Behind every equity incentive stands a fresh life. To make equity incentive truly effective and effectively promote the development of enterprises, we should view Shandong equity incentive from the perspective of entrepreneurs, enterprise management and employees' needs.

企業(yè)家的角度

Entrepreneur's perspective

企業(yè)家的格局不同，導(dǎo)致企業(yè)家在做股權(quán)激勵(lì)時(shí)訴求不同，企業(yè)家想通過股權(quán)激勵(lì)留人，還是想通過股權(quán)激勵(lì)融錢，企業(yè)家在做股權(quán)激勵(lì)是主動的還是被動的？

The different patterns of entrepreneurs lead to different demands of entrepreneurs when doing equity incentives. Do entrepreneurs want to retain people through equity incentives or finance money through equity incentives? Are entrepreneurs active or passive in doing equity incentives?

主動做股權(quán)激勵(lì)就是企業(yè)家是想通過股權(quán)激勵(lì)和員工一起把企業(yè)做大做強(qiáng)，把企業(yè)做成事業(yè)平臺，實(shí)現(xiàn)企業(yè)家和員工的夢想。

Active equity incentive means that entrepreneurs want to make the enterprise bigger and stronger through equity incentive and employees, make the enterprise a career platform, and realize the dreams of entrepreneurs and employees.

企業(yè)家被動做股權(quán)激勵(lì)的原因是，如果不做股權(quán)激勵(lì)，企業(yè)就留不住核心員工，留不住骨干，因?yàn)楣締T工的流失，就會導(dǎo)致企業(yè)擴(kuò)張受阻，影響企業(yè)的戰(zhàn)略部署；做了股權(quán)激勵(lì)可以建立企業(yè)的防火墻，防止人才被競爭對手挖走。

The reason why entrepreneurs do equity incentive passively is that if they do not do equity incentive, enterprises will not retain core employees and backbone, because the loss of employees will lead to the obstruction of enterprise expansion and affect the strategic deployment of enterprises; Equity incentives can establish a firewall for enterprises to prevent talents from being poached by competitors.

企業(yè)管理角度

Enterprise management perspective

財(cái)務(wù)層面

Financial level

眾所周知，入股員工是有查賬權(quán)的。在企業(yè)中請神容易送神難，如果事先未和員工對公司的財(cái)務(wù)約定清楚，沒有從公司財(cái)務(wù)的實(shí)際情況出發(fā)，則有可能導(dǎo)致后期員工與公司的利益紛爭，還有可能會出現(xiàn)被激勵(lì)的員工以公司財(cái)務(wù)漏洞作為談判，一旦雙方無法達(dá)成共識，公司可能會面臨稅務(wù)風(fēng)險(xiǎn)或者其他的法律風(fēng)險(xiǎn)，這無疑等于大股東引火上身，故關(guān)于對財(cái)務(wù)的約定，要事先盡可能清晰規(guī)范。

As is known to all, the employees who are shareholders have the right to audit accounts. It is easy to ask for help in an enterprise. If the financial agreement of the company is not clear with the employees in advance and the actual situation of the company's finance is not taken into account, it may lead to the conflict of interests between the employees and the company in the later stage, and there may also be the incentive employees to negotiate with the company's financial loopholes. Once the two parties fail to reach an agreement, the company may face tax risks or other legal risks, This is undoubtedly tantamount to the big shareholders getting caught up in the fire, so the financial agreement should be as clear and standardized as possible in advance.

還有就是從員工辭退的角度，每辭退一個(gè)入股對象，需要入股對象到工商局辦理變更手續(xù)，這樣的成本太高也過于繁瑣，一般我們采取的方式的是，在股權(quán)激勵(lì)時(shí)采用股權(quán)代持的方式，這樣更為便捷。

In addition, from the perspective of employee dismissal, every time a shareholder is dismissed, the shareholder needs to go through the change procedures at the Industrial and Commercial Bureau, which is too expensive and too cumbersome. Generally, we adopt the method of equity holding in the equity incentive, which is more convenient.

公司估值是個(gè)技術(shù)活

Company valuation is a technical activity

公司估值是股權(quán)激勵(lì)成敗的關(guān)鍵，所謂的公司估值就是企業(yè)在老板心中值多少錢，在員工心中值多少錢？雙方共同的能夠成交的心理價(jià)位是多少？由此可見公司估值是技術(shù)活。

Company valuation is the key to the success of equity incentive. The so-called company valuation is how much the enterprise is worth in the boss's mind and how much is it worth in the employees' mind? What is the psychological price that both parties can reach? It can be seen that the company's valuation is a technical activity.

對于老板和員工來說，入股的價(jià)格對雙方很敏感，企業(yè)的老板估值低了，老板心疼，老板估值高了，員工不入股，員工估值高了，員工怕吃虧，員工估值低了，又怕老板生氣，所以往往在企業(yè)的估值時(shí)，誰先開口，誰被動，在這種雙方博弈的情況下，雙方都不愿先開口，而雙方不開口，股權(quán)激勵(lì)就進(jìn)行不下去，但股權(quán)激勵(lì)中又繞不開估值。

For the boss and employees, the price of the shares is very sensitive to both sides. The boss's valuation is low, the boss is distressed, the boss's valuation is high, the employees do not participate in the shares, the employee's valuation is high, the employees are afraid of losing, the employee's valuation is low, and the boss is afraid of being angry, so often in the valuation of the enterprise, the first to speak, the second to be passive. In this case of game between the two sides, both sides are unwilling to speak first, and both sides do not speak, Equity incentive can't go on, but valuation can't be separated from equity incentive.

員工需求角度

From the perspective of employee needs

對于基層的員工，重視眼前利益的居多，重視未來長遠(yuǎn)利益的較少。所以，員工在股權(quán)激勵(lì)中，員工往往優(yōu)先考慮的是短期回報(bào)，員工會認(rèn)為收益高，員工就入股，收益低，員工就不入股；其次員工才考慮入股的長期收益。

For the employees at the grass-roots level, most of them pay attention to the immediate interests, and few pay attention to the long-term interests in the future. Therefore, in equity incentive, employees tend to give priority to short-term returns. Employees will think that if the earnings are high, employees will become shareholders. If the earnings are low, employees will not become shareholders; Second, employees consider the long-term benefits of equity.

每一個(gè)公司的效益不同，員工收入不同，家庭情況不同。所以，需要第三方進(jìn)場調(diào)研訪談，摸清楚員工的實(shí)際狀況，根據(jù)實(shí)際情況設(shè)計(jì)激勵(lì)方式，目的是讓員工認(rèn)為入股是劃算的，因?yàn)閱T工往往會從自己的角度考慮自己的利益。

The benefits of each company are different, the income of employees is different, and the family situation is different. Therefore, a third party is required to enter the site for investigation and interview, understand the actual situation of employees, and design incentive methods according to the actual situation. The purpose is to make employees think that it is cost-effective to buy shares, because employees often consider their own interests from their own perspective.

基層和中層的員工對公司的未來保持相對謹(jǐn)慎的態(tài)度，其忠誠度往往低于合伙人或者高層團(tuán)隊(duì)，股權(quán)激勵(lì)不的留人的手段，現(xiàn)在的90后對錢不看重，對于讓他快樂、舒服的工作氛圍可能會超過對錢的渴望，好的股權(quán)激勵(lì)方案要結(jié)合企業(yè)的情況，綜合設(shè)計(jì)。

Grass-root and middle-level employees maintain a relatively cautious attitude towards the future of the company. Their loyalty is often lower than that of partners or senior teams. Equity incentives are not the means of retaining people. The post-90s now do not value money. The work atmosphere that makes them happy and comfortable may exceed their desire for money. A good equity incentive plan should be designed comprehensively in combination with the situation of the enterprise.

股權(quán)激勵(lì)，出發(fā)點(diǎn)在于員工的成長，目的是激發(fā)員工的內(nèi)驅(qū)動力，在員工股權(quán)激勵(lì)策略中，要本著對員工負(fù)責(zé)，設(shè)計(jì)公司合理的薪酬方案、員工職業(yè)生涯規(guī)劃，還要清晰的告訴員工的崗位職責(zé)、績效考核指標(biāo)。這些細(xì)節(jié)是股權(quán)激勵(lì)成敗的重要保證。

The starting point of equity incentive is the growth of employees, and the purpose is to stimulate the internal drive of employees. In the equity incentive strategy of employees, we should be responsible for the employees, design the company's reasonable salary plan, employee career planning, and clearly tell the employees' job responsibilities and performance appraisal indicators. These details are an important guarantee for the success of equity incentive.

綜上所述，員工股權(quán)激勵(lì)不是一紙協(xié)議，它更多是一套方法，要考慮企業(yè)家做股權(quán)激勵(lì)的出發(fā)點(diǎn)，還要考慮在公司的操作層面，員工的層面，只有綜合考慮的股權(quán)激勵(lì)方案，才能夠支持到公司的發(fā)展。更多相關(guān)內(nèi)容就來我們網(wǎng)站http://zhenzhush.com做咨詢！

To sum up, employee equity incentive is not an agreement, it is more a set of methods. We should consider the starting point for entrepreneurs to do equity incentive, and also consider the operation level of the company and the level of employees. Only a comprehensive equity incentive plan can support the development of the company. Come to our website for more relevant content http://zhenzhush.com Consulting!