技術(shù)專才為什么能拿高薪？

Simon Raymer has a problem. The chief information officer of Fraedom, a global company specialising in payments and expenses systems, is perpetually hunting for technology talent.

西蒙•雷默(Simon Raymer，見文首照片)遇到了一個問題。專門提供支付和報銷系統(tǒng)的跨國公司Fraedom的這位首席信息官天天都在招攬技術(shù)人才。

To innovate and grow, the company must hire experts. It needs workers who understand technology — developers, systems architects and people with coding skills — with a record of solving problems.

為了創(chuàng)新和發(fā)展，該公司必須聘用專業(yè)人才。它需要懂技術(shù)、有著解決問題經(jīng)驗的員工，包括開發(fā)人員、系統(tǒng)架構(gòu)師以及具備編程技能的人員。

Yet many other companies all over the world are looking for the same expertise.

然而，全球很多其他公司也在物色同樣的專業(yè)人才。

“The scarcity is global,” says Mr Raymer. “As soon as you start talking tech, especially fintech talent with good experience, it is very rare.” The London-based company employs 200 developers. Such is the scale of the competition that at any one time it is trying to fill between 50 and 100 vacancies.

“這種稀缺是全球性的，”雷默表示，“談起科技人才，特別是具備豐富經(jīng)驗的金融科技人才，你會發(fā)現(xiàn)供應稀少。”這家總部位于倫敦的公司聘用著200名開發(fā)人員。競爭非常激烈，該公司在任何時候都在試圖填補50至100個空缺職位。

Conventional recruitment methods do not cut it in this market. “You can’t just put out an advert and expect people to come clamouring for the job,” says Mr Raymer. “We have three dedicated recruiters working full-time, scanning LinkedIn and going out and spreading the word.”

傳統(tǒng)的招聘方法在這個市場上并不奏效。“你不能張貼廣告，指望人們爭搶這個職位，”雷默表示，“我們有3位全職的專門負責招聘的員工，他們會瀏覽LinkedIn，出去招人并傳播招聘消息。”

While it has a San Francisco office, Fraedom is not a large, cash-rich Silicon Valley company. Neither is it a lean, scrappy start-up, offering the stirring possibility that it may change the world and make employees with stock options very rich. It is a mid-sized, privately owned company founded in 1999, and it must find a way to persuade the best technology talent to choose to work there. If it does not, it risks falling behind.

Fraedom在舊金山設(shè)有辦事處，但它并非一家現(xiàn)金充裕的硅谷大公司。它也不是一家結(jié)構(gòu)精簡、亂糟糟的初創(chuàng)企業(yè)，那些初創(chuàng)企業(yè)會提出令人心潮澎湃的可能性：它可能改變世界并讓持有股票期權(quán)的員工變得富有。它是一家私人所有的中等規(guī)模的公司，創(chuàng)建于1999年，它必須設(shè)法說服最優(yōu)秀的技術(shù)人才選擇在他們那里工作。如果不能，它就可能落后。

As some of the world’s biggest companies bet on technologies like self-driving cars, artificial intelligence and virtual reality, demand for tech talent is escalating — and so are the salaries and perks commanded by those who can build and run those technologies.

鑒于全球最大的一些公司押注于自動駕駛汽車、人工智能和虛擬現(xiàn)實等技術(shù)，對科技人才的需求越來越大，那些能夠開發(fā)并管理這類技術(shù)的人才所要求的薪資和福利也在節(jié)節(jié)高升。

How likely a company is to attract that talent depends on where in the world it is. In Japan, with its relatively restrictive immigration laws, more than 86 per cent of businesses struggle to recruit talent, according to data from ManpowerGroup, the US recruiter. This compares with a global average of a little less than 50 per cent.

一家公司吸引這些人才的可能性取決于它位于這個世界的何處。根據(jù)美國招聘機構(gòu)萬寶盛華(ManpowerGroup)的數(shù)據(jù)，在日本，移民法限制相對嚴格，超過86%的企業(yè)很難招到人才。而全球平均數(shù)為略低于50%。

The global data cover all roles, but the technology industry was cited as the second-most difficult to recruit for. The US and Europe fare somewhat better on the tech front.

該機構(gòu)的全球數(shù)據(jù)涵蓋所有職業(yè)，但科技行業(yè)被認為是招聘難度第二大的行業(yè)，美國和歐洲的情況稍好。

Technology is a well-paid sector and salaries vary depending on specialisms. At Fraedom, says Mr Raymer, joiners earn “market salaries” of between £40,000 and £200,000 a year, with PhDs and other specialists commanding “scary salaries”. For Harvard Business School MBA graduates who work in technology, median salaries have risen from an annual $115,000 to $130,000 in just five years. At the other end of the scale, start-ups with limited funds for high salaries must find creative ways to lure talent.

科技行業(yè)薪資豐厚，而薪資因?qū)I(yè)領(lǐng)域而不同。雷默表示，在Fraedom，按照“市場行情”，新加入者的年薪在4萬英鎊至20萬英鎊之間，博士和其他專業(yè)人士要求的“薪資高的嚇人”。對于進入科技行業(yè)工作的哈佛大學商學院(Harvard Business School)MBA畢業(yè)生而言，短短5年內(nèi)，他們的年薪中值就從11.5萬美元升至13萬美元。另一方面，沒有太多資金用于提供高薪的初創(chuàng)企業(yè)，必須找到創(chuàng)造性的方法吸引人才。

A nimble, creative company with a sense of mission and disruption is a big draw for workers, but only up to a point.

一家靈活、有創(chuàng)造性、具有使命感和顛覆感的公司對員工有很大吸引力，但只是在一定程度上而言。

Many expect rewards for risk in the form of stock options — where the worker forgoes a high salary in lieu of a stake in the company.

很多人希望以股票期權(quán)的形式獲得風險報酬：員工放棄高薪，換成所在公司的股權(quán)。

In the US, employee stock options have helped attract the world’s best talent to early stage ventures, but in Europe and Asia, such perks are less common.

在美國，員工股票期權(quán)幫助吸引全球最優(yōu)秀人才加盟早期初創(chuàng)企業(yè)，但在歐洲和亞洲，這種福利不那么常見。

Research by Index Ventures, the tech-focused venture capital firm, suggests that employees in Silicon Valley receive double the reward for risk of their European counterparts, where such benefits are often reserved for the most senior executives. It says on average, employees own 20 per cent of late-stage start-ups in the US, versus 10 per cent in Europe.

專注科技的風投公司Index Ventures的研究顯示，硅谷員工獲得的風險報酬是歐洲同行的兩倍，在歐洲，這種福利經(jīng)常只有最高層管理人員才能享受。研究稱，在美國，員工平均持有處在后期發(fā)展階段的初創(chuàng)企業(yè)的20%股權(quán)，而歐洲為10%。

The authors say this uneven state of affairs holds back the European technology sector as it tries to compete for workers. Index produced a league table of European countries that showed how, in terms of broad equity ownership by employees, the UK has created the most favourable conditions, with Germany’s and Spain’s the least favourable.

上述研究報告的撰寫者們稱，這種不均衡的狀況不利于歐洲科技行業(yè)爭奪人才。Index編制了一份歐洲國家排行榜，榜單顯示，從員工持有的各類權(quán)益來看，英國創(chuàng)造的條件最為有利，而德國和西班牙的條件則最不利。

Europe’s founding investors are less keen to accept a diluted return than their US counterparts, says Dominic Jacquesson, director of talent at Index. Diluted return “is short-term pain but you could have a share of a bigger pie in the long run,” he says.

Index人力主管多米尼克•雅凱松(Dominic Jacquesson)表示，與美國相比，歐洲的創(chuàng)始投資者不那么愿意接受收益被稀釋。他說，稀釋的收益“是一種短期痛苦，但長期來看你可能會參與瓜分更大塊的蛋糕”。

Mr Jacquesson says even a relatively straightforward ecommerce venture needs a complicated and expensive set of skills, including some roles that he describes as “semi-tech”.

雅凱松表示，即便是相對簡單的電商企業(yè)也需要一系列復雜且成本高昂的技能，包括他稱之為“半科技”的一些職位。

“As you scale up, you need a world-class team around you. Hyper-growth is a skill set in itself. How do you build brands in the superfast timescales of technology?” In Silicon Valley, he says, “even the office manager will negotiate a salary with stock options”.

“在你做大時，你需要身邊擁有一個世界級的團隊。超高速增長本身就是一組技能。你怎么在技術(shù)更迭速度超快的情況下建設(shè)品牌?”在硅谷，他表示，“即便是辦公室經(jīng)理也會跟你談判包含股票期權(quán)的薪資”。

One tech company that offers reward for risk to all staff is Farfetch, the London-based fashion retail platform, through a scheme called Farfetch for All, started this year. The company has 2,000 employees in 11 offices around the world, with employees from 57 nationalities.

有一家科技公司為全員提供風險報酬，那就是總部位于倫敦的時尚零售平臺Farfetch，今年該公司啟動了一項名為“Farfetch for All”的計劃。該公司在全球11個辦事處擁有2000名員工，員工來自57個國家。

Sian Keane, executive vice-president of people, says that, in the context of hyper-growth — Farfetch grew more than 70 per cent over the 12 months to the end of 2016, based on the value of goods traded — the scheme fosters cohesion. “We are trying to create a sense of community across different markets — London is no more of a headquarters than Portugal,’ she says.

負責人事的執(zhí)行副總裁希安•基恩(Sian Keane)表示，在超高速增長的背景(根據(jù)交易商品總額計算，在截至2016年底的12個月里，F(xiàn)arfetch的規(guī)模增長逾70%)下，該計劃增強了凝聚力。她表示：“我們正努力在各個不同市場之間營造一種團體感，倫敦作為總部的地位并不高于葡萄牙。”

Meanwhile, Fraedom’s hunt continues. The company may be neither a start-up nor a member of the Fang group (Facebook, Amazon, Netflix and Google), but it does have some old-fashioned advantages.

與此同時，F(xiàn)raedom仍在繼續(xù)招攬人才。該公司或許既不是一家初創(chuàng)企業(yè)，也不是四大科技巨擘(Facebook、亞馬遜(Amazon)、Netflix和谷歌(Google))之一，但它確實具備一些老式的優(yōu)勢。

“If you work for a start-up, you are never sure your pay cheque is going to arrive,” says Mr Raymer. “And if you work for a big company, there is surface glamour and perks, but it is hard work.” So the company positions itself as a friendly employer with a limited hierarchical structure, where tech teams are given autonomy to solve problems. It also helps that the company has been around for 20 years. As Mr Raymer points out: “Young people in their late 20s and early 30s often want a house, a family — and a bit of stability.”

“如果你為一家初創(chuàng)企業(yè)工作，你永遠不會確定你是否會拿到薪資，”雷默表示，“如果你為一家大公司工作，表面光鮮且福利優(yōu)厚，但要拼命工作。”因此，該公司把自己定位為一家友好的雇主，有著有限的等級結(jié)構(gòu)，科技團隊擁有解決問題的自主權(quán)。該公司已有20年左右的歷史，這也有所裨益。正如雷默指出的那樣：“30歲上下的年輕人通常想要一套房，組建家庭，一點點穩(wěn)定性。”

It’s not just money: skills, flexibility and brand matter, too

延伸閱讀： 不只是金錢：技能、靈活性和品牌也很重要

A recent survey by ManpowerGroup found that while 59 per cent of job candidates around the world identified compensation as a primary concern shaping their career decisions, work type (53 per cent), flexibility (38 per cent) and company brand (20 per cent) are increasingly important, writes David Robinson.

萬寶盛華最近的一項調(diào)查發(fā)現(xiàn)，全球59%的求職者把薪酬作為影響其職業(yè)決定的主要考慮因素，工作類型(53%)、靈活性(38%)和公司品牌(20%)變得越來越重要。

“People now prioritise learning and new skills,” explains Becky Frankiewicz, the recruitment company’s North America president. As technological innovation forces many employees to develop skills to stay at the cutting edge of their sector, Ms Frankiewicz says: “In the future, the haves and the have-nots will be divided up by who has the skills.” In the UK, Australia and parts of Scandinavia, type of work has eclipsed pay as the most important consideration.

萬寶盛華北美總裁貝姬•弗朗基維茨(Becky Frankiewicz)表示：“人們現(xiàn)在很看重學習和掌握新技能。”科技創(chuàng)新迫使很多員工掌握新技能，以站在所在行業(yè)的前沿。弗朗基維茨表示：“將來，貧富將由是否具備技能來劃分。”在英國、澳大利亞和斯堪的納維亞部分國家，工作類型已超過薪資，成為擇業(yè)時最重要的考量因素。

In another survey conducted by the company, four out of five millennials said they would change jobs for a role with the same pay that offered better training opportunities. Meanwhile, 87 per cent of respondents said they would consider gig economy roles such as contract, temporary and freelance positions for their next job.

在該公司開展的另一項調(diào)查中，在千禧一代中，有五分之四的人表示，如果一份工作薪資一樣高但有更好的培訓機會，他們愿意換工作。與此同時，87%的受訪者表示，他們下次換工作會考慮零工經(jīng)濟(Gig economy)領(lǐng)域的工作，例如合同工、臨時工和自由職業(yè)。