股權(quán)激勵(lì)一直是公司尤其是初創(chuàng)公司管理高階人才的常用手段,。分股權(quán)不難,，但要真正讓股權(quán)起到激勵(lì)效果，還有許多要點(diǎn)和難點(diǎn),。那么股權(quán)激勵(lì)怎么讓公司和員工都滿意,？下面山東股權(quán)激勵(lì)方案公司為您分析：

Equity incentives have always been a common means for companies, especially startups, to manage high-level talents. It is not difficult to divide equity, but there are still many key points and difficulties to truly make equity have an incentive effect. So how can equity incentives satisfy both the company and employees? The Shandong Equity Incentive Plan Company will analyze for you:

股權(quán)激勵(lì)：企業(yè)留人的標(biāo)配

Equity incentive: standard allocation for enterprise retention

企業(yè)做股權(quán)激勵(lì)主要有以下幾個(gè)出發(fā)點(diǎn)：

The main starting points for enterprises to implement equity incentives are as follows:

股權(quán)激勵(lì)已成為企業(yè)人才管理的必備工具；

Equity incentive has become an essential tool for enterprise talent management;

股權(quán)激勵(lì)可以有效解決股東和職業(yè)經(jīng)理人利益一致性問題,；

Equity incentives can effectively solve the problem of consistency of interests between shareholders and professional managers;

股權(quán)激勵(lì)可以支持公司戰(zhàn)略轉(zhuǎn)型,；

Equity incentives can support a company's strategic transformation;

股權(quán)激勵(lì)也可以解決一些創(chuàng)始團(tuán)隊(duì)或者老員工的回報(bào)和退出問題。

Equity incentives can also solve the return and exit issues of some founding teams or senior employees.

從不同視角設(shè)計(jì)股權(quán)激勵(lì)架構(gòu)

Designing equity incentive structures from different perspectives

一,、常見的股權(quán)激勵(lì)工具

1,、 Common equity incentive tools

股權(quán)激勵(lì)設(shè)計(jì)需要考慮兩個(gè)視角。從外部視角看,，包括公司治理,、法務(wù)法規(guī)、財(cái)務(wù),、監(jiān)管政策等四個(gè)維度,；從內(nèi)部視角看，主要聚焦人才管理的角度,。

The design of equity incentives needs to consider two perspectives. From an external perspective, it includes four dimensions: corporate governance, legal regulations, financial taxation, and regulatory policies; From an internal perspective, it mainly focuses on talent management.

常見的股權(quán)激勵(lì)工具包含員工持股,、股票期權(quán)、限制性股票,、業(yè)績(jī)股票,、虛擬股權(quán)、增值權(quán),、分紅權(quán),、業(yè)績(jī)單元等。

Common equity incentive tools include employee stock ownership, stock option, Restricted stock, performance stock, virtual equity, value-added right, dividend right, performance unit, etc.

二、如何確定激勵(lì)工具,？

2,、 How to determine incentive tools?

激勵(lì)工具的選擇和企業(yè)發(fā)展所處的階段息息相關(guān)。在公司和員工都沒錢的初創(chuàng)期,，可以將核心員工持股、期權(quán)作為夢(mèng)想的驅(qū)動(dòng)器,；

The choice of incentive tools is closely related to the stage of enterprise development. In the start-up period when both the company and employees have no money, core employee shareholding and options can be used as dream drivers;

在高速成長(zhǎng)期,，期權(quán)也是很有效的激勵(lì)工具，只要公司整體發(fā)展趨勢(shì)向上,，甚至有些大的起落也沒問題,，員工和企業(yè)同舟共濟(jì)，股票期權(quán)本身就是高風(fēng)險(xiǎn)高收益的激勵(lì)工具,，這時(shí)也可以疊加一些限制性股票,，增加穩(wěn)定性；

In the high-speed growth period, options are also very effective incentive tools. As long as the overall development trend of the company is upward, even some big ups and downs are not a problem. Employees and enterprises are in the same boat. Stock options themselves are incentive tools with high risks and high returns. At this time, some Restricted stock can be added to increase stability;

公司到了成熟階段,，更多采用業(yè)績(jī)股票,、限制性股票等，平衡業(yè)績(jī)和激勵(lì)的穩(wěn)定性,，這時(shí)候現(xiàn)金流比較充沛的企業(yè)還可以使用分紅權(quán),，有些成熟階段的企業(yè)孵化新業(yè)務(wù)時(shí)，又可以用員工持股或股票期權(quán),。

When the company reaches the mature stage, it uses more performance stocks and Restricted stock to balance the stability of performance and incentives. At this time, enterprises with abundant cash flow can also use dividend rights. Some mature enterprises can also use employee stock ownership or stock options when incubating new businesses.

三,、如何確定激勵(lì)總量？

3,、 How to determine the total amount of incentives?

激勵(lì)總量的確定維度主要包括員工激勵(lì)力度,、公司財(cái)務(wù)承受能力、市場(chǎng)實(shí)踐,、監(jiān)管政策及股東意愿,。

The determination dimensions of the total incentive amount mainly include employee incentive intensity, company financial tolerance, market practice, regulatory policies, and shareholder willingness.

看員工激勵(lì)力度，既要看授予時(shí)的價(jià)值,，也要測(cè)算未來不同情境下的潛在收益,，當(dāng)然還要看你的限制條件有多嚴(yán)格。

When it comes to employee motivation, it depends not only on the value at the time of award, but also on the potential benefits in different future scenarios. Of course, it also depends on how strict your restrictions are.

不同行業(yè)的員工參與度和授予標(biāo)準(zhǔn)很不相同,，這也體現(xiàn)了行業(yè)人才的競(jìng)爭(zhēng)度,。股權(quán)激勵(lì)會(huì)對(duì)公司財(cái)務(wù)成本產(chǎn)生壓力，成本也是股權(quán)激勵(lì)總量的一個(gè)重要考量因素,，而股東意愿是指股份分出去之后,，股東能被接受的稀釋容忍度是多少。更多相關(guān)的股權(quán)問題就來我們網(wǎng)站http://nequ.com.cn咨詢吧！

The participation and award standards of employees in different industries are very different, which also reflects the competitiveness of industry talents. Equity incentives can put pressure on a company's financial costs, and cost is also an important factor in determining the total amount of equity incentives. Shareholders' willingness refers to the degree of dilution tolerance that shareholders can accept after the shares are distributed. For more related equity issues, come to our website http://nequ.com.cn Consult!