总的来说,将股权激励在员工中公开比较好,这样可以让员工明白奖翻机制,不仅知道自己得了多少奖励,也知道别人为何获得奖励,然后才会看自标地去努力,知道自己如何努力才能够得到更多的奖励,而不基美理怨暗箱操作与待遇不公,否大家都彼此猜疑,人心迅速分散,"杀魏"员工的积极性(除非你的奖励有个人因素在里面,不可为外人道也)然面,有时被此间股权激励的差异可能会让部分员工质疑公司的公正性国此,我们建议在一定范围内,股权激励可以采取相应的保密制度,保霸原则是股权激励分红中的一项重要原则,有了保密原则的保障,股权激励方案才能顺利落地,平稳实施.

In general, it is better to make equity incentives public among employees. This can help employees understand the incentive mechanism, not only knowing how much reward they have received, but also why others have received rewards. Only then can they look at their own goals and work hard, knowing how they can get more rewards. There is no reason to complain about covert operations and unfair treatment, otherwise everyone will doubt each other, and people's hearts will quickly disperse. The enthusiasm of "killing Wei" employees (unless your reward has personal factors inside and cannot be outsiders) is obvious. Sometimes, the difference in equity incentives may make some employees question the fairness of the company. Therefore, we suggest that within a certain range, equity incentives can adopt corresponding confidentiality systems. The principle of protecting dominance is an important principle in equity incentive dividends. With the protection of confidentiality, equity incentive plans can be smoothly implemented and implemented

吉人说:"不患寡而患不均"如何从制度设计上提前考虑职能中心和利润中心员工由于收人差距过大,而造成的心理落差及所引起的-系列问题?

Ji Ren said, "Do not suffer from scarcity but from inequality." How to consider in advance the psychological gap and series of problems caused by the large income gap between employees in the functional center and profit center from the perspective of institutional design?

制度设计上不要产生过多的摩擦,如我原先分红的时候用的是现金给得人准备一个红包,这个人分的钱多就多放10元的,那个人分的钱少就多放5元的,这样在外观上就显得差不多了,这是个分红中的技术问题,而技术问题是可以处理的,比如,还有一个企业的老板,把分红的钱都放在箱子里,每个箱子都一样,但是里面的钱是不一样的,所以坚特保密原则,重要的是老板的心里要有标准,该拿100万元的人就拿100万元,该拿5万元的人就拿5万元,这样你就不会再担忧这个问题了在第一年分红的时候可能会出现这个问题,按照规则分红三年之后就基本没有这个问题了.

Don't create too much friction in the design of the system. For example, when I was distributing dividends, I used cash to prepare a red envelope for the recipient. This person would give an extra 10 yuan if they distributed more money, and another person would give an extra 5 yuan if they distributed less money. This will appear similar in appearance. This is a technical issue in dividends, and technical issues can be handled. For example, there is a business owner who placed the dividend money in boxes, each box is the same, but the money inside is different. Therefore, we must adhere to the principle of confidentiality. It is important for the boss to have standards in their heart. Those who should receive 1 million yuan will receive 1 million yuan, and those who should receive 1 million yuan should receive it. A person with 50000 yuan will receive 50000 yuan, so you won't have to worry about this problem anymore. This problem may occur during the first year of dividend distribution, but after three years of dividend distribution according to the rules, there will be basically no such problem

既然是鼓励,那么肯定会有差别,不然每个人都一样就成了"大锅饭"反面是一个不合理的方案,所以要鼓励员工不要怕分红的差距大,劳动分红反面最怕的就是所有人都分一样数量的钱,作为老板,一定不要担心有人分100万元,有人分5万元;分得少,自然说明贡献度相对较少,等到员于贾献度上去之后,随之的股权和分红也都会相应地发生变动,因此当所有员工都想分100万元的时候,才是公司发展最顺利的时候.

Since it is encouragement, there will definitely be differences, otherwise everyone will be the same and become a "big pot rice". On the other hand, it is an unreasonable plan to encourage employees not to be afraid of a large difference in dividends. The biggest fear of labor dividends is that everyone will share the same amount of money. As a boss, don't worry about someone sharing 1 million yuan and someone sharing 50000 yuan; A small share naturally indicates a relatively small contribution. After the employee joins Jia Xiandu, the corresponding equity and dividends will also change accordingly. Therefore, when all employees want to share 1 million yuan, it is the most smooth time for the company's development

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