股權(quán)激勵(lì)的核心，是要讓被激勵(lì)者從打工者變?yōu)槠髽I(yè)主人翁，將自身利益與股東利益緊密結(jié)合，積極主動(dòng)地參與企業(yè)決策、承擔(dān)風(fēng)險(xiǎn)，并分享企業(yè)成長(zhǎng)帶來(lái)的豐厚利潤(rùn)；積極主動(dòng)地關(guān)心企業(yè)的長(zhǎng)期健康發(fā)展與價(jià)值增長(zhǎng)，從而促進(jìn)企業(yè)一步步走向輝煌。

The core of equity incentives is to transform the incentivized individuals from workers to business owners, closely integrating their own interests with shareholder interests, actively participating in corporate decision-making, taking risks, and sharing the lucrative profits brought by corporate growth; Proactively caring about the long-term healthy development and value growth of the enterprise, thereby promoting the enterprise to step by step towards glory.

股權(quán)激勵(lì)是一門 “聚財(cái)” 的藝術(shù)：股權(quán)激勵(lì)形似散財(cái)，實(shí)則聚財(cái)?！吧ⅰ?是為了更好地 “聚”。散得好，皆大歡喜，財(cái)散人聚；散得不好，硝煙四起，財(cái)散人散。相比上市公司，非上市公司的股權(quán)激勵(lì)更為復(fù)雜和棘手，也更加考驗(yàn)企業(yè)家的格局境界和管理智慧。企業(yè)家自身境界與格局的提升對(duì)股權(quán)激勵(lì)的有效實(shí)施起著至關(guān)重要的作用，起同樣作用的還有在企業(yè)建立能夠?qū)崿F(xiàn) “上下同欲” 的價(jià)值觀體系。企業(yè)實(shí)際上是在搭建一個(gè)平臺(tái)，以實(shí)現(xiàn)企業(yè)自身的夢(mèng)想，也幫助員工實(shí)現(xiàn)夢(mèng)想。 股權(quán)激勵(lì)，讓企業(yè)的核心高管、員工共享因企業(yè)發(fā)展而帶來(lái)的好處。有意思的是，很多老板最初做股權(quán)激勵(lì)的出發(fā)點(diǎn)都是出于私心，但后來(lái)他們慢慢地從‘小我’變成‘大我’，進(jìn)而變成‘無(wú)我’。有了這種胸懷，別人就會(huì)擁護(hù)他們，不知不覺(jué)中他們就站到了財(cái)富和權(quán)力的巔峰。

Equity incentives are an art of "accumulating wealth": equity incentives resemble scattered wealth, but in reality, they accumulate wealth. 'Scattering' is for better 'gathering'. Well dispersed, everyone is happy, wealth disperses, people gather; If it doesn't disperse well, the smoke of gunpowder will rise everywhere, and wealth and people will scatter. Compared to listed companies, equity incentives for non listed companies are more complex and challenging, and also test the mindset and management wisdom of entrepreneurs. The improvement of the entrepreneur's own realm and pattern plays a crucial role in the effective implementation of equity incentives, as does the establishment of a value system in the enterprise that can achieve "shared aspirations". Enterprises are actually building a platform to realize their own dreams and help employees achieve their dreams. Equity incentives allow core executives and employees of a company to share the benefits brought about by the company's development. It is interesting that many bosses initially started with equity incentives out of selfishness, but later they gradually transformed from 'small self' to 'big self', and then to 'no self'. With this kind of mindset, others will support them, and without realizing it, they will stand at the peak of wealth and power.

要想成功推行股權(quán)激勵(lì)，產(chǎn)生財(cái)散人聚的積極作用，規(guī)避財(cái)散人散的悲劇發(fā)生，在鼓勵(lì)競(jìng)爭(zhēng)的同時(shí)就要兼顧公平，做到有理有據(jù)、各得其所。同樣，股權(quán)激勵(lì)要想實(shí)現(xiàn)公平，需要考慮多方面的因素，尤其是要調(diào)動(dòng)員工的積極性，我們認(rèn)為需要做到以下三點(diǎn)：第一，要保證有效的崗位評(píng)估，評(píng)估只與崗位有關(guān)，與人無(wú)關(guān)；第二，要基于對(duì)未來(lái)的創(chuàng)造，而不是基于對(duì)過(guò)去的貢獻(xiàn)；第三，要結(jié)合職位系數(shù)和工齡系數(shù)，這是由中國(guó)企業(yè)現(xiàn)狀決定的。

To successfully implement equity incentives, generate positive effects of scattered wealth and scattered people, and avoid tragic situations of scattered wealth and scattered people, it is necessary to balance fairness while encouraging competition, and ensure that there is reason, evidence, and everyone gets what they deserve. Similarly, in order to achieve fairness in equity incentives, multiple factors need to be considered, especially in order to motivate employees. We believe that the following three points need to be achieved: firstly, effective job evaluation should be ensured, which is only related to the position and not to the individual; Secondly, it should be based on the creation of the future, rather than on contributions to the past; Thirdly, it is necessary to combine the position coefficient and length of service coefficient, which are determined by the current situation of Chinese enterprises.

初創(chuàng)企業(yè)的股權(quán)架構(gòu)怎么設(shè)置，如何規(guī)劃才能切好這塊蛋糕？在初創(chuàng)期，企業(yè)負(fù)責(zé)人主要解決企業(yè)的生存問(wèn)題，員工也最關(guān)心的是工資、獎(jiǎng)金能否正常發(fā)放，這時(shí)候在企業(yè)中主要以工資、獎(jiǎng)金為主，股權(quán)僅僅是很小的輔助作用。在此階段，股權(quán)激勵(lì)成功的關(guān)鍵：1、核心大股東具有極強(qiáng)的人格魅力以及感染力，能夠通過(guò)動(dòng)員增強(qiáng)員工的信心。比如馬云，1999 年，阿里在創(chuàng)業(yè)之初，就吸引員工一起入股，共同創(chuàng)業(yè)，并描繪企業(yè)的愿景，當(dāng)時(shí)很多人認(rèn)為馬云是瘋子，是忽悠，現(xiàn)在看來(lái)，馬云帶領(lǐng)創(chuàng)業(yè)團(tuán)隊(duì)，已經(jīng)實(shí)現(xiàn)當(dāng)初的夢(mèng)想。2、有的企業(yè)抓住歷史機(jī)遇，能夠開(kāi)創(chuàng)一個(gè)新的領(lǐng)域，具備行業(yè)獨(dú)角獸的潛質(zhì)，并成功吸引投資人的投資。如滴滴、摩拜、餓了么這類企業(yè)，在這類企業(yè)中，因?yàn)橛型顿Y人的加入，員工相信企業(yè)的未來(lái)，此時(shí)企業(yè)雖還沒(méi)有實(shí)現(xiàn)盈利，在給員工進(jìn)行股權(quán)激勵(lì)時(shí)，往往以期權(quán)激勵(lì)為主，將員工未來(lái)的利益與企業(yè)的利益實(shí)現(xiàn)綁定。所謂的期權(quán)，就是許諾給員工一定比例的股權(quán)，同時(shí)為員工設(shè)定一定的考核條件，比如完成一定的業(yè)績(jī)，工作滿一定的時(shí)間，則該股權(quán)屬于該員工，期權(quán)設(shè)定的關(guān)鍵點(diǎn)在于企業(yè)有良好的發(fā)展，否則期權(quán)對(duì)于員工沒(méi)有實(shí)際意義。初創(chuàng)企業(yè)最理想的股權(quán)結(jié)構(gòu)是怎樣的？

How to set up the equity structure of a startup and plan it to cut this cake well? In the start-up stage, the company's leaders mainly solve the survival problems of the enterprise, and employees are most concerned about whether salaries and bonuses can be paid normally. At this time, salaries and bonuses are the main focus in the enterprise, and equity only plays a small auxiliary role. At this stage, the key to the success of equity incentives is that the core major shareholders have strong personality charm and infectiousness, which can enhance employees' confidence through mobilization. For example, Jack Ma, in 1999, at the beginning of Alibaba's entrepreneurship, attracted employees to invest together, start a business together, and describe the vision of the enterprise. At that time, many people thought Jack Ma was crazy and misleading. Now it seems that Jack Ma has led the entrepreneurial team to achieve the original dream. 2. Some companies seize historical opportunities to create a new field, have the potential to become industry unicorns, and successfully attract investment from investors. In companies like Didi, Mobike, and Ele.me, with the participation of investors, employees believe in the future of the enterprise. Although the enterprise has not yet achieved profitability, when providing equity incentives to employees, option incentives are often the main way to bind the future interests of employees with the interests of the enterprise. The so-called option is to promise employees a certain proportion of equity and set certain assessment conditions for employees, such as completing certain performance and working for a certain period of time, then the equity belongs to the employee. The key point of option setting is that the enterprise has good development, otherwise the option has no practical significance for employees. What is the most ideal equity structure for a startup company?

在企業(yè)經(jīng)歷了原始積累的生存努力之后，企業(yè)終于活了下來(lái)，慢慢找到屬于自身的業(yè)務(wù)模式、盈利模式，人員快速增長(zhǎng)。企業(yè)進(jìn)入到了成長(zhǎng)期。此時(shí)企業(yè)可能有較好的盈利，員工看到企業(yè)有未來(lái)，有了參與企業(yè)分紅的需要。成長(zhǎng)期的股權(quán)激勵(lì)方案有以下三種選擇：1、干股激勵(lì) 所謂的干股激勵(lì)，就是員工不用出資還能分享企業(yè)的紅利，用干股激勵(lì)的企業(yè)也在不斷的創(chuàng)新。干股激勵(lì)的好處在于不增加員工的負(fù)擔(dān)，還能讓員工分享到企業(yè)發(fā)展的好處，實(shí)現(xiàn)員工和企業(yè)的共贏。2、期股激勵(lì) 因?yàn)榇藭r(shí)企業(yè)有了一定的規(guī)模和影響力，員工對(duì)企業(yè)的信心增加，可以采取在不增加員工太多經(jīng)濟(jì)壓力的情況下，采取期股分紅的形式。3、掏錢買股 這是老板非常樂(lè)意看到的，也是老板認(rèn)為最理想的做法，具體做法是：讓員工一次性掏錢買股，員工越愿意掏錢入股，說(shuō)明員工對(duì)企業(yè)的信心越足，正好印證錢在哪，心在哪，在我們輔導(dǎo)的企業(yè)中這樣的成功案例非常多。在員工入股之后，要強(qiáng)化管理體系的建設(shè)，注意企業(yè)的管理要實(shí)現(xiàn)流程化、規(guī)范化，企業(yè)的發(fā)展要實(shí)現(xiàn)品牌化，保證企業(yè)實(shí)現(xiàn)持續(xù)發(fā)展和盈利，企業(yè)在市場(chǎng)競(jìng)爭(zhēng)中處于優(yōu)勢(shì)地位，老板不再在一線親自作戰(zhàn)。

After experiencing the survival efforts of primitive accumulation, the enterprise finally survived and gradually found its own business model and profit model, with rapid personnel growth. The enterprise has entered a growth phase. At this point, the company may have good profits, and employees see a future for the company and have a need to participate in the company's dividends. There are three options for equity incentive plans during the growth period: 1. Dry stock incentive. The so-called dry stock incentive means that employees can share the dividends of the company without contributing, and companies that use dry stock incentives are constantly innovating. The advantage of stock incentive is that it does not increase the burden on employees and allows them to share the benefits of the company's development, achieving a win-win situation for both employees and the company. 2. Due to the scale and influence of the enterprise at this time, and the increased confidence of employees in the company, stock incentive can be implemented in the form of stock dividends without adding too much economic pressure to employees. 3. Buying stocks with money is something that the boss is very willing to see, and it is also the most ideal approach that the boss believes in. The specific approach is to let employees buy stocks with money at once. The more willing employees are to invest, the more confident they are in the company, which proves where the money is and where the heart is. There are many successful cases like this in the companies we guide. After employees invest, it is necessary to strengthen the construction of the management system, pay attention to the process oriented and standardized management of the enterprise, and achieve branding for the development of the enterprise to ensure sustainable development and profitability. The enterprise is in an advantageous position in market competition, and the boss is no longer personally fighting on the front line.

企業(yè)不同的階段要采取不同的股權(quán)激勵(lì)策略，并抓住股權(quán)激勵(lì)中的關(guān)鍵點(diǎn)，才可以起到事半功倍的效果。股權(quán)激勵(lì)方案要知其然，更要知其所以然，才更容易制定出適合自己的股權(quán)激勵(lì)方案。

Enterprises need to adopt different equity incentive strategies at different stages and grasp the key points of equity incentives in order to achieve twice the result with half the effort. To develop a suitable equity incentive plan, it is important to understand both the nature and the reasons behind it.

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