These two aspects are essential if you want your equity incentive to play a big role.
唯有參與，才有認(rèn)同
Only participation can identify
一個(gè)好的規(guī)章制度,，能夠反映每個(gè)公司員工的共同愿景和價(jià)值觀,，能夠調(diào)動(dòng)大家的創(chuàng)造力和奉獻(xiàn)精神。與其耗費(fèi)精力制作厚厚的手冊(cè),，秀給外人看,，不如靜下心來(lái)和員工一起制定出大家都認(rèn)可的規(guī)章制度,。同理股權(quán)激勵(lì)制度，亦是如此,。唯有參與,，才有認(rèn)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(quán),，才有創(chuàng)造
Only authorization can create
授權(quán)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(quán)，總覺得靠自己更省事,。授權(quán)基本上可以分為兩個(gè)類型：指令型授權(quán)和責(zé)任型授權(quán),。
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(quán)是讓別人“去做這個(gè)，去做那個(gè),，做完告訴我”,，什么事情都親力親為,。責(zé)任型授權(quán)的關(guān)注重點(diǎn)是終的結(jié)果。給員工自由,，允許自行選擇做事的具體方法,，并為終的結(jié)果負(fù)責(zé),。
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(zé)任分配給有能力有擔(dān)當(dāng)?shù)睦蠁T工，老板才有余力思考和從事更高層次的活動(dòng),。授權(quán)代表了成長(zhǎng),，不但是個(gè)人成長(zhǎng)，也是團(tuán)隊(duì)的成長(zhǎng),。
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(quán)激勵(lì)方案落地,，在授權(quán)的時(shí)候需要做到以下五個(gè)方面：
If you want to implement your equity incentive plan, you need to do the following five aspects when authorizing:
1）預(yù)期成果
1) Expected results
雙方都要明確并理解終的結(jié)果，要以“結(jié)果”,，而不是“方法”為中心,。要投入時(shí)間、耐心,、詳細(xì)描述終的結(jié)果,，明確具體的時(shí)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(dǎo)方針
2) Guidelines
確認(rèn)適用的評(píng)估標(biāo)準(zhǔn),，避免成為指令型授權(quán),，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(jié)果是扼殺人的能動(dòng)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(cái)力,、技術(shù)和組織資源以取得預(yù)期的成果,。
Inform the available human, financial, technical and organizational resources to achieve the expected results.
4）責(zé)任歸屬
4) Responsibility attribution
制定業(yè)績(jī)標(biāo)準(zhǔn)，并用這些標(biāo)準(zhǔn)來(lái)評(píng)估他們的成果。制定具體的時(shí)間表,，說明何時(shí)提交終成果,，何時(shí)進(jìn)行評(píng)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(jiǎng)懲
5) Define rewards and punishment
明確告知評(píng)估后的結(jié)果,，好的和不好的,，包括財(cái)務(wù)獎(jiǎng)勵(lì)（利潤(rùn)分紅）、精神獎(jiǎng)勵(lì),、職務(wù)調(diào)整（退出機(jī)制）以及該項(xiàng)工作對(duì)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(quán)激勵(lì)不是簡(jiǎn)單的“數(shù)字比例游戲”，而是共同參與構(gòu)建認(rèn)同感的過程,，是共同明確責(zé)任,、劃分責(zé)任的權(quán)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(zhǎng),，阻礙企業(yè)的發(fā)展。更多相關(guān)內(nèi)容就來(lái)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
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