摘要
谷歌的超级福利令很多人艳羡，也经常出台惊人之举：谷歌员工如果在职期间死亡，其配偶或伴侣将在未来十年，获得该员工薪水的50％。这项“遗属福利”对所有员工一视同仁。除此之外，配偶还可以获得该员工在公司里的股份。如果他们有孩子，孩子将每月获得1000美元，直至19岁。
When the New Year season comes, there are always people actively show off their benefits in the companies. As out of people’s curiosity and vanity, all kinds of fancy and enviable employee benefits are spread through non-official channel. Although hard to distinguish, desires are nourished. Many companies narrowed their benefits due to the unfavorable environment in 2012. However, those leading enterprises are highlighted as models. Admirable super benefits, such as Google’s ten-year 50% salary to spouse after employee’s death, Tencent’s zero-interest housing loan up to one billion, Alibaba and Haidilao’s education subsidy on children. For those leading companies in employee benefits, what evaluation they have done to support their policy? Why are employees voluntarily tied-up by the soft chain of benefits?
出处
《经理人》
2013年第2期32-35,16,共4页
Manager
