对许多员工来说，很难对公司产生归属感，尤其是在沃尔玛（Walmart）这样的大型企业。但在2024年，沃尔玛美国首席执行官约翰・弗纳（John Furner）祭出了一项重磅举措，以确保明星经理们感受到公司的重视——将他们的年薪提高到62万美元以上。
弗纳在4月份的一个零售与消费行业会议上表示：“我们去年的做法，是让经理们有当家作主的感觉，这包括让他们持股，这对他们看待公司盈亏的方式产生了积极影响。”
疫情期间，这家市值8万亿美元的零售巨头一直在应对员工流失率和经理短缺的问题。为提振士气、留住人才，它于今年1月采取了一项大胆举措，为业绩顶尖的区域门店经理大幅加薪，将他们的总薪酬提高到42万至62万美元之间。
他们的平均基本工资从13万美元提高到16万美元，其余约50万美元的薪酬则由大量的股票赠予和年度奖金构成。
沃尔玛发言人安妮・哈特菲尔德（Anne Hatfield）今年早些时候告诉《财富》：“这是我们针对员工的最新薪酬投资。这是一段长达数年的历程，我们从2015年就开始了时薪上调计划。”
该政策生效时，沃尔玛在美国拥有超过4000名门店经理（以及约150万名员工）。这笔支出不仅慷慨——更是一场对企业文化的精心押注。
到目前为止，这场押注是成功的。2024年，沃尔玛登顶《财富》美国500强榜单，不仅去年入选《财富》最适宜工作的公司榜单，2025年也再次上榜。沃尔玛表示，过去十年其小时工的保留率也提高了10%。哈佛商学院（Harvard Business School）的一项研究将于今年秋季发表，将揭示该公司通过提高经理薪水和最低工资所取得的成功。
拥有150万之众的员工队伍，要让每个人都满意并非易事，但沃尔玛直指问题的核心：真金白银。
加薪对提升员工满意度和保留率至关重要
老板们或许会抛出“无限带薪休假”和豪华办公设施等承诺，但大多数员工真正想要的是更多的钱。
根据BambooHR公司2024年的一份报告，约73%的员工会为了更高的薪水而考虑离开现在的雇主。钱能说话，但有40%的员工在过去一年中没有获得加薪。
薪资缩水和加薪放缓让员工们忍无可忍。随着食品价格持续飙升和生活成本危机持续，现在比以往任何时候都有更多的人会被更高的薪水所打动。
BambooHR公司人力资源业务合作伙伴总监凯尔西・塔尔普（Kelsey Tarp）表示：“在薪酬上犯错，其代价日后很容易成倍显现。”
“当雇主需要去市场上招揽人才时，他们可能会发现薪资标准不足以吸引所需人才；还需要解决工资压缩的问题——从长远来看，所有这些都会代价更高。”
那些砸钱改善企业文化的雇主
一些雇主已经意识到了这一点。当Cameo希望员工回到其芝加哥总部办公时，公司为每周到办公室工作四天的员工提供了1万美元奖金，而不是将强制命令强加给他们。
劳斯莱斯近年来实现了非凡的业务扭转后，向员工发放了价值近3900万美元的股票。它希望通过奖励那些促成成功的员工，将成功回馈给他们。每位员工获得了150股公司股票，价值略高于900美元。
首席执行官图凡・埃尔金比尔吉奇（Tufan Erginbilgiç）在给员工的内部备忘录中表示：“我们希望认可各位对我们未来成功的贡献，并奖励各位将在其中扮演的角色。”
即使当公司陷入困境时，他们也会把加薪当作最后一搏来试图扭转局面。当德国数千名大众汽车员工因减薪和工厂关闭而罢工时，这家汽车制造商向其田纳西州工厂的工人提供了四年内加薪14%的方案。
在埃克森美孚（Exxon Mobil）员工经历了薪资冻结、暂停401(k)养老金匹配和激烈裁员的艰难时期后，这家石油巨头改变了态度。员工平均获得了9%的加薪，超过了通胀水平——一些获得晋升的顶尖员工加薪幅度在15%到25%之间。
埃克森美孚发言人埃米・冯・沃尔特（Amy Von Walter）表示：“我们公司的业绩反映了员工的辛勤工作、奉献和毅力。我们为团队在充满不确定性和重大变革的时期所交付的卓越业务成果感到无比自豪。”（*）
译者：朴成奎
对许多员工来说，很难对公司产生归属感，尤其是在沃尔玛（Walmart）这样的大型企业。但在2024年，沃尔玛美国首席执行官约翰・弗纳（John Furner）祭出了一项重磅举措，以确保明星经理们感受到公司的重视——将他们的年薪提高到62万美元以上。
弗纳在4月份的一个零售与消费行业会议上表示：“我们去年的做法，是让经理们有当家作主的感觉，这包括让他们持股，这对他们看待公司盈亏的方式产生了积极影响。”
疫情期间，这家市值8万亿美元的零售巨头一直在应对员工流失率和经理短缺的问题。为提振士气、留住人才，它于今年1月采取了一项大胆举措，为业绩顶尖的区域门店经理大幅加薪，将他们的总薪酬提高到42万至62万美元之间。
他们的平均基本工资从13万美元提高到16万美元，其余约50万美元的薪酬则由大量的股票赠予和年度奖金构成。
沃尔玛发言人安妮・哈特菲尔德（Anne Hatfield）今年早些时候告诉《财富》：“这是我们针对员工的最新薪酬投资。这是一段长达数年的历程，我们从2015年就开始了时薪上调计划。”
该政策生效时，沃尔玛在美国拥有超过4000名门店经理（以及约150万名员工）。这笔支出不仅慷慨——更是一场对企业文化的精心押注。
到目前为止，这场押注是成功的。2024年，沃尔玛登顶《财富》美国500强榜单，不仅去年入选《财富》最适宜工作的公司榜单，2025年也再次上榜。沃尔玛表示，过去十年其小时工的保留率也提高了10%。哈佛商学院（Harvard Business School）的一项研究将于今年秋季发表，将揭示该公司通过提高经理薪水和最低工资所取得的成功。
拥有150万之众的员工队伍，要让每个人都满意并非易事，但沃尔玛直指问题的核心：真金白银。
加薪对提升员工满意度和保留率至关重要
老板们或许会抛出“无限带薪休假”和豪华办公设施等承诺，但大多数员工真正想要的是更多的钱。
根据BambooHR公司2024年的一份报告，约73%的员工会为了更高的薪水而考虑离开现在的雇主。钱能说话，但有40%的员工在过去一年中没有获得加薪。
薪资缩水和加薪放缓让员工们忍无可忍。随着食品价格持续飙升和生活成本危机持续，现在比以往任何时候都有更多的人会被更高的薪水所打动。
BambooHR公司人力资源业务合作伙伴总监凯尔西・塔尔普（Kelsey Tarp）表示：“在薪酬上犯错，其代价日后很容易成倍显现。”
“当雇主需要去市场上招揽人才时，他们可能会发现薪资标准不足以吸引所需人才；还需要解决工资压缩的问题——从长远来看，所有这些都会代价更高。”
那些砸钱改善企业文化的雇主
一些雇主已经意识到了这一点。当Cameo希望员工回到其芝加哥总部办公时，公司为每周到办公室工作四天的员工提供了1万美元奖金，而不是将强制命令强加给他们。
劳斯莱斯近年来实现了非凡的业务扭转后，向员工发放了价值近3900万美元的股票。它希望通过奖励那些促成成功的员工，将成功回馈给他们。每位员工获得了150股公司股票，价值略高于900美元。
首席执行官图凡・埃尔金比尔吉奇（Tufan Erginbilgiç）在给员工的内部备忘录中表示：“我们希望认可各位对我们未来成功的贡献，并奖励各位将在其中扮演的角色。”
即使当公司陷入困境时，他们也会把加薪当作最后一搏来试图扭转局面。当德国数千名大众汽车员工因减薪和工厂关闭而罢工时，这家汽车制造商向其田纳西州工厂的工人提供了四年内加薪14%的方案。
在埃克森美孚（Exxon Mobil）员工经历了薪资冻结、暂停401(k)养老金匹配和激烈裁员的艰难时期后，这家石油巨头改变了态度。员工平均获得了9%的加薪，超过了通胀水平——一些获得晋升的顶尖员工加薪幅度在15%到25%之间。
埃克森美孚发言人埃米・冯・沃尔特（Amy Von Walter）表示：“我们公司的业绩反映了员工的辛勤工作、奉献和毅力。我们为团队在充满不确定性和重大变革的时期所交付的卓越业务成果感到无比自豪。”（*）
译者：朴成奎
For many employees, it can be hard to feel connected to their company, especially at huge corporations like Walmart. But in 2024, Walmart U.S. CEO John Furner pulled out the big guns to ensure star managers feel the love—by paying them upwards of $620,000 per year.
“What we did last year was make managers feel like owners,” Furner said at a retail and consumer conference in April. “This includes shareholding, which has positively impacted their approach to the company's profits and losses.”
In a bold move to boost morale and retention after fighting turnover and manager shortages during the pandemic, the $800 billion retail giant gave its top-performing regional store managers a serious payday in January—raising their total compensation to between $420,000 and $620,000.
Their average base pay was hiked from $130,000 to $160,000, with the rest of the roughly half-a-million dollar salary made up of hefty stock grants and annual bonuses.
“This is the latest wage investment in our people,” Walmart spokesperson Anne Hatfield told Fortune earlier this year. “This has been a yearslong journey with increases in hourly pay that started in 2015.”
With more than 4,000 store managers across the U.S. (and around 1.5 million workers) when the policy went into effect, the payout wasn't just generous—it was a calculated bet on culture.
And that bet has been working so far. In 2024, Walmart claimed the top spot on the Fortune 500—and landed on the Fortune Best Companies to Work Forlist not just last year, but again in 2025. Walmart said it has also improved its hourly worker retention rate by 10% over the past decade. And a Harvard Business School study, set to publish this fall, will unveil the business's success from raising manager and minimum-wage salaries.
With a 1.5-million-strong workforce, it's not easy to keep everyone happy, but Walmart went straight to the source: cold, hard cash.
Pay raises are essential for employee satisfaction and retention
Bosses may sling around promises of “unlimited PTO” and swanky office amenities, but it's more money that most workers really want.
About 73% of workers would consider leaving their employer for a higher paycheck, according to a 2024 report from BambooHR Money talks, yet 40% of employees haven't received a pay bump in the past year.
Salary deflation and a slowdown in pay raises have been driving staffers up the wall. As grocery prices continue to soar and the cost-of-living crisis persists, many would be swayed by more money, now more than ever.
“The cost of getting compensation wrong is easily realized in multiples later,” said Kelsey Tarp, director of HR business partners at BambooHR.
“When employers need to go to market for talent, they might find the salary ranges to be inadequate to attract the talent that is needed; there is wage compression to address—all of which will be more costly in the long run.”
The employers paying up to improve company culture
Some employers have already caught on. When Cameo wanted workers back at its Chicago headquarters, the company offered $10,000 bonuses for going into the office four days a week, rather than shoving a mandate in their face.
After Rolls-Royce pulled an extraordinary business turnaround in recent years, it handed out nearly $39 million in shares to employees. It wanted to pay its success forward, by rewarding the people who made it happen. Each staffer got 150 company shares each, worth a little over $900.
“We want to recognize your contribution to our future success and reward you for the role you will play in it,” CEO Tufan Erginbilgiç said in an internal memo to employees.
Even when companies are hitting a wall, they turn to pay hikes as a Hail Mary to try to turn things around. When thousands of Volkswagen employees in Germany were striking over pay cuts and factory closures, the car manufacturer offered its Tennessee plant workers a 14% pay raise over four years.
After Exxon Mobil employees faced a tough era of salary freezes, 401(k) match suspension, and intense layoffs, the oil giant changed its tune. On average workers received a pay hike of 9%, above inflationary levels—with some top performers who got promoted seeing raises between 15% and 25%.
“Our company performance reflects the hard work, commitment, and perseverance of our employees,” Exxon spokeswoman Amy Von Walter said. “We take great pride in the exceptional business results our teams delivered despite it being a time of uncertainty and significant change.”