股权激励方案落地执行
十年股权整理解决方案落地实施

在山东的胶东半岛，一家年产值过亿的制造企业老板最近遇到了烦心事：他培养了五年的技术骨干突然提出辞职，原因是竞争对手开出了更高的年薪。这并非个例 —— 在山东，许多中小企业都面临着人才流失的困境。而股权激励，正成为越来越多企业破解这一难题的关键。

In the Jiaodong Peninsula of Shandong Province, the owner of a manufacturing enterprise with an annual output value of over 100 million yuan has recently encountered a troublesome situation: he has trained a technical backbone for five years and suddenly resigned due to a competitor offering a higher annual salary. This is not an isolated case - in Shandong, many small and medium-sized enterprises are facing the dilemma of talent loss. And equity incentives are becoming the key to solving this problem for more and more companies.

一、什么是股权激励？

1、 What is equity incentive?

简单来说，股权激励就是老板把公司的一部分股权分给员工，让员工从 “打工者” 变成 “合伙人”。比如，一家临沂的板材加工企业，老板将 5% 的股权分给了跟随自己十年的销售经理，这位经理的年收入一下子从 30 万变成了 80 万，其中一半来自股权分红。这种方式让员工更关心公司的长期发展，因为公司赚得越多，他们的腰包也越鼓。

Simply put, equity incentives are when the boss distributes a portion of the company's equity to employees, transforming them from "workers" to "partners". For example, in a sheet metal processing enterprise in Linyi, the boss distributed 5% of the equity to his sales manager who had been with him for ten years. The manager's annual income suddenly increased from 300000 to 800000, half of which came from equity dividends. This approach makes employees more concerned about the long-term development of the company, as the more the company earns, the fuller their wallets become.

二、为什么山东企业需要股权激励？

2、 Why do Shandong enterprises need equity incentives?

留人难：山东制造业发达，技术工人和管理人才缺口大。青岛某家电企业统计显示，核心员工流失率每降低 1%，产品不良率就能下降 0.3%。

Difficulty in retaining personnel: Shandong's manufacturing industry is developed, but there is a large gap in skilled workers and management talents. According to statistics from a home appliance company in Qingdao, for every 1% decrease in core employee turnover rate, the product defect rate can decrease by 0.3%.

成本高：单纯涨工资会增加企业负担，而股权激励相当于 “用未来的钱奖励现在的贡献”。济南某机械公司实施股权激励后，高管主动降薪 20%，但公司业绩反而增长了 35%。

High cost: Simply increasing wages will increase the burden on the company, while equity incentives are equivalent to "rewarding present contributions with future money". After implementing equity incentives, a machinery company in Jinan voluntarily reduced the salaries of its executives by 20%, but the company's performance actually increased by 35%.

激励弱：传统奖金只能短期刺激，股权却能让员工共享企业成长红利。潍坊某食品企业的研发总监获得股权后，带领团队开发出 3 款爆款产品，公司市值翻了一番。

Weak motivation: Traditional bonuses can only provide short-term incentives, while equity can allow employees to share in the company's growth dividends. After obtaining equity, the R&D director of a food company in Weifang led a team to develop three popular products, doubling the company's market value.

三、股权激励的三个核心步骤

3、 The Three Core Steps of Equity Incentives

确定激励对象

Determine incentive targets

不是所有人都适合股权激励。淄博某陶瓷企业的做法值得借鉴：将激励对象分为三类 ——核心层（总经理、技术总监等，占股权总额的 60%）、骨干层（车间主任、销售精英等，占 30%）、潜力层（优秀新员工，占 10%）。这样既避免了 “大锅饭”，又给年轻人希望。

Not everyone is suitable for equity incentives. The approach of a ceramic enterprise in Zibo is worth learning from: dividing incentive targets into three categories - core level (general manager, technical director, etc., accounting for 60% of the total equity), backbone level (workshop director, sales elite, etc., accounting for 30%), and potential level (excellent new employees, accounting for 10%). This not only avoids the "big pot of food", but also gives hope to young people.

设计股权分配方案

Design equity distribution plan

这里有个公式：股权比例 = 岗位价值 × 贡献度 × 工龄系数。比如，烟台某汽车零部件企业的技术总监岗位价值评分 100 分，过去三年贡献度 85 分，工龄系数 1.2，最终获得的股权比例是（100×85×1.2）÷ 总评分 ×100%。这种量化方式能减少争议。

There is a formula here: equity ratio=job value x contribution x length of service coefficient. For example, the value rating of the position of Technical Director in a certain automotive parts company in Yantai is 100 points, with a contribution of 85 points in the past three years and a length of service coefficient of 1.2. The final equity ratio obtained is (100 × 85 × 1.2) ÷ total score × 100%. This quantification method can reduce controversy.

建立考核与退出机制

Establish an assessment and exit mechanism

临沂某板材企业规定：员工离职时，股权必须按原价的 80% 由公司回购。这个条款看似苛刻，实际上避免了 “躺在股权上吃老本” 的现象。同时，每年根据业绩重新评定股权比例，连续两年考核不合格的员工将被取消激励资格。

A board company in Linyi has stipulated that when an employee resigns, the company must repurchase 80% of the original price of the equity. This clause may seem harsh, but in fact it avoids the phenomenon of "lying on equity and eating old capital". Meanwhile, the equity ratio will be re evaluated annually based on performance, and employees who fail the assessment for two consecutive years will have their incentive eligibility revoked.

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