企業(yè)是動(dòng)態(tài)的、是發(fā)展的，企業(yè)是一個(gè)組織，并不是一個(gè)人，組織應(yīng)該有合理的組織架構(gòu)、完善的管理體系、核心的企業(yè)文化及企業(yè)的戰(zhàn)略發(fā)展規(guī)劃，這些因素都會(huì)影響人才的留用。

Enterprises are dynamic and developing. They are an organization, not a person. Organizations should have a reasonable organizational structure, a sound management system, a core corporate culture, and a strategic development plan, all of which can affect talent retention.

人本來就是有感情的動(dòng)物，感情是人生活中的一部分，有些有能力的人，他必定有些個(gè)性是不能被大多數(shù)人接納的。老板或者說這個(gè)組織有沒有容納的能力和空間，就決定了企業(yè)中是存有不同的員工，還是只存有同一類員工，決定企業(yè)的創(chuàng)新、發(fā)展及是否能走得長遠(yuǎn)。

People are inherently emotional animals, and emotions are a part of human life. Some capable individuals have certain personalities that cannot be accepted by most people. The ability and space of the boss or organization to accommodate it determines whether there are different employees or only the same type of employees in the enterprise, which determines the innovation, development, and long-term prospects of the enterprise.

如果一個(gè)企業(yè)的文化是關(guān)系型的，那對于喜歡靠能力提升、不喜歡關(guān)系的人來說，你給再多的激勵(lì)也留不住。

If a company's culture is relational, for those who prefer to rely on their abilities for improvement but do not like relationships, no amount of motivation you can provide cannot be retained.

如果一個(gè)技術(shù)型的企業(yè)的晉升通道是單一的，一個(gè)技術(shù)能力很強(qiáng)、但不善于與人打交道的人，因能力被提升到部門主管，他會(huì)覺得干著不爽；但如果不提升，他的個(gè)人價(jià)值和待遇也將無法得到提升，那這樣的人勢必會(huì)離開企業(yè)。

If a technology oriented enterprise has a single promotion channel, a person with strong technical skills but not good at dealing with people will feel uncomfortable when promoted to a department head due to their abilities; But if not improved, his personal value and treatment will not be able to be improved, and such a person will inevitably leave the company.

股權(quán)本身是一種權(quán)利，其實(shí)更多的也代表著所有權(quán)，公司就好比我們以前家里的幾畝地，地是我的，我就要把地種好，才有好的收成。但是地可以租，可以賣，可以種了莊稼賣糧食。同理，股權(quán)也可以賣，但是要賣得有價(jià)值，賣得有所得，才能真正發(fā)揮它的作用，才能使股權(quán)產(chǎn)生更大的價(jià)值。

Equity itself is a right, but in fact, it also represents ownership. A company is like a few acres of land in our previous home. The land belongs to me, and I need to plant it well to have a good harvest. But land can be rented, sold, and crops can be planted to sell food. Similarly, equity can also be sold, but it must be sold with value and income in order to truly play its role and generate greater value for equity.

濟(jì)南股權(quán)激勵(lì)對企業(yè)而言，有以下幾個(gè)方面的深遠(yuǎn)意義:留住人才，吸引人才；維持企業(yè)長遠(yuǎn)發(fā)展，提高團(tuán)隊(duì)凝聚力和戰(zhàn)斗力；降低人力成本。

Jinan equity incentives have profound significance for enterprises in the following aspects: retaining and attracting talents; Maintain the long-term development of the enterprise, improve team cohesion and combat effectiveness; Reduce labor costs.

但是這并不意味著股權(quán)激勵(lì)是萬能的，也不是什么病都能治。股權(quán)激勵(lì)的成功與否取決于是否用得對，企業(yè)發(fā)展是否有清晰的目標(biāo)，不光老板自己相信，員工也得相信，還得有堅(jiān)實(shí)的基礎(chǔ)體系做保障，并在此基礎(chǔ)上不斷完善企業(yè)文化，形成以股權(quán)為紐帶、以文化為標(biāo)準(zhǔn)，放棄老板個(gè)人行為，打通合伙人體系，形成有效的公司平臺(tái)。

But this does not mean that equity incentives are omnipotent, and not all diseases can be cured. The success of equity incentives depends on whether they are used correctly and whether the company has clear goals for development. Not only do bosses believe in them, but employees also need to believe in them. A solid foundation system should also be established to ensure the success. Based on this, the company culture should be continuously improved, forming a bond with equity and a standard with culture, abandoning the boss's personal behavior, establishing a partnership system, and forming an effective company platform.

此外我們在利用股權(quán)思維去運(yùn)用股權(quán)的時(shí)候，更多的是將這些權(quán)利進(jìn)行拆分或者組合，使用其中的某一種或者某幾種權(quán)利，通過雙方約定的方式，達(dá)到合伙的目的。更多相關(guān)股權(quán)時(shí)事項(xiàng)就來我們網(wǎng)站http://zhenzhush.com咨詢！

In addition, when we use equity thinking to apply equity, we mostly split or combine these rights, use one or several of them, and achieve the purpose of partnership through mutual agreement. For more related equity related matters, please come to our website http://zhenzhush.com consulting service