很多企业家在做股权激励方案前都会问,我们该对哪些人进行激励？我们适不适合做全员激励?在我看来，股权是稀缺的，应当将有价值股权赋予公司有价值的核心人才。

Many entrepreneurs ask before implementing equity incentive plans, who should we incentivize? Is it suitable for us to do full staff motivation? In my opinion, equity is scarce and valuable equity should be given to the valuable core talents of the company.

那么，哪些人是所谓的核心人才呢? 通常意义上就是在企业发展过程中通过其高超的专业素养和优秀的职业经理人操守，为企业做出或正在做出卓越贡献的员工，或者说是因为他们的存在而弥补了企业发展过程中的某些空缺或不足的员工。核心人才不仅具有企业人才的特点还有一定的特殊性，他们往往具有不可替代性、很强的创新性及具有比他员工更强的竞争性。

So, who are the so-called core talents? In general, it refers to employees who have made or are making outstanding contributions to the enterprise through their high professional competence and excellent professional manager ethics during the development process of the enterprise, or employees who have filled certain gaps or deficiencies in the enterprise development process due to their existence. Core talents not only have the characteristics of enterprise talents but also have certain peculiarities. They often have irreplaceability, strong innovation, and stronger competitiveness than their employees.

我们知道，一个企业中，往往是 20% 的人才创造了 80%的效益，核心人才动力的激发与否往往是企业能否获得成功的关键。这好比我开车，方向错了马力开得再足也只会离后的目标越来越远。核心人才在企业经营中所扮演的角色就如同开车的方向盘一般重要，这部分人或者推动企业战略实施，或者提升品牌的价值，或者拉动销售量，可以为企业创造大价值的效益。

We know that in a company, it is often 20% of the talents who create 80% of the benefits, and the motivation of core talents is often the key to whether the company can achieve success. This is like driving in the wrong direction. No matter how much horsepower I drive, I will only get further and further away from my target. The role played by core talents in enterprise management is as important as the steering wheel of a car. These individuals can either drive the implementation of enterprise strategies, enhance brand value, or drive sales, creating significant value and benefits for the enterprise.

为突破企业发展瓶颈，企业应该针对不同职能的核心人才进行不的激励方式。例如，针对营销型核心人才，企业可以采用提成或给予股权的方式激励他们。针对技术型核心人才，企业可以采用专项奖励、产品提成或给予股权的方式激励他们。而针对生产型核心人才，企业可以采用生产成本节约奖或给予股权的方式激励他们。

To break through the bottleneck of enterprise development, enterprises should adopt different incentive methods for core talents with different functions. For example, for core marketing talents, companies can incentivize them through commissions or equity grants. For technical core talents, enterprises can use special rewards, product commissions, or equity incentives to motivate them. For production-oriented core talents, enterprises can incentivize them by offering production cost savings awards or equity grants.