企業(yè)進(jìn)行股權(quán)激勵(lì)是給誰股權(quán)？對(duì)企業(yè)核心競(jìng)爭(zhēng)力以及構(gòu)成核心競(jìng)爭(zhēng)力環(huán)節(jié)的人力資源的判斷，是我們思考濟(jì)南股權(quán)激勵(lì)方案的基礎(chǔ)。

Who is the equity incentive given to enterprises? The judgment of the core competitiveness of the enterprise and the human resources that constitute the core competitiveness link is the basis for our consideration of Jinan's equity incentive plan.

但企業(yè)對(duì)這一點(diǎn)的認(rèn)識(shí)，往往是不準(zhǔn)確的。有的企業(yè)“評(píng)選”出企業(yè)創(chuàng)業(yè)元老給予股權(quán)，有的僅根據(jù)管理團(tuán)隊(duì)的級(jí)別、員工就職年限來給予股權(quán)。

But the understanding of this point by enterprises is often inaccurate. Some companies' select 'entrepreneurs to give equity, while others only give equity based on the level of the management team and the length of service of employees.

還有的企業(yè)，實(shí)際上是對(duì)一些薪酬已超過行業(yè)標(biāo)準(zhǔn)的高管追加了股權(quán)，沒有和構(gòu)成企業(yè)核心競(jìng)爭(zhēng)力的骨干匹配。

Some companies have actually added equity to some executives whose salaries have exceeded industry standards, without matching the backbone that constitutes the core competitiveness of the enterprise.

例如，某軟件企業(yè)原計(jì)劃給予負(fù)責(zé)軟件銷售的副總裁大量股權(quán)。但經(jīng)過我們的調(diào)查發(fā)現(xiàn)，得益于企業(yè)開發(fā)的軟件在相關(guān)市場(chǎng)上的強(qiáng)勢(shì)地位，負(fù)責(zé)銷售的副總裁其實(shí)已經(jīng)獲得超過同行的薪酬和獎(jiǎng)金收入。

For example, a software company originally planned to give a large amount of equity to the vice president in charge of software sales. But after our investigation, we found that thanks to the strong position of software developed by enterprises in Relevant market, the vice president in charge of sales has actually received more salary and bonus income than peers.

而真正軟件研發(fā)核心人員的薪酬水平卻落后于同行，如果不進(jìn)行股權(quán)激勵(lì)，就存在著人才流失的嚴(yán)重隱患。

However, the salary level of core software R&D personnel lags behind that of their peers. Without equity incentives, there is a serious risk of talent loss.

其次，企業(yè)應(yīng)該預(yù)留一定的股權(quán)激勵(lì)空間。

Secondly, enterprises should reserve a certain amount of equity incentive space.

在對(duì)企業(yè)現(xiàn)有管理團(tuán)隊(duì)進(jìn)行評(píng)價(jià)時(shí)，有可能發(fā)現(xiàn)企業(yè)存在人才短板。這涉及到引入新團(tuán)隊(duì)成員，以及現(xiàn)有團(tuán)隊(duì)是否需要替換的問題。

When evaluating the existing management team of the enterprise, it is possible to discover talent weaknesses. This involves the introduction of new team members and the issue of whether existing teams need to be replaced.

例如，一家電氣設(shè)備企業(yè)完成股權(quán)激勵(lì)后，市場(chǎng)發(fā)生轉(zhuǎn)變，才發(fā)現(xiàn)自身銷售能力不足，需要引入更加優(yōu)良的銷售人才，但此時(shí)企業(yè)股權(quán)激勵(lì)空間已經(jīng)接近用盡（涉及大股東的控股地位問題），困難重重。

For example, after an electrical equipment company completes equity incentives, the market undergoes a transformation, only to discover its insufficient sales ability and the need to introduce more excellent sales talents. However, at this time, the company's equity incentive space is nearing exhaustion (involving the issue of controlling status of major shareholders), and there are many difficulties.

企業(yè)在進(jìn)入上市軌道后，對(duì)規(guī)范企業(yè)治理需要引入的運(yùn)營(yíng)總監(jiān)、財(cái)務(wù)總監(jiān)、董事會(huì)秘書等人才，也要預(yù)留股權(quán)激勵(lì)空間。

After entering the listing track, enterprises should also reserve equity incentive space for the introduction of talents such as the Chief Operating Officer, Chief Financial Officer, and Board Secretary who need to regulate corporate governance.

企業(yè)戰(zhàn)略邊界劃分也是一個(gè)重要考慮因素。企業(yè)未來發(fā)展要重點(diǎn)進(jìn)入的領(lǐng)域，往往是需要進(jìn)行人才激勵(lì)的領(lǐng)域，需要在股權(quán)激勵(lì)設(shè)計(jì)時(shí)預(yù)留開放性的空間。更多相關(guān)股權(quán)激勵(lì)的事項(xiàng)就來我們網(wǎng)站http://zhenzhush.com咨詢看看吧!

The division of enterprise strategic boundaries is also an important consideration. The areas that enterprises need to focus on in their future development often require talent incentives, and open space needs to be reserved in the design of equity incentives. For more information on equity incentives, please visit our website http://zhenzhush.com Consult and take a look!