股權(quán)激勵(lì)是企業(yè)為了激勵(lì)和留住核心人才，而推行的一種長(zhǎng)期激勵(lì)機(jī)制,，是目前企業(yè)最常用的激勵(lì)員工的方法之一,。股權(quán)激勵(lì)主要是通過(guò)附條件給予員工部分股東權(quán)益，使其具有主人翁意識(shí),，從而與企業(yè)形成利益共同體,，促進(jìn)企業(yè)與員工共同成長(zhǎng)，從而幫助企業(yè)實(shí)現(xiàn)穩(wěn)定發(fā)展的長(zhǎng)期目標(biāo),，助力企業(yè)實(shí)現(xiàn)業(yè)績(jī)和利潤(rùn)的雙重增長(zhǎng),，而且這種增長(zhǎng)不是“雞血式”短期增長(zhǎng),，而是一種成功率極高、持續(xù)穩(wěn)定的,、有復(fù)利效應(yīng)的增長(zhǎng),。

　　Equity incentive is a long-term incentive mechanism implemented by enterprises to motivate and retain core talents, and is currently one of the most commonly used methods to motivate employees. Equity incentives mainly provide employees with partial shareholder rights by attaching conditions, making them have a sense of ownership, thus forming a community of shared interests with the enterprise, promoting the common growth of the enterprise and employees, and helping the enterprise achieve long-term goals of stable development, helping the enterprise achieve dual growth of performance and profit. Moreover, this growth is not a "chicken blood" short-term growth, but a highly successful, sustained and stable growth with compound interest effect.

　　然而，在實(shí)施過(guò)程中,，很多企業(yè)家往往會(huì)犯一個(gè)常見的錯(cuò)誤：直接將股權(quán)送給員工,，而不要求他們出資購(gòu)買。這種做法看似慷慨,，實(shí)則可能會(huì)帶來(lái)一系列問題,。

　　However, in the implementation process, many entrepreneurs often make a common mistake: directly giving equity to employees without requiring them to invest in purchasing it. This approach may seem generous, but it may actually bring a series of problems.

　　｜股權(quán)激勵(lì)要不要讓員工出錢,？

　　Should employees be required to pay for equity incentives?

　　做股權(quán)激勵(lì)原則上說(shuō)讓員工能買就一定要買,。許多企業(yè)家可能會(huì)這樣想：“這個(gè)高管跟了我十幾年了，我應(yīng)該給他8%或10%的股權(quán),。”然后就直接將股權(quán)贈(zèng)送給員工,。這種做法可能存在以下問題：（1）降低股權(quán)價(jià)值感知任何白送的東西,，往往不被珍惜。股權(quán)激勵(lì)本應(yīng)是一種稀缺品,，而不是隨意可得的贈(zèng)品,。如果將其變成贈(zèng)送品，會(huì)導(dǎo)致激勵(lì)對(duì)象不夠重視這份股權(quán),。

　　The principle of equity incentives is that if employees can buy, they must buy. Many entrepreneurs may think, 'This executive has been with me for over a decade, so I should give him 8% or 10% equity.' Then they will directly give the equity to their employees. This approach may have the following issues: (1) Reducing the perception of equity value. Anything given for nothing is often not cherished. Equity incentives should have been a scarce commodity, not a freely available gift. If it is turned into a gift, it will lead to the incentive object not valuing this equity enough.

　?。?）缺乏激勵(lì)效果沒有付出就獲得的東西，難以激發(fā)人的珍惜之情和責(zé)任感,。這就像街頭免費(fèi)派發(fā)的禮品,，即使接下了，很多人也會(huì)因?yàn)楦鞣N理由而隨意處置,。（3）無(wú)法區(qū)分忠誠(chéng)度直接贈(zèng)送股權(quán),，無(wú)法區(qū)分哪些員工是真正認(rèn)同公司發(fā)展前景的，哪些只是被動(dòng)接受的,。這不利于公司識(shí)別和培養(yǎng)真正的核心人才,。

　　(2) What is gained without giving and lacks motivational effects is difficult to stimulate people's appreciation and sense of responsibility. This is like a free gift distributed on the street, even if accepted, many people will dispose of it at will for various reasons. (3) It is impossible to distinguish loyalty by directly giving equity, and it is impossible to distinguish which employees truly identify with the company's development prospects and which are only passively accepted. This is not conducive to the company identifying and cultivating true core talents.

　　相比之下，要求員工出資購(gòu)買股權(quán)有以下優(yōu)勢(shì)：（1）提高重視程度正如付費(fèi)的課程往往會(huì)讓學(xué)員更加認(rèn)真聽講一樣,，需要付出代價(jià)獲得的股權(quán)會(huì)讓員工更加珍惜,。他們會(huì)更加關(guān)注公司的發(fā)展，因?yàn)檫@直接關(guān)系到他們的個(gè)人利益,。（2） 篩選真正有信心的員工愿意掏錢購(gòu)買公司股權(quán)的員工,，往往是對(duì)公司和管理層最有信心的,。這有助于公司識(shí)別真正的核心人才。

　　In contrast, requiring employees to invest in purchasing equity has the following advantages: (1) increasing the level of attention. Just as paid courses often make students listen more attentively, the equity obtained at a cost will make employees cherish it more. They will pay more attention to the development of the company, as it directly affects their personal interests. (2) Selecting employees who are truly confident and willing to spend money to purchase company equity is often the most confident in the company and management. This helps the company identify its true core talents.

　?。?）增強(qiáng)責(zé)任感出資購(gòu)買股權(quán)的員工會(huì)更有主人翁意識(shí),，因?yàn)樗麄円渤袚?dān)了風(fēng)險(xiǎn)。這種責(zé)任感會(huì)促使他們更加努力工作,，為公司創(chuàng)造更大價(jià)值,。（4）強(qiáng)化團(tuán)隊(duì)凝聚力共同出資購(gòu)買股權(quán)的員工們，會(huì)形成一種"利益共同體"的意識(shí),，有助于增強(qiáng)團(tuán)隊(duì)凝聚力,。

　　(3) Employees who increase their sense of responsibility and invest in purchasing equity will have a stronger sense of ownership because they also take on risks. This sense of responsibility will motivate them to work harder and create greater value for the company. (4) Strengthening team cohesion, employees who jointly invest in purchasing equity will form a sense of "community of interests", which helps to enhance team cohesion.

　　｜如何讓員工愿意花錢入股,？

　　How to make employees willing to invest money?

　　此前,，我們?cè)?jīng)分享過(guò)想要獲取股權(quán)的員工主要有兩類需求：一類員工比較追求安全感，希望股權(quán)能迅速變現(xiàn),，讓自己賺到錢,。對(duì)于這類員工，我們可以給他配一部分有機(jī)會(huì)變現(xiàn)的股權(quán),；另一類員工則是希望通過(guò)股權(quán)獲得更高的收益,，而高收益自然就伴隨高風(fēng)險(xiǎn)，對(duì)于這類員工,，我們可以給他配一部分綁定比較久但是未來(lái)會(huì)有高價(jià)值,、高回報(bào)率的股權(quán)。

　　Previously, we have shared that employees who want to acquire equity mainly have two types of needs: one type of employee pursues a sense of security and hopes that the equity can be quickly realized to make money. For such employees, we can provide them with a portion of equity that has the opportunity to be monetized; Another type of employee hopes to obtain higher returns through equity, and high returns naturally come with high risks. For these employees, we can provide them with a portion of equity that has been bound for a long time but will have high value and high return in the future.

　　公司可以通過(guò)推出不同種類的期權(quán),，來(lái)滿足不同員工的需求,。那么，在給員工股權(quán)的時(shí)候,，我們到底要不要員工出錢買呢,？其實(shí)這個(gè)問題的答案很簡(jiǎn)單，如果我們要讓員工花錢,，那么就要告訴他花得值,；如果要讓他不出錢，那么他就要接受未來(lái)可能收益會(huì)比較小的結(jié)果,。

　　The company can meet the needs of different employees by offering different types of options. So, when giving employees equity, should we ask them to pay for it? The answer to this question is actually very simple. If we want employees to spend money, we need to tell them that it's worth it; If we want him not to pay, then he has to accept the possibility of smaller future returns.

　　但是話說(shuō)回來(lái),，相信作為老板，我們肯定是都非常相信自己的公司會(huì)有很光明的前景,，很認(rèn)可公司股權(quán)的價(jià)值,，因此，我們多數(shù)也是希望員工可以出點(diǎn)錢購(gòu)買股權(quán)，這樣也可以與他們有更深度的綁定,。

　　But on the other hand, as bosses, we all believe that our company will have a bright future and recognize the value of company equity. Therefore, most of us also hope that our employees can spend some money to purchase equity, so that we can have a deeper bond with them.

　　如果你也是這么想的話,，這里就教給大家3招，讓員工愿意花錢入股的辦法,。第一,，合理估值，讓員工看到掙錢的希望,。一般來(lái)說(shuō),，我們可以按照公司一年利潤(rùn)的三倍進(jìn)行估值，確保員工每年都能從公司中拿到30%-40%的分紅,，員工看到了實(shí)實(shí)在在的利潤(rùn),，他能不能心動(dòng)呢？

　　If you think the same way, here are three ways to make employees willing to invest money. Firstly, a reasonable valuation should be made to give employees hope of making money. Generally speaking, we can value the company based on three times its annual profit, ensuring that employees receive a 30% -40% dividend from the company every year. When employees see tangible profits, can they be tempted?

　　第二,，給員工保障,。作為公司老板，我們一定要對(duì)員工做出堅(jiān)定的承諾,，譬如說(shuō)只要員工在公司辛苦工作3年,，即使未來(lái)他離職了，公司也可以按照他當(dāng)初的出資額進(jìn)行回購(gòu),，這樣可以讓員工更加安心,，不用擔(dān)心錢打水漂。

　　Secondly, provide employee protection. As company owners, we must make a firm commitment to our employees. For example, as long as an employee works hard in the company for 3 years, even if they resign in the future, the company can repurchase according to their original investment amount. This can make employees feel more at ease and not worry about their money going down the drain.

　　第三,，合理安排認(rèn)購(gòu)價(jià)款的支付。如果員工愿意入股,，但是一時(shí)間拿不出那么多錢的話,，老板可以采取一些更加人性化的舉措，比如說(shuō)讓員工先付一半,，剩下的錢從他的分紅或者工資里面扣,，這樣無(wú)論從精神感受上還是物質(zhì)激勵(lì)上，都能加強(qiáng)他們和公司之間的緊密聯(lián)系,。

　　Thirdly, arrange the payment of the subscription price reasonably. If an employee is willing to invest but cannot provide that much money in a short period of time, the boss can take some more humane measures, such as asking the employee to pay half first and deducting the remaining money from their dividends or salary. This can strengthen the close connection between them and the company, both spiritually and materially.

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