在设计科学的激励方案时,要从公司的整体出发,对激励对象选择、激励总量、绩效目标、计划时间等要素进行综合考虑，而这些要素都需要与公司的发展战略相匹配。山东股章公司为您进行详细的讲解。
When designing a scientific incentive plan, we should start from the company as a whole, and comprehensively consider such factors as the selection of incentive objects, total incentive amount, performance objectives, and planned time, which need to be matched with the company's development strategy. Shandong Guozhang Company will give you a detailed explanation.
战略业务与股权激励的目的
Strategic business and the purpose of equity incentive
经过我们多年的实战经验，可以把公司的战略发展落实到公司不同种类的业务模式上来，不同的战略可以由不同的业务模式达成，而不同的业务模式也会有不同层次的发展倾向。
After years of practical experience, we can implement the company's strategic development to different types of business models. Different strategies can be achieved by different business models, and different business models will have different levels of development tendencies.
战略定位与股权激励对象
Strategic positioning and equity incentive objects
激励的实质是肯定人力的价值,选择激励对象的本意就是找出两种岗位上的人:一种是在企业政策控制和核心流程运行中起关键作用的人;另一种则是该员工的业绩好坏和个人积极性高低能否对企业的战略目标的实现产生影响,关键作用的人是相对固化的,是我们通常说的高管人员,第二种人随着企业战略导向的变化有很大的变动。
The essence of incentive is to affirm the value of human resources. The original intention of selecting incentive objects is to find out the people in two kinds of posts: one is the people who play a key role in enterprise policy control and core process operation; The other is whether the employee's performance and personal enthusiasm can have an impact on the realization of the enterprise's strategic goals. The people who play a key role are relatively fixed, and we usually call them senior executives. The second type of people has great changes with the change of the enterprise's strategic orientation.
战略目标与股权激励约束
Strategic objectives and equity incentive constraints
绩效目标通常是财务性指标,可以和销售额、利润、收益率等进行挂钩,公司通过相关指标设定目标值作为员工绩效的硬性规定,达到了目标后,激励对象才能逐步解锁,从而获得收益,这一指标通常要与战略性指标挂钩,原则上以让激励对象“看得到、闻得到,但又得伸长手跳跳脚才能拿得到为适宜原则。
Performance targets are usually financial indicators, which can be linked to sales, profits, profitability, etc. The company sets target values through relevant indicators as a hard rule for employee performance. Only after the target is reached, can incentive objects gradually unlock, so as to obtain income. This indicator is usually linked to strategic indicators. In principle, it is appropriate to let incentive objects "see and hear, but they have to stretch their hands and feet to get it.".
战略规划与股权激励实施
Strategic planning and implementation of equity incentive
战略要落实,仅有单独的目标是远远不够的,还要对如何实现目标给出具体的发展方向和时间进程,这在管理中称作“战略路径”和“规划进程”;同样的,我们在设计一个股权激励方案时,也要注意激励切人的起始时间、激励的周期长短,以及关键节点与企业的战略节点相配合。
In order to implement the strategy, it is far from enough to have a separate goal. It is also necessary to give specific development direction and time course on how to achieve the goal, which is called "strategic path" and "planning process" in management; Similarly, when designing an equity incentive plan, we should also pay attention to the starting time of the incentive, the length of the incentive cycle, and the coordination of key nodes with the strategic nodes of the enterprise.
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