Behind every equity incentive stands a fresh life. To make equity incentive truly effective and effectively promote the development of enterprises, we should view Shandong equity incentive from the perspective of entrepreneurs, enterprise management and employees' needs.

企业家的角度

Entrepreneur's perspective

企业家的格局不同，导致企业家在做股权激励时诉求不同，企业家想通过股权激励留人，还是想通过股权激励融钱，企业家在做股权激励是主动的还是被动的？

The different patterns of entrepreneurs lead to different demands of entrepreneurs when doing equity incentives. Do entrepreneurs want to retain people through equity incentives or finance money through equity incentives? Are entrepreneurs active or passive in doing equity incentives?

主动做股权激励就是企业家是想通过股权激励和员工一起把企业做大做强，把企业做成事业平台，实现企业家和员工的梦想。

Active equity incentive means that entrepreneurs want to make the enterprise bigger and stronger through equity incentive and employees, make the enterprise a career platform, and realize the dreams of entrepreneurs and employees.

企业家被动做股权激励的原因是，如果不做股权激励，企业就留不住核心员工，留不住骨干，因为公司员工的流失，就会导致企业扩张受阻，影响企业的战略部署；做了股权激励可以建立企业的防火墙，防止人才被竞争对手挖走。

The reason why entrepreneurs do equity incentive passively is that if they do not do equity incentive, enterprises will not retain core employees and backbone, because the loss of employees will lead to the obstruction of enterprise expansion and affect the strategic deployment of enterprises; Equity incentives can establish a firewall for enterprises to prevent talents from being poached by competitors.

企业管理角度

Enterprise management perspective

财务层面

Financial level

众所周知，入股员工是有查账权的。在企业中请神容易送神难，如果事先未和员工对公司的财务约定清楚，没有从公司财务的实际情况出发，则有可能导致后期员工与公司的利益纷争，还有可能会出现被激励的员工以公司财务漏洞作为谈判，一旦双方无法达成共识，公司可能会面临税务风险或者其他的法律风险，这无疑等于大股东引火上身，故关于对财务的约定，要事先尽可能清晰规范。

As is known to all, the employees who are shareholders have the right to audit accounts. It is easy to ask for help in an enterprise. If the financial agreement of the company is not clear with the employees in advance and the actual situation of the company's finance is not taken into account, it may lead to the conflict of interests between the employees and the company in the later stage, and there may also be the incentive employees to negotiate with the company's financial loopholes. Once the two parties fail to reach an agreement, the company may face tax risks or other legal risks, This is undoubtedly tantamount to the big shareholders getting caught up in the fire, so the financial agreement should be as clear and standardized as possible in advance.

还有就是从员工辞退的角度，每辞退一个入股对象，需要入股对象到工商局办理变更手续，这样的成本太高也过于繁琐，一般我们采取的方式的是，在股权激励时采用股权代持的方式，这样更为便捷。

In addition, from the perspective of employee dismissal, every time a shareholder is dismissed, the shareholder needs to go through the change procedures at the Industrial and Commercial Bureau, which is too expensive and too cumbersome. Generally, we adopt the method of equity holding in the equity incentive, which is more convenient.

公司估值是个技术活

Company valuation is a technical activity

公司估值是股权激励成败的关键，所谓的公司估值就是企业在老板心中值多少钱，在员工心中值多少钱？双方共同的能够成交的心理价位是多少？由此可见公司估值是技术活。

Company valuation is the key to the success of equity incentive. The so-called company valuation is how much the enterprise is worth in the boss's mind and how much is it worth in the employees' mind? What is the psychological price that both parties can reach? It can be seen that the company's valuation is a technical activity.

对于老板和员工来说，入股的价格对双方很敏感，企业的老板估值低了，老板心疼，老板估值高了，员工不入股，员工估值高了，员工怕吃亏，员工估值低了，又怕老板生气，所以往往在企业的估值时，谁先开口，谁被动，在这种双方博弈的情况下，双方都不愿先开口，而双方不开口，股权激励就进行不下去，但股权激励中又绕不开估值。

For the boss and employees, the price of the shares is very sensitive to both sides. The boss's valuation is low, the boss is distressed, the boss's valuation is high, the employees do not participate in the shares, the employee's valuation is high, the employees are afraid of losing, the employee's valuation is low, and the boss is afraid of being angry, so often in the valuation of the enterprise, the first to speak, the second to be passive. In this case of game between the two sides, both sides are unwilling to speak first, and both sides do not speak, Equity incentive can't go on, but valuation can't be separated from equity incentive.

员工需求角度

From the perspective of employee needs

对于基层的员工，重视眼前利益的居多，重视未来长远利益的较少。所以，员工在股权激励中，员工往往优先考虑的是短期回报，员工会认为收益高，员工就入股，收益低，员工就不入股；其次员工才考虑入股的长期收益。

For the employees at the grass-roots level, most of them pay attention to the immediate interests, and few pay attention to the long-term interests in the future. Therefore, in equity incentive, employees tend to give priority to short-term returns. Employees will think that if the earnings are high, employees will become shareholders. If the earnings are low, employees will not become shareholders; Second, employees consider the long-term benefits of equity.

每一个公司的效益不同，员工收入不同，家庭情况不同。所以，需要第三方进场调研访谈，摸清楚员工的实际状况，根据实际情况设计激励方式，目的是让员工认为入股是划算的，因为员工往往会从自己的角度考虑自己的利益。

The benefits of each company are different, the income of employees is different, and the family situation is different. Therefore, a third party is required to enter the site for investigation and interview, understand the actual situation of employees, and design incentive methods according to the actual situation. The purpose is to make employees think that it is cost-effective to buy shares, because employees often consider their own interests from their own perspective.

基层和中层的员工对公司的未来保持相对谨慎的态度，其忠诚度往往低于合伙人或者高层团队，股权激励不的留人的手段，现在的90后对钱不看重，对于让他快乐、舒服的工作氛围可能会超过对钱的渴望，好的股权激励方案要结合企业的情况，综合设计。

Grass-root and middle-level employees maintain a relatively cautious attitude towards the future of the company. Their loyalty is often lower than that of partners or senior teams. Equity incentives are not the means of retaining people. The post-90s now do not value money. The work atmosphere that makes them happy and comfortable may exceed their desire for money. A good equity incentive plan should be designed comprehensively in combination with the situation of the enterprise.

股权激励，出发点在于员工的成长，目的是激发员工的内驱动力，在员工股权激励策略中，要本着对员工负责，设计公司合理的薪酬方案、员工职业生涯规划，还要清晰的告诉员工的岗位职责、绩效考核指标。这些细节是股权激励成败的重要保证。

The starting point of equity incentive is the growth of employees, and the purpose is to stimulate the internal drive of employees. In the equity incentive strategy of employees, we should be responsible for the employees, design the company's reasonable salary plan, employee career planning, and clearly tell the employees' job responsibilities and performance appraisal indicators. These details are an important guarantee for the success of equity incentive.

综上所述，员工股权激励不是一纸协议，它更多是一套方法，要考虑企业家做股权激励的出发点，还要考虑在公司的操作层面，员工的层面，只有综合考虑的股权激励方案，才能够支持到公司的发展。更多相关内容就来我们网站http://www.daoshangbao.com做咨询！

To sum up, employee equity incentive is not an agreement, it is more a set of methods. We should consider the starting point for entrepreneurs to do equity incentive, and also consider the operation level of the company and the level of employees. Only a comprehensive equity incentive plan can support the development of the company. Come to our website for more relevant content http://www.daoshangbao.com Consulting!