為從根源上解決激勵機制缺乏公平性和競爭性，沒有長期留人手段等問題，在實施股權(quán)激勵前，我們一定要對公司的治理結(jié)構(gòu)、所處的發(fā)展階段、戰(zhàn)略規(guī)劃、企業(yè)文化、薪酬結(jié)構(gòu)、考核方式等方面進行全面深入分析，并在此基礎(chǔ)上去設(shè)計系統(tǒng)的股權(quán)激勵方案。

To address the root cause of the lack of fairness and competitiveness in incentive mechanisms, as well as the lack of long-term retention methods, before implementing equity incentives, we must conduct a comprehensive and in-depth analysis of the company's governance structure, development stage, strategic planning, corporate culture, salary structure, assessment methods, and other aspects, and design a systematic equity incentive plan based on this.

1

one

確定激勵對象范圍

Determine the scope of incentive targets

山東股權(quán)激勵的對象應(yīng)是在公司具有戰(zhàn)略價值的核心人才，核心人才是指擁有關(guān)鍵技術(shù)、關(guān)鍵資源或支撐企業(yè)核心能力、掌握核心業(yè)務(wù)的人員。

The target of equity incentives should be core talents with strategic value in the company. Core talents refer to personnel who possess key technologies, resources, or support the core capabilities of the enterprise, and master core business.

公司在激勵對象選擇層面需要把握寧缺毋濫的原則，對少數(shù)重點關(guān)鍵人才進行激勵。公司核心人才一般包括高管、技術(shù)類核心人才、營銷類人才等。

The company needs to adhere to the principle of preferring scarcity over abuse in selecting incentive targets and incentivize a few key talents. The core talents of a company generally include executives, technical core talents, marketing talents, etc.

核心人才的評估：利用企業(yè)人才模型，從人員的崗位價值、素質(zhì)能力水平和對公司的歷史貢獻三個角度進行評估。

Evaluation of core talents: Using the enterprise talent model, evaluate personnel from three perspectives: job value, quality and ability level, and historical contribution to the company.

具體到評估工具可用“打分制”進行數(shù)量化衡量，擬定分數(shù)標準，人才價值分數(shù)得分高于該分數(shù)標準的人員可以進入股權(quán)激勵計劃，成為激勵對象。

Specifically, the evaluation tool can be quantitatively measured using a "scoring system", and a score standard can be established. Personnel with talent value scores higher than this score standard can enter the equity incentive plan and become incentive targets.

2

two

綜合確定激勵力度

Comprehensive determination of incentive intensity

激勵人還是激勵人所在的崗位？我們以為，解答“對人還是對崗”這個難題，需要上升到企業(yè)的發(fā)展階段，及面臨的管理主題這個層面來考察。

Motivator or the position where the motivator is located? We believe that answering the difficult question of "whether it's for people or for the job" requires an examination at the level of the development stage of the enterprise and the management themes it faces.

對于處在成長期的企業(yè)來說，其業(yè)務(wù)模式尚不固定，兼崗、輪崗現(xiàn)象非常普遍，很難用一個固化的崗位說明書來界定員工的工作內(nèi)容。

For companies in the growth stage, their business models are not yet fixed, and the phenomenon of part-time and rotating positions is very common. It is difficult to define employees' job responsibilities with a fixed job description.

在這種情況下，崗位價值不應(yīng)該成為確定股權(quán)激勵力度的依據(jù)。

In this situation, the value of the position should not be the basis for determining the strength of equity incentives.

對于處在成熟期的企業(yè)來說，其業(yè)務(wù)模式趨于固化，員工的能力發(fā)揮在很大程度上取決于其所在的崗位，“統(tǒng)一、規(guī)范、有序”成為企業(yè)的管理主題。

For mature enterprises, their business models tend to solidify, and the ability of employees largely depends on their positions. "Unification, standardization, and order" has become the management theme of the enterprise.

此時，進行基于崗位價值的評估對于確定股權(quán)激勵力度來說非常重要。

At this point, conducting an evaluation based on job value is crucial for determining the strength of equity incentives.

無論對人激勵還是對崗激勵，固化激勵額度的作法都是不妥當?shù)?。為此，我們需要引入股?quán)激勵的考核機制，并且將考核分為公司績效、部門績效（或項目績效）、個人績效三個層面。

It is not appropriate to solidify the incentive amount, whether it is for personal or job incentives. To achieve this, we need to introduce an equity incentive assessment mechanism and divide the assessment into three levels: company performance, department performance (or project performance), and individual performance.

對于層面比較高的員工，強化對公司績效的考核；對于層面稍低的員工，強化對個人績效的考核。根據(jù)考核成績等級，按考核等級確定終激勵額度，依次為對應(yīng)倍數(shù)。

Strengthen the assessment of company performance for employees with higher levels of expertise; For employees with slightly lower levels, strengthen the assessment of personal performance. According to the assessment score level, the final incentive amount is determined based on the assessment level, which is the corresponding multiple in sequence.

此外激勵效果不僅取決于激勵總額，還取決于激勵方式。確定激勵方式，應(yīng)綜合考慮員工的人力資本附加值、敬業(yè)度、員工出資意愿等方面。更多相關(guān)股權(quán)事項，歡迎隨時來我們網(wǎng)站http://zhenzhush.com進行咨詢！

In addition, the incentive effect not only depends on the total incentive amount, but also on the incentive method. To determine the incentive method, comprehensive consideration should be given to employees' added value of human capital, dedication, and willingness to contribute. For more equity related matters, please feel free to visit our website at any time http://zhenzhush.com Consulting!