股權(quán)激勵(lì)是一種中長期激勵(lì)工具,，其終目的是調(diào)動(dòng)員工積極性,，大限度地挖掘員工潛能,，實(shí)現(xiàn)員工和公司的“雙贏”,。企業(yè)中不同類型的人員有不同的激勵(lì)偏好，如高級管理人員側(cè)重于公司的長期成長,，可以接受中長期激勵(lì);銷售骨干偏重于公司業(yè)績的快速增長,，更希望能夠及時(shí)兌現(xiàn)獎(jiǎng)勵(lì)，因而側(cè)重于短期激勵(lì),。

Equity incentive is a medium to long-term incentive tool, with the ultimate goal of mobilizing employee enthusiasm, maximizing employee potential, and achieving a "win-win" situation for both employees and the company. Different types of personnel in enterprises have different incentive preferences, such as senior managers who focus on the long-term growth of the company and can accept medium to long-term incentives; The sales backbone focuses on the rapid growth of the company's performance and hopes to receive rewards in a timely manner, thus focusing on short-term incentives.

股權(quán)激勵(lì)實(shí)施后,，如果公司成功上市或者被其他投資者溢價(jià)并購，那些已經(jīng)行權(quán)的激勵(lì)對象可能因此獲得比較豐厚的回報(bào),。這本是激勵(lì)對象應(yīng)得的收益,，但是如果激勵(lì)對象實(shí)現(xiàn)收益后不思進(jìn)取，積極性下降，則可能對公司和其他激勵(lì)對象產(chǎn)生不好的效應(yīng),。

After the implementation of equity incentives, if the company is successfully listed or acquired by other investors at a premium, those who have already exercised their rights may receive relatively generous returns as a result. This was originally the expected benefit for the incentive target, but if the incentive target does not make progress and their enthusiasm decreases after realizing the benefits, it may have a negative effect on the company and other incentive targets.

股權(quán)激勵(lì)的意圖是希望獲得激勵(lì)收益的人能夠陪同公司繼續(xù)長期發(fā)展,，那些故步自封、不思進(jìn)取的人給團(tuán)隊(duì)帶來的是負(fù)能量,，不利于公司形成積極向上的激勵(lì)文化氛圍,。為了防止在激勵(lì)過程中出現(xiàn)這種“懶人”，公司應(yīng)當(dāng)有事先的應(yīng)對策略,，做好相應(yīng)的約束機(jī)制安排,，如行權(quán)節(jié)奏、鎖定期,、回購機(jī)制等,，使激勵(lì)對象既對激勵(lì)收益心懷期望，又不至于很容易地實(shí)現(xiàn)小富即安,，而是始終保持種積極向上的斗志和激情,，與公司共同發(fā)展。

The intention of equity incentives is to hope that those who receive incentive benefits can accompany the company to continue long-term development. Those who are complacent and unwilling to make progress bring negative energy to the team, which is not conducive to the formation of a positive incentive culture atmosphere in the company. In order to prevent the occurrence of such "lazy people" during the incentive process, the company should have a proactive response strategy and make corresponding constraint mechanism arrangements, such as exercise rhythm, lock-in period, repurchase mechanism, etc., so that the incentive objects not only have expectations for incentive benefits, but also not easily achieve prosperity, but always maintain a positive and upward fighting spirit and passion, and develop together with the company.

當(dāng)然,，這些策略機(jī)制安排也不可以標(biāo)準(zhǔn)過高,、過難實(shí)現(xiàn)，否則激勵(lì)對象認(rèn)為公同在“忽悠”自己,，也會(huì)損害積極性,。如何在兩者之間保持平衡，考驗(yàn)著創(chuàng)始股東的格局和智慧,。

Of course, these strategic mechanisms and arrangements should not be set too high or too difficult to achieve, otherwise the incentive objects may think that the public is "deceiving" themselves, which will also harm their enthusiasm. How to maintain a balance between the two tests the pattern and wisdom of the founding shareholders.

注意一件事,，如果激勵(lì)形式錯(cuò)配，不僅可能浪費(fèi)激勵(lì)資源,，實(shí)現(xiàn)不了激勵(lì)初衷,，反而會(huì)損害積極性。所以,，對激勵(lì)對象能夠“投其所好”地進(jìn)行激勵(lì),，是保障股權(quán)激勵(lì)成功實(shí)施的關(guān)鍵要素。更多相關(guān)問題就來我們網(wǎng)站http://nequ.com.cn咨詢,！

One thing to note is that if the incentive form is mismatched, it may not only waste incentive resources and fail to achieve the original motivation, but also damage motivation. Therefore, the key factor in ensuring the successful implementation of equity incentives is to incentivize the incentive objects to the best of their abilities. For more related questions, come to our website http://nequ.com.cn consulting service