要想讓你的股權激勵發(fā)揮大效果，這兩個方面必不可少,。

These two aspects are essential if you want your equity incentive to play a big role.

唯有參與,，才有認同

Only participation can identify

一個好的規(guī)章制度，能夠反映每個公司員工的共同愿景和價值觀,，能夠調動大家的創(chuàng)造力和奉獻精神,。與其耗費精力制作厚厚的手冊，秀給外人看,，不如靜下心來和員工一起制定出大家都認可的規(guī)章制度,。同理股權激勵制度，亦是如此,。唯有參與,，才有認同。

A good rules and regulations can reflect the common vision and values of each company's employees, and can mobilize everyone's creativity and dedication. Rather than expend energy to produce thick manuals and show them to outsiders, it is better to settle down and work with employees to formulate rules and regulations that are recognized by everyone. The same is true of the equity incentive system. Only participation can identify.

唯有授權,，才有創(chuàng)造

Only authorization can create

授權是提高公司效率和效能的秘訣之一,，可惜很多老板吝嗇于授權，總覺得靠自己更省事,。授權基本上可以分為兩個類型：指令型授權和責任型授權,。

Authorization is one of the secrets to improve the efficiency and effectiveness of the company. Unfortunately, many bosses are stingy with authorization and always feel that it is easier to rely on themselves. Authorization can basically be divided into two types: directive authorization and responsible authorization.

指令型授權是讓別人“去做這個，去做那個,，做完告訴我”,，什么事情都親力親為。責任型授權的關注重點是終的結果,。給員工自由,，允許自行選擇做事的具體方法，并為終的結果負責,。

Directive authorization is to let others "do this, do that, and tell me when you finish", and do everything by yourself. The focus of responsible delegation is on the end result. Give employees freedom, allow them to choose specific methods of doing things, and be responsible for the final results.

把責任分配給有能力有擔當?shù)睦蠁T工,，老板才有余力思考和從事更高層次的活動。授權代表了成長,，不但是個人成長,，也是團隊的成長。

Only by assigning responsibilities to capable and responsible old employees can the boss have the spare time to think and engage in higher-level activities. Authorization represents growth, not only personal growth, but also team growth.

如果想讓你的股權激勵方案落地,，在授權的時候需要做到以下五個方面：

If you want to implement your equity incentive plan, you need to do the following five aspects when authorizing:

1）預期成果

1) Expected results

雙方都要明確并理解終的結果,，要以“結果”，而不是“方法”為中心,。要投入時間,、耐心、詳細描述終的結果，明確具體的時間安排,。

Both sides should clarify and understand the final result, and focus on "results" rather than "methods". It is necessary to invest time, patience, describe the final results in detail, and clarify the specific time arrangement.

2）指導方針

2) Guidelines

確認適用的評估標準,，避免成為指令型授權，但是一定要有明確的限制性規(guī)定,。不加約束地放任,，其終結果是扼殺人的能動性。

Confirm the applicable evaluation criteria and avoid becoming directive authorization, but there must be clear restrictive provisions. The end result of unrestrained indulgence is to stifle the initiative of killing people.

3）可用資源

3) Available resources

告知可使用的人力,、財力,、技術和組織資源以取得預期的成果。

Inform the available human, financial, technical and organizational resources to achieve the expected results.

4）責任歸屬

4) Responsibility attribution

制定業(yè)績標準,，并用這些標準來評估他們的成果,。制定具體的時間表，說明何時提交終成果,，何時進行評估,。

Develop performance criteria and use them to evaluate their results. Formulate a specific timetable, indicating when to submit the final results and when to evaluate them.

5）明確獎懲

5) Define rewards and punishment

明確告知評估后的結果，好的和不好的,，包括財務獎勵（利潤分紅）,、精神獎勵、職務調整（退出機制）以及該項工作對其所在部門的意義和影響,。

Clearly inform the evaluation results, good and bad, including financial rewards (profit dividends), spiritual rewards, job adjustment (exit mechanism) and the significance and impact of the work on their departments.

股權激勵不是簡單的“數(shù)字比例游戲”,，而是共同參與構建認同感的過程，是共同明確責任,、劃分責任的權利游戲,。給員工參與的空間，不要讓老板的格局思維阻礙員工成長,，阻礙企業(yè)的發(fā)展,。更多相關內容就來我們網(wǎng)站http://zyvd.cn咨詢,！

Equity incentive is not a simple "digital proportional game", but a process of jointly participating in the construction of a sense of identity. It is a right game of jointly defining and dividing responsibilities. Give employees room to participate. Don't let the boss's pattern thinking hinder the growth of employees and the development of enterprises. Come to our website for more relevant content http://zyvd.cn consulting service