股權(quán)激勵(lì)一直是公司尤其是初創(chuàng)公司管理高階人才的常用手段,。分股權(quán)不難,，但要真正讓股權(quán)起到激勵(lì)效果，還有許多要點(diǎn)和難點(diǎn),。那么怎么避免出現(xiàn)激勵(lì)不當(dāng)?shù)膯栴}呢,？下面來講講怎么回事。

Equity incentives have always been a common means for companies, especially startups, to manage high-level talents. It is not difficult to divide equity, but there are still many key points and difficulties to truly make equity have an incentive effect. So how to avoid the problem of improper incentives? Let's talk about what happened next.

(1)山東股權(quán)激勵(lì)應(yīng)當(dāng)先結(jié)合公司的實(shí)際情況選擇適合的方式,，是用干股,、期股還是實(shí)股，不同的階段,、不同的人員,，用的方式肯定不同。

(1) Equity incentives should first be based on the actual situation of the company and choose the appropriate method, whether to use dry stocks, futures stocks, or real stocks. The methods used will definitely vary depending on the stage and personnel involved.

(2)結(jié)合公司的整體激勵(lì)體系,，分層分級地考慮,，人在哪股在哪，而不是將總公司的股權(quán)給分公司的部]經(jīng)理,，也不能給單店的廚師長公司層面的股權(quán),。同時(shí)，應(yīng)當(dāng)結(jié)合公司內(nèi)部的晉升體系,，匹配股權(quán)進(jìn)行設(shè)置,。

(2) Considering the overall incentive system of the company in a hierarchical and hierarchical manner, rather than giving equity from the head office to department managers of branch companies or individual chefs at the company level. At the same time, it should be set up in conjunction with the internal promotion system of the company and matched with equity.

(3)股權(quán)激勵(lì)實(shí)施過程做好充分的溝通，使員工真正認(rèn)識到股權(quán)激勵(lì)的意義及背后的責(zé)任,，而不是獲得到股權(quán)后,，就可以一勞永逸了,。

(3) Adequate communication should be maintained during the implementation of equity incentives to enable employees to truly understand the significance and responsibilities behind equity incentives, rather than obtaining equity once and for all.

(4)形成系統(tǒng)的方案，從人員的選擇,、時(shí)間節(jié)點(diǎn),、股權(quán)的模式、價(jià)格,、數(shù)量,、考核條件、進(jìn)退機(jī)制等全面考慮和設(shè)計(jì),，而不是老板拍腦袋決定,，然后隨便簽個(gè)協(xié)議就可以了。

(4) A systematic plan should be formed by comprehensively considering and designing personnel selection, time nodes, equity models, prices, quantities, assessment conditions, advance and retreat mechanisms, rather than being decided by the boss and signing an agreement casually.

(5)股權(quán)激勵(lì)給的是股份,，給的也是股東的身份或者合伙人的資格，但這不僅僅是一紙文書,，內(nèi)容要大于形式,，這個(gè)形式就是定期可以召開合伙人會(huì)議，制定哪些內(nèi)容必須由合伙人會(huì)議進(jìn)行研討商定,，形成議事規(guī)則,。

(5) Equity incentives provide shares, as well as the identity of shareholders or the qualifications of partners. However, this is not just a document, the content should be greater than the form. This form is that regular partner meetings can be held, and what content must be discussed and agreed upon by the partner meeting to form rules of procedure.

參與才是被認(rèn)可、被重視的關(guān)鍵,，而不是拿到股權(quán)后,，仍然是老板自己說了算，跟以前沒什么兩樣,，頂多是年終多了一點(diǎn)錢而已,，這點(diǎn)錢對于需要實(shí)現(xiàn)自我價(jià)值的那批人來說已經(jīng)不重要了。更多相關(guān)股權(quán)事項(xiàng)就來我們網(wǎng)站http://zyvd.cn咨詢吧,！

Participation is the key to being recognized and valued, rather than the boss's own the final say after getting the equity. It's no different than before. At most, it's just a little more money at the end of the year. This money is no longer important for those who need to realize their self-worth. For more related equity matters, please visit our website http://zyvd.cn Consult!