股权激励操作实施没有想象的那么简单，其实在
山东股权激励方案实施的过程需要有一套详细的流程与步骤，充分挖掘核心员工的诉求，制定适合公司发展需要的合理方案，并且签署合法合规的协议，充分保障公司与员工双方的权益。一般的股权激励操作流程包括四个方面：
The implementation of equity incentive operation is not as simple as imagined. In fact, the implementation process of the equity incentive plan in Shandong needs a set of detailed processes and steps to fully explore the demands of core employees, develop a reasonable plan suitable for the company's development needs, and sign a legal and compliant agreement to fully protect the rights and interests of both the company and employees. The general equity incentive operation process includes four aspects:
1.调研诊断：
1. Investigation and diagnosis:
需要对公司现有拟激励的核心人员做充分的访谈（也可通过调研问卷辅助了解），了解其对股权激励的了解程度、相关诉求，以及对股权激励定价有什么建议、是否愿意出资、如出资有困难，更愿意接受哪种方式去解决出资问题等。同时需要了解公司现有的股权结构、未来资本运作的规划、公司目前的财务状况（如每年净利润水平、是否有投资机构进入、如有投资估值多少、现有每股净资产多少）。
It is necessary to conduct sufficient interviews with the company's existing core personnel to be incentivized (also can be assisted by questionnaires) to understand their understanding of equity incentive, relevant demands, and suggestions on the pricing of equity incentive, whether they are willing to contribute, and if they have difficulties in contributing, which way they are willing to accept to solve the problem of contribution, etc. At the same time, it is necessary to understand the company's existing equity structure, future capital operation planning, and current financial situation (such as the annual net profit level, whether there are investment institutions entering, if there is investment valuation, and the current net assets per share).
2.方案设计：
2. Scheme design:
方案的设计是股权激励的核心内容，通过前期的调研诊断及结合公司处的行业、未来资本运作规划、实际控制人一些想法，制定出公司的股权激励的初步方案，初步方案提供给公司核心股东、董事会（如有）等决策层进行讨论商定。股权激励方案的制定按照10D模型，核心包括定目的、定对象、定模式、定载体、定数量、定价格、定时间、定来源、定条件、定机制。
The design of the plan is the core content of the equity incentive. Through the early research and diagnosis, combined with the company's industry, future capital operation planning, and some ideas of the actual controller, a preliminary plan of the company's equity incentive is developed. The preliminary plan is provided to the company's core shareholders, the board of directors (if any) and other decision-making levels for discussion and agreement. The formulation of the equity incentive plan is based on the 10D model, and the core includes the fixed purpose, the fixed object, the fixed mode, the fixed carrier, the fixed quantity, the fixed price, the fixed time, the fixed source, the fixed condition and the fixed mechanism.
3.方案实施：
3. Scheme implementation:
前期的股权激励方案通过公司决策层通过后，很重要的一步就是在公司内部召开动员大会，让拟授予对象和未授权对象都清楚公司的股权激励规则，为后续激励对象签署协议打下基础，实际案例中，很多公司在前期没有做会议解释股权激励的内容，直接拿个协议给激励对象去签署，给人感觉很不好。
After the early equity incentive plan has been approved by the company's decision-making level, a very important step is to hold a mobilization meeting inside the company, so that the objects to be granted and the unauthorized objects are clear about the company's equity incentive rules, laying the foundation for the subsequent incentive objects to sign agreements. In actual cases, many companies did not make a meeting to explain the content of equity incentive in the early stage, and directly took an agreement to the incentive objects to sign, which makes people feel very bad.
一方面大部分核心员工对股权激励比较陌生，另一方面协议很多条款搞不明白，造成很多员工一脸茫然或认为公司在给自己下套，本来是一件很好的事情结果达不到效果。动员大会是一个必不可少的流程，开完动员大会后留足一定的时间期限（如一周内）让拟激励对象去消化和考虑，有什么问题和疑虑及时提出来，给予解答，后面就是相关协议的签署及缴款及工商层面的变更事宜。
On the one hand, most of the core employees are unfamiliar with equity incentives, and on the other hand, many of the terms of the agreement are not clear, causing many employees to look blank or think that the company is setting a trap for themselves, which is originally a good thing and fails to achieve results. The mobilization meeting is an essential process. After the mobilization meeting, a certain period of time (such as within one week) will be reserved for the proposed incentive object to digest and consider, and any questions and doubts will be raised and answered in time, followed by the signing of relevant agreements, payment and changes at the industrial and commercial levels.
4.管理优化：
4. Management optimization:
很多人认为股权激励的实施完成后就万事大吉，方案的实施完成仅仅是股权激励的开始，后续我们需要对这个方案进行管理与优化，有条件的公司可以成立相关负责小组，初创或小规模企业就由实际控人直接负责，要对股权激励的实施过程中的进行动态调整，如有些激励对象的辞职或新的激励对象的加入，以及每年绩效考核结果对应的股权激励层面的授权标准调整等，以及在原有方案的基础上考虑下一期的股权激励事宜。
Many people believe that all is well after the implementation of equity incentive is completed. The implementation of the plan is only the beginning of equity incentive. Later, we need to manage and optimize the plan. Conditional companies can set up relevant responsible groups, and start-ups or small-scale enterprises are directly responsible by the actual controller. Dynamic adjustment should be made during the implementation of equity incentive, For example, the resignation of some incentive objects or the addition of new incentive objects, as well as the adjustment of the authorization standard of the equity incentive level corresponding to the annual performance appraisal results, and the consideration of the next phase of equity incentive on the basis of the original plan.
可以在公司内部召开一个股权激励动员大会，给公司员工公布与解释股权激励规则与制度，让已获取股权激励的核心员工看到拿到股权或期权的价值，激发斗志、加倍努力，与公司共同实现股权增值，同时让这一期没有获得股权或期权的人员看到股权或期权授予标准与期望，通过自己的努力达到获取公司的股权或期权的标准，真正实现实施股权激励的目的。更多相关事项就来咨询我们
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An equity incentive mobilization meeting can be held inside the company to announce and explain the equity incentive rules and systems to the company's employees, so that the core employees who have obtained equity incentive can see the value of obtaining equity or options, stimulate their morale, redouble their efforts, and jointly realize equity appreciation with the company. At the same time, those who have not obtained equity or options in this period can see the standards and expectations of equity or options grant, Through their own efforts to achieve the standard of obtaining the company's equity or options, and truly realize the purpose of implementing equity incentives. Consult us for more relevant matters http://www.lushangyun.com Come on!
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