股权激励方案落地执行
十年股权整理解决方案落地实施

　　股权激励是企业为了激励和留住核心人才，而推行的一种长期激励机制，是目前企业最常用的激励员工的方法之一。股权激励主要是通过附条件给予员工部分股东权益，使其具有主人翁意识，从而与企业形成利益共同体，促进企业与员工共同成长，从而帮助企业实现稳定发展的长期目标，助力企业实现业绩和利润的双重增长，而且这种增长不是“鸡血式”短期增长，而是一种成功率极高、持续稳定的、有复利效应的增长。

　　Equity incentive is a long-term incentive mechanism implemented by enterprises to motivate and retain core talents, and is currently one of the most commonly used methods to motivate employees. Equity incentives mainly provide employees with partial shareholder rights by attaching conditions, making them have a sense of ownership, thus forming a community of shared interests with the enterprise, promoting the common growth of the enterprise and employees, and helping the enterprise achieve long-term goals of stable development, helping the enterprise achieve dual growth of performance and profit. Moreover, this growth is not a "chicken blood" short-term growth, but a highly successful, sustained and stable growth with compound interest effect.

　　然而，在实施过程中，很多企业家往往会犯一个常见的错误：直接将股权送给员工，而不要求他们出资购买。这种做法看似慷慨，实则可能会带来一系列问题。

　　However, in the implementation process, many entrepreneurs often make a common mistake: directly giving equity to employees without requiring them to invest in purchasing it. This approach may seem generous, but it may actually bring a series of problems.

　　｜股权激励要不要让员工出钱？

　　Should employees be required to pay for equity incentives?

　　做股权激励原则上说让员工能买就一定要买。许多企业家可能会这样想：“这个高管跟了我十几年了，我应该给他8%或10%的股权。”然后就直接将股权赠送给员工。这种做法可能存在以下问题：（1）降低股权价值感知任何白送的东西，往往不被珍惜。股权激励本应是一种稀缺品，而不是随意可得的赠品。如果将其变成赠送品，会导致激励对象不够重视这份股权。

　　The principle of equity incentives is that if employees can buy, they must buy. Many entrepreneurs may think, 'This executive has been with me for over a decade, so I should give him 8% or 10% equity.' Then they will directly give the equity to their employees. This approach may have the following issues: (1) Reducing the perception of equity value. Anything given for nothing is often not cherished. Equity incentives should have been a scarce commodity, not a freely available gift. If it is turned into a gift, it will lead to the incentive object not valuing this equity enough.

　　（2）缺乏激励效果没有付出就获得的东西，难以激发人的珍惜之情和责任感。这就像街头免费派发的礼品，即使接下了，很多人也会因为各种理由而随意处置。（3）无法区分忠诚度直接赠送股权，无法区分哪些员工是真正认同公司发展前景的，哪些只是被动接受的。这不利于公司识别和培养真正的核心人才。

　　(2) What is gained without giving and lacks motivational effects is difficult to stimulate people's appreciation and sense of responsibility. This is like a free gift distributed on the street, even if accepted, many people will dispose of it at will for various reasons. (3) It is impossible to distinguish loyalty by directly giving equity, and it is impossible to distinguish which employees truly identify with the company's development prospects and which are only passively accepted. This is not conducive to the company identifying and cultivating true core talents.

　　相比之下，要求员工出资购买股权有以下优势：（1）提高重视程度正如付费的课程往往会让学员更加认真听讲一样，需要付出代价获得的股权会让员工更加珍惜。他们会更加关注公司的发展，因为这直接关系到他们的个人利益。（2） 筛选真正有信心的员工愿意掏钱购买公司股权的员工，往往是对公司和管理层最有信心的。这有助于公司识别真正的核心人才。

　　In contrast, requiring employees to invest in purchasing equity has the following advantages: (1) increasing the level of attention. Just as paid courses often make students listen more attentively, the equity obtained at a cost will make employees cherish it more. They will pay more attention to the development of the company, as it directly affects their personal interests. (2) Selecting employees who are truly confident and willing to spend money to purchase company equity is often the most confident in the company and management. This helps the company identify its true core talents.

　　（3）增强责任感出资购买股权的员工会更有主人翁意识，因为他们也承担了风险。这种责任感会促使他们更加努力工作，为公司创造更大价值。（4）强化团队凝聚力共同出资购买股权的员工们，会形成一种"利益共同体"的意识，有助于增强团队凝聚力。

　　(3) Employees who increase their sense of responsibility and invest in purchasing equity will have a stronger sense of ownership because they also take on risks. This sense of responsibility will motivate them to work harder and create greater value for the company. (4) Strengthening team cohesion, employees who jointly invest in purchasing equity will form a sense of "community of interests", which helps to enhance team cohesion.

　　｜如何让员工愿意花钱入股？

　　How to make employees willing to invest money?

　　此前，我们曾经分享过想要获取股权的员工主要有两类需求：一类员工比较追求安全感，希望股权能迅速变现，让自己赚到钱。对于这类员工，我们可以给他配一部分有机会变现的股权；另一类员工则是希望通过股权获得更高的收益，而高收益自然就伴随高风险，对于这类员工，我们可以给他配一部分绑定比较久但是未来会有高价值、高回报率的股权。

　　Previously, we have shared that employees who want to acquire equity mainly have two types of needs: one type of employee pursues a sense of security and hopes that the equity can be quickly realized to make money. For such employees, we can provide them with a portion of equity that has the opportunity to be monetized; Another type of employee hopes to obtain higher returns through equity, and high returns naturally come with high risks. For these employees, we can provide them with a portion of equity that has been bound for a long time but will have high value and high return in the future.

　　公司可以通过推出不同种类的期权，来满足不同员工的需求。那么，在给员工股权的时候，我们到底要不要员工出钱买呢？其实这个问题的答案很简单，如果我们要让员工花钱，那么就要告诉他花得值；如果要让他不出钱，那么他就要接受未来可能收益会比较小的结果。

　　The company can meet the needs of different employees by offering different types of options. So, when giving employees equity, should we ask them to pay for it? The answer to this question is actually very simple. If we want employees to spend money, we need to tell them that it's worth it; If we want him not to pay, then he has to accept the possibility of smaller future returns.

　　但是话说回来，相信作为老板，我们肯定是都非常相信自己的公司会有很光明的前景，很认可公司股权的价值，因此，我们多数也是希望员工可以出点钱购买股权，这样也可以与他们有更深度的绑定。

　　But on the other hand, as bosses, we all believe that our company will have a bright future and recognize the value of company equity. Therefore, most of us also hope that our employees can spend some money to purchase equity, so that we can have a deeper bond with them.

　　如果你也是这么想的话，这里就教给大家3招，让员工愿意花钱入股的办法。第一，合理估值，让员工看到挣钱的希望。一般来说，我们可以按照公司一年利润的三倍进行估值，确保员工每年都能从公司中拿到30%-40%的分红，员工看到了实实在在的利润，他能不能心动呢？

　　If you think the same way, here are three ways to make employees willing to invest money. Firstly, a reasonable valuation should be made to give employees hope of making money. Generally speaking, we can value the company based on three times its annual profit, ensuring that employees receive a 30% -40% dividend from the company every year. When employees see tangible profits, can they be tempted?

　　第二，给员工保障。作为公司老板，我们一定要对员工做出坚定的承诺，譬如说只要员工在公司辛苦工作3年，即使未来他离职了，公司也可以按照他当初的出资额进行回购，这样可以让员工更加安心，不用担心钱打水漂。

　　Secondly, provide employee protection. As company owners, we must make a firm commitment to our employees. For example, as long as an employee works hard in the company for 3 years, even if they resign in the future, the company can repurchase according to their original investment amount. This can make employees feel more at ease and not worry about their money going down the drain.

　　第三，合理安排认购价款的支付。如果员工愿意入股，但是一时间拿不出那么多钱的话，老板可以采取一些更加人性化的举措，比如说让员工先付一半，剩下的钱从他的分红或者工资里面扣，这样无论从精神感受上还是物质激励上，都能加强他们和公司之间的紧密联系。

　　Thirdly, arrange the payment of the subscription price reasonably. If an employee is willing to invest but cannot provide that much money in a short period of time, the boss can take some more humane measures, such as asking the employee to pay half first and deducting the remaining money from their dividends or salary. This can strengthen the close connection between them and the company, both spiritually and materially.

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