為從根源上解決激勵(lì)機(jī)制缺乏公平性和競(jìng)爭(zhēng)性，沒(méi)有長(zhǎng)期留人手段等問(wèn)題，在實(shí)施股權(quán)激勵(lì)前，我們一定要對(duì)公司的治理結(jié)構(gòu)、所處的發(fā)展階段、戰(zhàn)略規(guī)劃、企業(yè)文化、薪酬結(jié)構(gòu)、考核方式等方面進(jìn)行全面深入分析，并在此基礎(chǔ)上去設(shè)計(jì)系統(tǒng)的股權(quán)激勵(lì)方案。

To address the root cause of the lack of fairness and competitiveness in incentive mechanisms, as well as the lack of long-term retention methods, before implementing equity incentives, we must conduct a comprehensive and in-depth analysis of the company's governance structure, development stage, strategic planning, corporate culture, salary structure, assessment methods, and other aspects, and design a systematic equity incentive plan based on this.

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確定激勵(lì)對(duì)象范圍

Determine the scope of incentive targets

山東股權(quán)激勵(lì)的對(duì)象應(yīng)是在公司具有戰(zhàn)略價(jià)值的核心人才，核心人才是指擁有關(guān)鍵技術(shù)、關(guān)鍵資源或支撐企業(yè)核心能力、掌握核心業(yè)務(wù)的人員。

The target of equity incentives should be core talents with strategic value in the company. Core talents refer to personnel who possess key technologies, resources, or support the core capabilities of the enterprise, and master core business.

公司在激勵(lì)對(duì)象選擇層面需要把握寧缺毋濫的原則，對(duì)少數(shù)重點(diǎn)關(guān)鍵人才進(jìn)行激勵(lì)。公司核心人才一般包括高管、技術(shù)類核心人才、營(yíng)銷類人才等。

The company needs to adhere to the principle of preferring scarcity over abuse in selecting incentive targets and incentivize a few key talents. The core talents of a company generally include executives, technical core talents, marketing talents, etc.

核心人才的評(píng)估：利用企業(yè)人才模型，從人員的崗位價(jià)值、素質(zhì)能力水平和對(duì)公司的歷史貢獻(xiàn)三個(gè)角度進(jìn)行評(píng)估。

Evaluation of core talents: Using the enterprise talent model, evaluate personnel from three perspectives: job value, quality and ability level, and historical contribution to the company.

具體到評(píng)估工具可用“打分制”進(jìn)行數(shù)量化衡量，擬定分?jǐn)?shù)標(biāo)準(zhǔn)，人才價(jià)值分?jǐn)?shù)得分高于該分?jǐn)?shù)標(biāo)準(zhǔn)的人員可以進(jìn)入股權(quán)激勵(lì)計(jì)劃，成為激勵(lì)對(duì)象。

Specifically, the evaluation tool can be quantitatively measured using a "scoring system", and a score standard can be established. Personnel with talent value scores higher than this score standard can enter the equity incentive plan and become incentive targets.

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綜合確定激勵(lì)力度

Comprehensive determination of incentive intensity

激勵(lì)人還是激勵(lì)人所在的崗位？我們以為，解答“對(duì)人還是對(duì)崗”這個(gè)難題，需要上升到企業(yè)的發(fā)展階段，及面臨的管理主題這個(gè)層面來(lái)考察。

Motivator or the position where the motivator is located? We believe that answering the difficult question of "whether it's for people or for the job" requires an examination at the level of the development stage of the enterprise and the management themes it faces.

對(duì)于處在成長(zhǎng)期的企業(yè)來(lái)說(shuō)，其業(yè)務(wù)模式尚不固定，兼崗、輪崗現(xiàn)象非常普遍，很難用一個(gè)固化的崗位說(shuō)明書來(lái)界定員工的工作內(nèi)容。

For companies in the growth stage, their business models are not yet fixed, and the phenomenon of part-time and rotating positions is very common. It is difficult to define employees' job responsibilities with a fixed job description.

在這種情況下，崗位價(jià)值不應(yīng)該成為確定股權(quán)激勵(lì)力度的依據(jù)。

In this situation, the value of the position should not be the basis for determining the strength of equity incentives.

對(duì)于處在成熟期的企業(yè)來(lái)說(shuō)，其業(yè)務(wù)模式趨于固化，員工的能力發(fā)揮在很大程度上取決于其所在的崗位，“統(tǒng)一、規(guī)范、有序”成為企業(yè)的管理主題。

For mature enterprises, their business models tend to solidify, and the ability of employees largely depends on their positions. "Unification, standardization, and order" has become the management theme of the enterprise.

此時(shí)，進(jìn)行基于崗位價(jià)值的評(píng)估對(duì)于確定股權(quán)激勵(lì)力度來(lái)說(shuō)非常重要。

At this point, conducting an evaluation based on job value is crucial for determining the strength of equity incentives.

無(wú)論對(duì)人激勵(lì)還是對(duì)崗激勵(lì)，固化激勵(lì)額度的作法都是不妥當(dāng)?shù)?。為此，我們需要引入股?quán)激勵(lì)的考核機(jī)制，并且將考核分為公司績(jī)效、部門績(jī)效（或項(xiàng)目績(jī)效）、個(gè)人績(jī)效三個(gè)層面。

It is not appropriate to solidify the incentive amount, whether it is for personal or job incentives. To achieve this, we need to introduce an equity incentive assessment mechanism and divide the assessment into three levels: company performance, department performance (or project performance), and individual performance.

對(duì)于層面比較高的員工，強(qiáng)化對(duì)公司績(jī)效的考核；對(duì)于層面稍低的員工，強(qiáng)化對(duì)個(gè)人績(jī)效的考核。根據(jù)考核成績(jī)等級(jí)，按考核等級(jí)確定終激勵(lì)額度，依次為對(duì)應(yīng)倍數(shù)。

Strengthen the assessment of company performance for employees with higher levels of expertise; For employees with slightly lower levels, strengthen the assessment of personal performance. According to the assessment score level, the final incentive amount is determined based on the assessment level, which is the corresponding multiple in sequence.

此外激勵(lì)效果不僅取決于激勵(lì)總額，還取決于激勵(lì)方式。確定激勵(lì)方式，應(yīng)綜合考慮員工的人力資本附加值、敬業(yè)度、員工出資意愿等方面。更多相關(guān)股權(quán)事項(xiàng)，歡迎隨時(shí)來(lái)我們網(wǎng)站http://www.qingyanghualv.com進(jìn)行咨詢！

In addition, the incentive effect not only depends on the total incentive amount, but also on the incentive method. To determine the incentive method, comprehensive consideration should be given to employees' added value of human capital, dedication, and willingness to contribute. For more equity related matters, please feel free to visit our website at any time http://www.qingyanghualv.com Consulting!