在山東的膠東半島，一家年產(chǎn)值過億的制造企業(yè)老板最近遇到了煩心事：他培養(yǎng)了五年的技術(shù)骨干突然提出辭職，原因是競爭對手開出了更高的年薪。這并非個例 —— 在山東，許多中小企業(yè)都面臨著人才流失的困境。而股權(quán)激勵，正成為越來越多企業(yè)破解這一難題的關(guān)鍵。

In the Jiaodong Peninsula of Shandong Province, the owner of a manufacturing enterprise with an annual output value of over 100 million yuan has recently encountered a troublesome situation: he has trained a technical backbone for five years and suddenly resigned due to a competitor offering a higher annual salary. This is not an isolated case - in Shandong, many small and medium-sized enterprises are facing the dilemma of talent loss. And equity incentives are becoming the key to solving this problem for more and more companies.

一、什么是股權(quán)激勵？

1、 What is equity incentive?

簡單來說，股權(quán)激勵就是老板把公司的一部分股權(quán)分給員工，讓員工從 “打工者” 變成 “合伙人”。比如，一家臨沂的板材加工企業(yè)，老板將 5% 的股權(quán)分給了跟隨自己十年的銷售經(jīng)理，這位經(jīng)理的年收入一下子從 30 萬變成了 80 萬，其中一半來自股權(quán)分紅。這種方式讓員工更關(guān)心公司的長期發(fā)展，因為公司賺得越多，他們的腰包也越鼓。

Simply put, equity incentives are when the boss distributes a portion of the company's equity to employees, transforming them from "workers" to "partners". For example, in a sheet metal processing enterprise in Linyi, the boss distributed 5% of the equity to his sales manager who had been with him for ten years. The manager's annual income suddenly increased from 300000 to 800000, half of which came from equity dividends. This approach makes employees more concerned about the long-term development of the company, as the more the company earns, the fuller their wallets become.

二、為什么山東企業(yè)需要股權(quán)激勵？

2、 Why do Shandong enterprises need equity incentives?

留人難：山東制造業(yè)發(fā)達(dá)，技術(shù)工人和管理人才缺口大。青島某家電企業(yè)統(tǒng)計顯示，核心員工流失率每降低 1%，產(chǎn)品不良率就能下降 0.3%。

Difficulty in retaining personnel: Shandong's manufacturing industry is developed, but there is a large gap in skilled workers and management talents. According to statistics from a home appliance company in Qingdao, for every 1% decrease in core employee turnover rate, the product defect rate can decrease by 0.3%.

成本高：單純漲工資會增加企業(yè)負(fù)擔(dān)，而股權(quán)激勵相當(dāng)于 “用未來的錢獎勵現(xiàn)在的貢獻”。濟南某機械公司實施股權(quán)激勵后，高管主動降薪 20%，但公司業(yè)績反而增長了 35%。

High cost: Simply increasing wages will increase the burden on the company, while equity incentives are equivalent to "rewarding present contributions with future money". After implementing equity incentives, a machinery company in Jinan voluntarily reduced the salaries of its executives by 20%, but the company's performance actually increased by 35%.

激勵弱：傳統(tǒng)獎金只能短期刺激，股權(quán)卻能讓員工共享企業(yè)成長紅利。濰坊某食品企業(yè)的研發(fā)總監(jiān)獲得股權(quán)后，帶領(lǐng)團隊開發(fā)出 3 款爆款產(chǎn)品，公司市值翻了一番。

Weak motivation: Traditional bonuses can only provide short-term incentives, while equity can allow employees to share in the company's growth dividends. After obtaining equity, the R&D director of a food company in Weifang led a team to develop three popular products, doubling the company's market value.

三、股權(quán)激勵的三個核心步驟

3、 The Three Core Steps of Equity Incentives

確定激勵對象

Determine incentive targets

不是所有人都適合股權(quán)激勵。淄博某陶瓷企業(yè)的做法值得借鑒：將激勵對象分為三類 ——核心層（總經(jīng)理、技術(shù)總監(jiān)等，占股權(quán)總額的 60%）、骨干層（車間主任、銷售精英等，占 30%）、潛力層（優(yōu)秀新員工，占 10%）。這樣既避免了 “大鍋飯”，又給年輕人希望。

Not everyone is suitable for equity incentives. The approach of a ceramic enterprise in Zibo is worth learning from: dividing incentive targets into three categories - core level (general manager, technical director, etc., accounting for 60% of the total equity), backbone level (workshop director, sales elite, etc., accounting for 30%), and potential level (excellent new employees, accounting for 10%). This not only avoids the "big pot of food", but also gives hope to young people.

設(shè)計股權(quán)分配方案

Design equity distribution plan

這里有個公式：股權(quán)比例 = 崗位價值 × 貢獻度 × 工齡系數(shù)。比如，煙臺某汽車零部件企業(yè)的技術(shù)總監(jiān)崗位價值評分 100 分，過去三年貢獻度 85 分，工齡系數(shù) 1.2，最終獲得的股權(quán)比例是（100×85×1.2）÷ 總評分 ×100%。這種量化方式能減少爭議。

There is a formula here: equity ratio=job value x contribution x length of service coefficient. For example, the value rating of the position of Technical Director in a certain automotive parts company in Yantai is 100 points, with a contribution of 85 points in the past three years and a length of service coefficient of 1.2. The final equity ratio obtained is (100 × 85 × 1.2) ÷ total score × 100%. This quantification method can reduce controversy.

建立考核與退出機制

Establish an assessment and exit mechanism

臨沂某板材企業(yè)規(guī)定：員工離職時，股權(quán)必須按原價的 80% 由公司回購。這個條款看似苛刻，實際上避免了 “躺在股權(quán)上吃老本” 的現(xiàn)象。同時，每年根據(jù)業(yè)績重新評定股權(quán)比例，連續(xù)兩年考核不合格的員工將被取消激勵資格。

A board company in Linyi has stipulated that when an employee resigns, the company must repurchase 80% of the original price of the equity. This clause may seem harsh, but in fact it avoids the phenomenon of "lying on equity and eating old capital". Meanwhile, the equity ratio will be re evaluated annually based on performance, and employees who fail the assessment for two consecutive years will have their incentive eligibility revoked.

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