股權(quán)激勵一直以來都是一把雙刃劍，公司的股權(quán)激勵要不要做，或者操作不當(dāng)及施行時機不當(dāng)都會對企業(yè)造成不可挽回的損失。因此，不能盲目的選擇進行濟南股權(quán)激勵，需要綜合多方面因素考慮才能做出后的判斷。

Equity incentive has always been a double-edged sword. Whether the equity incentive of the company should be done or not, or if the operation is improper and the implementation time is improper, it will cause irreparable losses to the enterprise. Therefore, we cannot blindly choose Jinan equity incentive, and we need to consider many factors before making a final judgment.

股權(quán)激勵要不要做？

Should equity incentives be implemented?

行業(yè)屬性

Industry attribute

智力服務(wù)、高科技、互聯(lián)網(wǎng)等行業(yè)更需要股權(quán)激勵，資金密集、資源壟斷行業(yè)等行業(yè)對股權(quán)激勵需求較小

Intellectual services, high-tech, Internet and other industries need more equity incentives, while capital-intensive, resource-monopoly industries and other industries have less demand for equity incentives

企業(yè)發(fā)展前景

Enterprise development prospects

行業(yè)及企業(yè)發(fā)展前景不好不建議實施股權(quán)激勵，CEO的愿景是做生意還是做事業(yè)也很關(guān)鍵

The development prospects of the industry and enterprises are not good. It is recommended to implement equity incentives. Whether the CEO's vision is to do business or business is also crucial

市場競爭

market competition 

充分的市場競爭會凸顯人才的重要性，國企、壟斷性企業(yè)實施股權(quán)激勵的必要性不高

Full market competition will highlight the importance of talents, and the necessity of equity incentives for state-owned enterprises and monopoly enterprises is not high

人員流動性

Personnel mobility

區(qū)域不同及公司不同代際人員意識的不同，人員流動性差別較大，股權(quán)激勵要有所差別

Different regions and different companies have different intergenerational personnel awareness, and personnel mobility varies greatly. Equity incentives should vary

時機

opportunity

一家企業(yè)不同發(fā)展階段，需要不同的激勵方式，什么時機做股權(quán)激勵有待考慮

An enterprise needs different incentive methods at different stages of development, and the timing of equity incentive needs to be considered

股權(quán)激勵什么時候做？

When will equity incentives be implemented?

創(chuàng)業(yè)初期：公司初步建立，人才是關(guān)鍵，主要針對合伙人級別的股權(quán)激勵，往往采取實股股權(quán)進行激勵。

In the early stage of entrepreneurship: talent is the key to the initial establishment of the company. It is mainly aimed at equity incentives at the level of partners, and often adopts real equity incentives.

成長期：公司已經(jīng)邁過初創(chuàng)生存階段，處于增長階段，是實施股權(quán)激勵好的階段，核心高管給予實股股權(quán)，核心技術(shù)人員與中層人員可以考慮期權(quán)或虛擬股權(quán)方式。

Growth period: The company has entered the stage of survival and is in the stage of rapid growth. It is a good stage to implement equity incentives. The core executives give real equity, and the core technicians and middle managers can consider options or virtual equity.

成熟期：公司已經(jīng)具有較大規(guī)模與行業(yè)地位，公司會考慮進入資本市場，上市前需要有一輪股權(quán)激勵，主要考慮實股股權(quán)激勵。

Maturity period: the company has a large scale and industry status. The company will consider entering the capital market. Before listing, a round of equity incentive is required, mainly considering the real equity incentive.

衰退期：到了高成長之后的衰退期，股權(quán)已經(jīng)沒有吸引力了，應(yīng)該以現(xiàn)金激勵為主。

Recession period: in the recession period after high growth, equity has become unattractive, and cash incentives should be given priority.

以上企業(yè)發(fā)展四個階段非股權(quán)激勵的方式同樣能達到很好的激勵效果，比如獎勵基金的設(shè)定。

Non-equity incentives in the four stages of enterprise development can also achieve good incentives, such as the setting of incentive funds.

一句話，企業(yè)股權(quán)激勵如果沒有考慮好或者沒有周密的方案，建議不要輕易的去做或者跟核心員工過多承諾，一旦股權(quán)激勵方案不合理或跟員工承諾太多無法兌現(xiàn)，都對核心員工的穩(wěn)定性有很大影響。更多相關(guān)股權(quán)激勵事項就來咨詢我們http://www.qingyanghualv.com吧！

In a word, if the enterprise's equity incentive plan is not well considered or well planned, it is recommended not to do it easily or make too many commitments with key employees. Once the equity incentive plan is unreasonable or too many commitments with employees cannot be fulfilled, it will have a great impact on the stability of key employees. Consult us for more relevant equity incentive matters http://www.qingyanghualv.com Come on!