經(jīng)常有老板問:我想把股份給員工，但擔(dān)心員工拿到股份經(jīng)常有老板問我:我想把股份給員工，但擔(dān)心員工拿到股份后，以老板自居，不好好干活;又擔(dān)心員工走了，股份收不回來。后，以老板自居，不好好干活；又擔(dān)心員工走了，股份收不回來。其實(shí)，對于這個問題有一個很好的解決辦法:限制性股權(quán)。濟(jì)南股權(quán)架構(gòu)設(shè)計(jì)公司為您講解一番。

The boss often asks me: I want to give shares to employees, but I'm worried that employees will get shares. The boss often asks me: I want to give shares to employees, but I'm worried that after employees get shares, they will pretend to be the boss and not work hard; I am worried that the employees will leave and the shares will not be recovered. After that, he regarded himself as the boss and didn't work hard; I am worried that the employees will leave and the shares will not be recovered. In fact, there is a good solution to this problem: restricted equity. Jinan Equity Structure Design Company will explain to you.

顧名思義，即員工拿到的是真實(shí)的股權(quán)，同時又限制性股權(quán)，顧名思義，即員工拿到的是真實(shí)的股權(quán)，同時又受到一定的限制，在約定條件下，股權(quán)要退給企業(yè)或者股東。一般受到一定的限制，在約定條件下，股權(quán)要退給企業(yè)或者股東。一般會約定員工全職為企業(yè)工作一定的期限，如4年。如果員工的工作會約定員工全職為企業(yè)工作一定的期限，如4年。如果員工的工作年限沒有達(dá)到約定的期限，就要把股權(quán)退回來。

As the name implies, employees get real equity and restricted equity at the same time. As the name implies, employees get real equity and are subject to certain restrictions. Under agreed conditions, the equity should be returned to the enterprise or shareholders. Generally, there are certain restrictions. Under the agreed conditions, the equity shall be returned to the enterprise or shareholders. Generally, employees will work full-time for a certain period of time, such as 4 years. If the employee's work will agree that the employee will work full-time for the enterprise for a certain period of time, such as 4 years. If the employee's working life does not reach the agreed time limit, he/she shall return his/her equity.

年限沒有達(dá)到約定的期限，就要把股權(quán)退回來。員工退還股權(quán)分以下幾種情形員工退還股權(quán)分以下幾種情形：一種，員工主動辭職的，全部退股給公司。

If the term does not reach the agreed time limit, the equity will be returned. The return of equity by employees can be divided into the following situations: one is that if the employee resigns voluntarily, all shares will be returned to the company.

一種，員工主動辭職的，全部退股給公司。二種，員工生病或意外導(dǎo)致失去勞動能力，二種，員工生病或意外導(dǎo)致失去勞動能力，本著人道主義精本著人道主義精神，員工已經(jīng)提供的服務(wù)、已經(jīng)拿到的股權(quán)要給員工，沒有完成的神，員工已經(jīng)提供的服務(wù)、已經(jīng)拿到的股權(quán)要給員工，沒有完成的服務(wù)期限對應(yīng)的股權(quán)，繼續(xù)給到員I或以合適的價格回購員工這部服務(wù)期限對應(yīng)的股權(quán)，繼續(xù)給到員I或以合適的價格回購員工這部分股權(quán)。

One is that if the employee resigns voluntarily, all shares will be withdrawn to the company. The second is the loss of labor ability caused by illness or accident. The second is the loss of labor ability caused by illness or accident. In the spirit of humanitarianism and humanitarianism, the services that employees have provided and the equity that they have obtained should be given to employees. The unfinished god, the services that employees have provided and the equity that they have obtained should be given to employees, and the equity corresponding to the unfinished service period, Continue to give the employee I or repurchase the employee's equity corresponding to the service period at an appropriate price, and continue to give the employee I or repurchase the employee's equity at an appropriate price.

三種，在下列特定情形下，解雇辭退員工時，員工需全部退三種，在下列特定情形下，解雇辭退員工時，員工需全部退股給公司:激勵對象犯罪，或者有其他重大的違反刑事或者行政法股給公司:激勵對象犯罪，或者有其他重大的違反刑事或者行政法規(guī)的行為遭到處罰

Three types. In the following specific circumstances, when dismissing employees, the employees need to be all dismissed. In the following specific circumstances, when dismissing employees, the employees need to all withdraw their shares to the company: the incentive object commits a crime, or has other major violations of criminal or administrative laws and shares to the company: the incentive object commits a crime, or has other major violations of criminal or administrative laws and regulations are punished

嚴(yán)重違反公司的規(guī)章制度，如違反公司的保密制度，泄露公司商業(yè)秘密；違反和公司之間的競業(yè)禁止義務(wù)；員工和公司約定的其他情形。

Seriously violate the company's rules and regulations, such as violating the company's confidentiality system and disclosing the company's business secrets; Violate the non-compete obligation between the company and the company; Other situations agreed by employees and the company.

需要注意的是，員工退還股權(quán)在實(shí)踐中容易產(chǎn)生爭議，因此應(yīng)當(dāng)提前將上述特定情形加以明確規(guī)定。

It should be noted that the return of equity by employees is prone to dispute in practice, so the above specific circumstances should be clearly defined in advance.

對于限制性條件的設(shè)置問題，企業(yè)在制定規(guī)則時，也要考慮到員工的理解和接受程度，做到相對公允。發(fā)生前面幾種情況，企業(yè)要約定股權(quán)收回的細(xì)則。另外，除了否定性的股權(quán)收回規(guī)則，還應(yīng)當(dāng)有肯定性的股權(quán)授予規(guī)則，如員工在公司要全職工作滿一定年限、員工的工作表現(xiàn)、員工對公司的貢獻(xiàn)大小或者是達(dá)到預(yù)期的考核標(biāo)準(zhǔn)等。這種制度性的安排定要提前設(shè)置，規(guī)則正如約束孫悟空頭的“緊箍咒”，沒有規(guī)則，對員工就沒有約束力。

As for the setting of restrictive conditions, enterprises should also consider the understanding and acceptance of employees when formulating rules, so as to be relatively fair. In case of the above situations, the enterprise shall agree on the detailed rules for equity recovery. In addition, in addition to the negative equity withdrawal rules, there should also be positive equity grant rules, such as employees who have to work full-time in the company for a certain number of years, their work performance, their contribution to the company or the expected assessment standards. This institutional arrangement must be set up in advance. The rules are like the "tightening curse" that binds Sun Wukong's head. Without rules, there is no binding force on employees.

限制性股權(quán)是實(shí)在的股權(quán)，只不過在某些情況下，有可能讓激勵對象退回來部分或者全部的股權(quán)。限制性股權(quán)的對象，通常是公司服重變，服核心的一些人員，對公同的創(chuàng)始團(tuán)隊(duì)成員，可以采用限制性股權(quán)。更多相關(guān)內(nèi)容就來我們網(wǎng)站http://zhenzhush.com咨詢吧！

Restricted equity is real equity, but in some cases, it is possible for the incentive object to return some or all of its equity. The object of restricted equity is usually the company's core personnel, and the founding team members of the company can use restricted equity. Come to our website for more relevant content http://zhenzhush.com Ask!