在設(shè)計(jì)科學(xué)的激勵(lì)方案時(shí),要從公司的整體出發(fā),對(duì)激勵(lì)對(duì)象選擇、激勵(lì)總量、績效目標(biāo)、計(jì)劃時(shí)間等要素進(jìn)行綜合考慮，而這些要素都需要與公司的發(fā)展戰(zhàn)略相匹配。山東股章公司為您進(jìn)行詳細(xì)的講解。
When designing a scientific incentive plan, we should start from the company as a whole, and comprehensively consider such factors as the selection of incentive objects, total incentive amount, performance objectives, and planned time, which need to be matched with the company's development strategy. Shandong Guozhang Company will give you a detailed explanation.
戰(zhàn)略業(yè)務(wù)與股權(quán)激勵(lì)的目的
Strategic business and the purpose of equity incentive
經(jīng)過我們多年的實(shí)戰(zhàn)經(jīng)驗(yàn)，可以把公司的戰(zhàn)略發(fā)展落實(shí)到公司不同種類的業(yè)務(wù)模式上來，不同的戰(zhàn)略可以由不同的業(yè)務(wù)模式達(dá)成，而不同的業(yè)務(wù)模式也會(huì)有不同層次的發(fā)展傾向。
After years of practical experience, we can implement the company's strategic development to different types of business models. Different strategies can be achieved by different business models, and different business models will have different levels of development tendencies.
戰(zhàn)略定位與股權(quán)激勵(lì)對(duì)象
Strategic positioning and equity incentive objects
激勵(lì)的實(shí)質(zhì)是肯定人力的價(jià)值,選擇激勵(lì)對(duì)象的本意就是找出兩種崗位上的人:一種是在企業(yè)政策控制和核心流程運(yùn)行中起關(guān)鍵作用的人;另一種則是該員工的業(yè)績好壞和個(gè)人積極性高低能否對(duì)企業(yè)的戰(zhàn)略目標(biāo)的實(shí)現(xiàn)產(chǎn)生影響,關(guān)鍵作用的人是相對(duì)固化的,是我們通常說的高管人員,第二種人隨著企業(yè)戰(zhàn)略導(dǎo)向的變化有很大的變動(dòng)。
The essence of incentive is to affirm the value of human resources. The original intention of selecting incentive objects is to find out the people in two kinds of posts: one is the people who play a key role in enterprise policy control and core process operation; The other is whether the employee's performance and personal enthusiasm can have an impact on the realization of the enterprise's strategic goals. The people who play a key role are relatively fixed, and we usually call them senior executives. The second type of people has great changes with the change of the enterprise's strategic orientation.
戰(zhàn)略目標(biāo)與股權(quán)激勵(lì)約束
Strategic objectives and equity incentive constraints
績效目標(biāo)通常是財(cái)務(wù)性指標(biāo),可以和銷售額、利潤、收益率等進(jìn)行掛鉤,公司通過相關(guān)指標(biāo)設(shè)定目標(biāo)值作為員工績效的硬性規(guī)定,達(dá)到了目標(biāo)后,激勵(lì)對(duì)象才能逐步解鎖,從而獲得收益,這一指標(biāo)通常要與戰(zhàn)略性指標(biāo)掛鉤,原則上以讓激勵(lì)對(duì)象“看得到、聞得到,但又得伸長手跳跳腳才能拿得到為適宜原則。
Performance targets are usually financial indicators, which can be linked to sales, profits, profitability, etc. The company sets target values through relevant indicators as a hard rule for employee performance. Only after the target is reached, can incentive objects gradually unlock, so as to obtain income. This indicator is usually linked to strategic indicators. In principle, it is appropriate to let incentive objects "see and hear, but they have to stretch their hands and feet to get it.".
戰(zhàn)略規(guī)劃與股權(quán)激勵(lì)實(shí)施
Strategic planning and implementation of equity incentive
戰(zhàn)略要落實(shí),僅有單獨(dú)的目標(biāo)是遠(yuǎn)遠(yuǎn)不夠的,還要對(duì)如何實(shí)現(xiàn)目標(biāo)給出具體的發(fā)展方向和時(shí)間進(jìn)程,這在管理中稱作“戰(zhàn)略路徑”和“規(guī)劃進(jìn)程”;同樣的,我們在設(shè)計(jì)一個(gè)股權(quán)激勵(lì)方案時(shí),也要注意激勵(lì)切人的起始時(shí)間、激勵(lì)的周期長短,以及關(guān)鍵節(jié)點(diǎn)與企業(yè)的戰(zhàn)略節(jié)點(diǎn)相配合。
In order to implement the strategy, it is far from enough to have a separate goal. It is also necessary to give specific development direction and time course on how to achieve the goal, which is called "strategic path" and "planning process" in management; Similarly, when designing an equity incentive plan, we should also pay attention to the starting time of the incentive, the length of the incentive cycle, and the coordination of key nodes with the strategic nodes of the enterprise.
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