股權激勵，對傳統(tǒng)企業(yè),，是少數(shù)企業(yè)的激勵機制,；對創(chuàng)業(yè)企業(yè)，則成為標配,。下面來講講股權激勵操作的基本流程包含什么,。
Equity incentive, for traditional enterprises, is an incentive mechanism for a few enterprises; For start-ups, it becomes the standard configuration. Let's talk about the basic process of equity incentive operation.
調研診斷：
Research diagnosis:
需要對公司現(xiàn)有擬激勵的核心人員做充分的訪談（也可通過調研問卷輔助了解），了解其對股權激勵的了解程度,、相關訴求,，以及對股權激勵定價有什么建議、是否愿意出資、如出資有困難,，更愿意接受哪種方式去解決出資問題等,。同時需要了解公司現(xiàn)有的股權結構、未來資本運作的規(guī)劃,、公司目前的財務狀況（如每年凈利潤水平,、是否有投資機構進入、如有投資估值多少,、現(xiàn)有每股凈資產多少）,。
It is necessary to conduct sufficient interviews with the company's existing core personnel to be incentivized (also can be assisted by questionnaires) to understand their understanding of equity incentive, relevant demands, and suggestions on the pricing of equity incentive, whether they are willing to contribute, and if they have difficulties in contributing, which way they are willing to accept to solve the problem of contribution, etc. At the same time, it is necessary to understand the company's existing equity structure, future capital operation planning, and current financial situation (such as the annual net profit level, whether there are investment institutions entering, if there is investment valuation, and the current net assets per share).
方案設計：
Scheme design:
方案的設計是股權激勵的核心內容，通過前期的調研診斷及結合公司處的行業(yè),、未來資本運作規(guī)劃,、實際控制人一些想法，制定出公司的股權激勵的初步方案,，初步方案提供給公司核心股東,、董事會（如有）等決策層進行討論商定。股權激勵方案的制定按照10D模型,，核心包括定目的,、定對象、定模式,、定載體,、定數(shù)量、定價格,、定時間,、定來源、定條件,、定機制,。
The design of the plan is the core content of the equity incentive. Through the early research and diagnosis, combined with the company's industry, future capital operation planning, and some ideas of the actual controller, a preliminary plan of the company's equity incentive is developed. The preliminary plan is provided to the company's core shareholders, the board of directors (if any) and other decision-making levels for discussion and agreement. The formulation of the equity incentive plan is based on the 10D model, and the core includes the fixed purpose, the fixed object, the fixed mode, the fixed carrier, the fixed quantity, the fixed price, the fixed time, the fixed source, the fixed condition and the fixed mechanism.
方案實施：
Scheme implementation:
前期的股權激勵方案通過公司決策層通過后，很重要的一步就是在公司內部召開動員大會,，讓擬授予對象和未授權對象都清楚公司的股權激勵規(guī)則,，為后續(xù)激勵對象簽署協(xié)議打下基礎，實際案例中,，很多公司在前期沒有做會議解釋股權激勵的內容，直接拿個協(xié)議給激勵對象去簽署,，給人感覺很不好,，一方面大部分核心員工對股權激勵比較陌生，另一方面協(xié)議很多條款搞不明白,，造成很多員工一臉茫然或認為公司在給自己下套,，本來是一件很好的事情結果達不到效果。動員大會是一個必不可少的流程，開完動員大會后留足一定的時間期限（如一周內）讓擬激勵對象去消化和考慮,，有什么問題和疑慮及時提出來,，給予解答，后面就是相關協(xié)議的簽署及繳款及工商層面的變更事宜,。
After the early equity incentive plan was approved by the company's decision-making level, a very important step is to hold a mobilization meeting inside the company, so that both the proposed grant and the unauthorized object can understand the company's equity incentive rules, laying the foundation for the subsequent incentive object to sign the agreement. In actual cases, many companies did not make a meeting to explain the content of equity incentive in the early stage, and directly took an agreement to the incentive object to sign, which makes people feel very bad, On the one hand, most of the core employees are unfamiliar with equity incentives, and on the other hand, many of the terms of the agreement are not clear, causing many employees to look blank or think that the company is setting a trap for themselves, which is originally a good thing, and the result is not effective. The mobilization meeting is an essential process. After the mobilization meeting, a certain period of time (such as within one week) will be reserved for the proposed incentive object to digest and consider, and any questions and doubts will be raised and answered in time, followed by the signing of relevant agreements, payment and changes at the industrial and commercial levels.
管理優(yōu)化：
Management optimization:
很多人認為股權激勵的實施完成后就萬事大吉,，方案的實施完成僅僅是股權激勵的開始，后續(xù)我們需要對這個方案進行管理與優(yōu)化,，有條件的公司可以成立相關負責小組,，初創(chuàng)或小規(guī)模企業(yè)就由實際控人直接負責，要對股權激勵的實施過程中的進行動態(tài)調整,，如有些激勵對象的辭職或新的激勵對象的加入,，以及每年績效考核結果對應的股權激勵層面的授權標準調整等，以及在原有方案的基礎上考慮下一期的股權激勵事宜,。
Many people believe that all is well after the implementation of equity incentive is completed. The implementation of the plan is only the beginning of equity incentive. Later, we need to manage and optimize the plan. Conditional companies can set up relevant responsible groups, and start-ups or small-scale enterprises are directly responsible by the actual controller. Dynamic adjustment should be made during the implementation of equity incentive, For example, the resignation of some incentive objects or the addition of new incentive objects, as well as the adjustment of the authorization standard of the equity incentive level corresponding to the annual performance appraisal results, and the consideration of the next phase of equity incentive on the basis of the original plan.
The basic process of equity incentive operation includes the following four steps. If you have any questions, please come to our website http://zyvd.cn Look!
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