a sense of attachment that money can't buy.

????"Good management is not free, but it's pretty cost effective compared to handing out cash, which doesn't buy anyone's loyalty for very long," she says.

????When Belsky discusses transparency at Behance as a tool to retain employees, he's not just talking about sharing the details of the company's income statement. He works with every employee to set goals and develop new skills. True, the "long-term greedy" quality he refers to is about the financial success of the company, but it is also about giving each employee the chance to play a role in building the business.

????"In tough times, when businesses are trying to keep a team engaged with projects, transparency is key; setting goals and milestones together is vital," Belsky says. "The experience that we are gaining together, it should augment pay."