股權激勵的四維模式，是指在實施股權激勵時，從四個不同的維度進行綜合權衡，這四個維度分別是激勵目的、激勵對象、激勵時機以及激勵機制。下面山東股權股權激勵培訓課程公司為您講解：

The four-dimensional model of equity incentive refers to the comprehensive weighing of four different dimensions when implementing equity incentive, which are incentive purpose, incentive object, incentive timing, and incentive mechanism. Below, the Shandong Equity Incentive Training Course Company will explain to you:

維度1:激勵目的。

Dimension 1: Motivation purpose.

激勵目的，也就是為什么要進行股權激勵。這是萬事之始，必須要搞明白。如果目的不明確，方向不清晰，股權激勵必定會失敗。但就算企業(yè)明確了股權激勵的目的，如果這個目的是不純的，是陰暗的，那也難逃失敗的厄運。因此，明確股權激勵的真正目的，是股權激勵的重點，也是眾多企業(yè)不容易邁出的步。

The purpose of incentives, which is why equity incentives are necessary. This is the beginning of everything, and it must be understood. If the purpose is not clear and the direction is not clear, equity incentives will inevitably fail. But even if the company clarifies the purpose of equity incentives, if this purpose is impure and dark, it is still inevitable to fail. Therefore, clarifying the true purpose of equity incentives is the focus of equity incentives and the first step that many enterprises are not easy to take.

維度2:激勵對象。

Dimension 2: Motivation targets.

激勵對象應該包括哪些人呢?一般來說，激勵的重點主要是公司的董事、高級管理人員，以及對公司未來發(fā)展有直接影響的管理骨干和核心技術人員。如今，越來越多的普通員工也被納入激勵對象的范圍。需要注意的是，在確定激勵對象時，要綜合考慮員工的職務、能力和業(yè)績等相關因素，使之能夠對企業(yè)的發(fā)展產生積極影響。

Who should be included in the incentive target? Generally speaking, the focus of incentives is mainly on the company's directors, senior management personnel, as well as management backbone and core technical personnel who have a direct impact on the company's future development. Nowadays, more and more ordinary employees are also included in the scope of incentive targets. It should be noted that when determining incentive targets, it is necessary to comprehensively consider relevant factors such as employees' positions, abilities, and performance, so as to have a positive impact on the development of the enterprise.

維度3:激勵時機。

Dimension 3: Motivation timing.

在什么時候進行股權激勵呢?企業(yè)所處的發(fā)展階段不同，性質、規(guī)模不同，實施股權激勵的目的不同，選取股權激勵的時機也就相應不同。在這一維度的研究中，我們把企業(yè)發(fā)展分為初創(chuàng)期、發(fā)展期、成熟期和_上市前期等階段。每一個發(fā)展階段，針對不同的激勵對象，企業(yè)都應采用不同的股權激勵方法。

When will equity incentives be implemented? The purpose of implementing equity incentives varies depending on the development stage, nature, and scale of the enterprise, and the timing of selecting equity incentives accordingly. In this dimension of research, we divide enterprise development into start-up, development, maturity, and_ Pre listing and other stages. At each stage of development, enterprises should adopt different equity incentive methods for different incentive targets.

維度4:激勵機制。

Dimension 4: Incentive mechanism.

企業(yè)所處的行業(yè)不同，運用的激勵機制不同;企業(yè)所處的發(fā)展階段不同，運用的激勵機制不同;同一發(fā)展階段中，針對的群體不同，運用的激勵機制也不同。因此，要根據企業(yè)所處的行業(yè)、發(fā)展階段以及所要激勵的群體，采用適當的方法組合設定激勵機制。

The incentive mechanisms used vary depending on the industry in which the enterprise operates; The incentive mechanisms used vary depending on the development stage of the enterprise; In the same stage of development, the incentive mechanisms used vary depending on the target group. Therefore, it is necessary to adopt appropriate methods to combine and set incentive mechanisms based on the industry, development stage, and target group of the enterprise.

在設計方案時，要統(tǒng)籌規(guī)劃，科學計算，縝密安排，確保能根據企業(yè)發(fā)展的實際，選擇合適的時機，針對不同的激勵群體，組合使用多種股權激勵方法，構建適合企業(yè)的股權激勵整體方案;在執(zhí)行時，則應確保股權激勵接地氣，避免走彎路甚至適得其反，好心辦壞事。更多相關內容就來我們網站http://www.fxofa66.com咨詢！

When designing a plan, it is necessary to plan comprehensively, calculate scientifically, and arrange meticulously to ensure that suitable timing can be selected based on the actual development of the enterprise. Multiple equity incentive methods should be combined for different incentive groups to construct a suitable overall equity incentive plan for the enterprise; When executing, it is necessary to ensure that equity incentives are grounded, avoid detours or even counterproductive actions, and do evil with good intentions. For more related content, come to our website http://www.fxofa66.com consulting service