股权激励方案落地执行
十年股权整理解决方案落地实施

　　在企业管理中，有效运用激励机制是提高员工工作效率，增进员工主动性、留住人才的必要手段。但很多企业对激励总是容易陷入误区，那么，究竟该如何理解激励呢？

　　In enterprise management, effective use of incentive mechanisms is a necessary means to improve employee work efficiency, enhance employee initiative, and retain talent. But many companies often fall into misconceptions about incentives, so how should we understand incentives?

　　1你对激励的理解，可能是错的1. 眼前激励？还是长期效应？很多企业激励员工往往都只着眼于当下的业绩成果。这样的激励制度会让员工只愿意去解决眼前的问题，而鲜少从长远处看企业的发展！甚至可能导致员工工作如同“挤牙膏”一般，激励一段时间就努力一段时间，没有激励了便会被“打回原形”。久而久之，激励就会变味，养成必须用激励手段催促工作的习惯，不利于员工的成长，同时也会加高企业的管理成本。所以说，在追求目标和实现梦想的过程中，持续的自我激励和动力是至关重要的！

　　Your understanding of motivation may be incorrect Immediate motivation? Or is it a long-term effect? Many companies often only focus on current performance results when motivating employees. This incentive system will make employees only willing to solve immediate problems, and rarely look at the development of the enterprise from a long-term perspective! It may even lead to employees working like "squeezing toothpaste", being motivated to work hard for a period of time, and without motivation, they will be "pushed back to their original form". Over time, motivation will become tasteless, and the habit of using motivational methods to urge work will be developed, which is not conducive to the growth of employees and will also increase the management costs of the enterprise. So, in the process of pursuing goals and realizing dreams, continuous self motivation and motivation are crucial!

　　2. 把股权激励当成了“股权奖励”老板一定要谨记：股权激励是分未来的钱，而不是分老板现在的钱！这是股权激励最核心的本质！很多老板误把股权激励当成了“股权奖励”，以过去的成绩、表现、业绩或资历等为标准，通过福利形式将股权授予员工；然而真正的股权激励是以员工未来的表现和业绩为条件，建立起的一套让所有利益相关者共赢的机制。它既不是老板捆绑和“算计”员工的工具，也不是牺牲老板利益给员工的福利待遇，而是一个能让双方共赢的机制。

　　2. Treat equity incentives as "equity rewards". Bosses must remember that equity incentives are about sharing future money, not the boss's current money! This is the core essence of equity incentives! Many bosses mistakenly regard equity incentives as "equity rewards" and award equity to employees through welfare based on past achievements, performance, achievements, or qualifications; However, true equity incentives are a mechanism established based on the future performance and achievements of employees, which enables all stakeholders to achieve a win-win situation. It is neither a tool for the boss to bind and "calculate" employees, nor is it a welfare treatment given to employees at the expense of the boss's interests, but a mechanism that can achieve a win-win situation for both parties.

　　3. 激励员工≠提高员工满意度大部分企业激励员工时更关注“需求”，强调根据员工不同需求采取不同激励，通过满足员工“需求”来增加员工满意度。事实上，激励不是为服务员工而来！甚至对现状的不满意，恰恰是激励员工工作动力的积极因素，而不是阻碍因素。并且，员工满意度的提高是没有止境的，如果将激励与员工满意度挂钩，就意味着激励会被“满意度”一步步裹挟——这次满足员工需求了，那一段时间之后呢？

　　3. Motivating employees ≠ Improving employee satisfaction. Most companies focus more on "needs" when motivating employees, emphasizing adopting different incentives based on employees' different needs and increasing employee satisfaction by meeting their "needs". In fact, motivation is not for serving employees! Even dissatisfaction with the current situation is a positive factor that motivates employees to work, rather than a hindrance. Moreover, the improvement of employee satisfaction is endless. If incentives are linked to employee satisfaction, it means that incentives will be gradually influenced by "satisfaction" - this time meeting employee needs, what will happen after a period of time?

　　4. 认为激励就是给钱有的企业认为用金钱激励员工是最有效的方法，这种做法是企业对激励的理解不够全面的表现。

　　4. Some companies believe that using money to motivate employees is the most effective way, but this approach is a manifestation of the company's incomplete understanding of motivation.

　　如果企业认为钱能搞定一切，那么在激励过程中就会潜移默化地将这种观念传递下去，导致员工真的一切向钱看齐！“用金钱维系的关系，十分脆弱！”一旦其他企业的激励条件更为丰厚时，有能力的员工就可能会纷纷跳槽；或者当企业没有能力再给予员工金钱激励时，员工可能会毫不留情地离开。真正有效的激励，必然是物质和精神相辅相成！那些能带来积极态度的激励因素（比如成就、赏识、挑战、责任、成长、机会、追求等等）往往更能让员工获得持续的动力。

　　If a company believes that money can handle everything, then this concept will be subtly transmitted in the incentive process, leading employees to truly align with money in everything! The relationship maintained with money is very fragile! Once the incentive conditions of other companies are more abundant, capable employees may switch jobs one after another; Or when the company no longer has the ability to provide financial incentives to employees, they may leave without mercy. The truly effective motivation must be the complementarity of material and spiritual aspects! Motivational factors that can bring positive attitudes, such as achievement, appreciation, challenge, responsibility, growth, opportunity, pursuit, etc., often provide employees with sustained motivation.

　　二、有效激励员工的8种模式

　　2、 8 effective ways to motivate employees

　　1. 榜样激励在任何一个组织里，管理者都是下属的镜子。良好的领导作风是无形的命令，又是有形的榜样，能潜移默化地在组织中树立起领导的威信，产生极大的影响力，对个体行为起着极大的激励作用。领导是员工们模仿的对象；激励别人之前，先要激励自己；要让下属高效，自己不能低效；做到一马当先，身先士卒；塑造起自己精明强干的形象；用自己的热情，引燃员工的热情；在员工中树立起榜样人物。

　　In any organization, managers are like mirrors to their subordinates. A good leadership style is both an intangible command and a tangible example, which can subtly establish the authority of the leader in the organization, generate great influence, and greatly motivate individual behavior. Leaders are the objects of imitation for employees; Before motivating others, one must first motivate oneself; To make subordinates efficient, one should not be inefficient; Take the lead and lead by example; Create an image of being smart and capable; Ignite the enthusiasm of employees with one's own passion; Set an example among employees.

　　2. 目标激励人的行为往往都是由动机引起的，这种动机是行为的一种诱因，是行动的内驱力，对人的活动起着强烈的激励作用。而目标激励就是通过目标的设置，来激发员工的动机、引导员工的行为。让员工对企业前途充满信心；用共同目标引领全体员工；平衡长期目标和短期任务；让下属参与目标是制定工作；要规划出目标的实施步骤；避免“目标置换”现象的发生。

　　2. The behavior that motivates people is often caused by motivation, which is a kind of incentive for behavior, an internal driving force for action, and has a strong motivating effect on human activities. And goal motivation is to stimulate employees' motivation and guide their behavior through the setting of goals. Empower employees with confidence in the future of the company; Lead all employees with a common goal; Balancing long-term goals and short-term tasks; Involve subordinates in setting goals for work; To plan the implementation steps of the goals; Prevent the occurrence of "target substitution" phenomenon.

　　3.?授权激励人往往都有进取心、成就感。职位越高、权力越大，掌握的资源也越多，也就越可能做出更优异的成绩。对某方面做得比较好的人，可以适当给予其更高的权力。用“地位感”调动员工的积极性；“重要任务”更能激发工作热情；看准授权时机，选择授权方法；确保权与责的平衡与对等；有效授权与合理控制相结合。4. 信任激励上下级之间的相互理解和信任，是一种强大的精神力量。它有助于单位人与人之间的和谐共振，有助于单位团队精神和凝聚力的形成。信任是启动积极性的引擎；用人不疑是驭人的基本方法；对业务骨干更要充分信赖；切断自己怀疑下属的后路；既要信任也要激起其自信。

　　3. Authorization motivators often have a sense of ambition and achievement. The higher the position, the greater the power, and the more resources one has, the more likely they are to achieve better results. People who excel in a certain aspect can be given higher authority appropriately. Motivate employees with a sense of status; 'Important tasks' can better stimulate work enthusiasm; Identify the timing of authorization and choose the method of authorization; Ensure a balance and equivalence between rights and responsibilities; Combining effective authorization with reasonable control. Trust inspires mutual understanding and trust between superiors and subordinates, which is a powerful spiritual force. It helps to promote harmonious resonance between individuals in the organization, and contributes to the formation of team spirit and cohesion within the organization. Trust is the engine that ignites positivity; Doubtless employment is the fundamental method of controlling people; We should have full trust in our business backbone; Cut off the way out of suspecting subordinates; We need to both trust and inspire their confidence.

　　5. 宽容激励宽容是一种管理艺术，也是激励员工的一种有效方式。领导者的宽容品质，能给予部下良好的心理影响，使其感到亲切、温暖、友好，获得心理上的安全感。激励员工自省、自律、自强，让他们在感动之中心甘情愿为企业效力。容许失败就等于鼓励创新；原谅别人就是在为自己铺路；给犯错的下属一个改正机会；善待“异己”可迅速收拢人心；要能容人之短，用人所长。

　　5. Tolerance is a management art and an effective way to motivate employees. The tolerant qualities of a leader can have a positive psychological impact on subordinates, making them feel familiar, warm, and friendly, and gaining a sense of psychological security. Motivate employees to reflect on themselves, be self disciplined, and strive for self-improvement, so that they are willing to serve the company at the heart of their emotions. Allowing failure is equivalent to encouraging innovation; Forgiving others is paving the way for oneself; Give subordinates who have made mistakes a chance to correct them; Treating 'dissidents' kindly can quickly win over people's hearts; To be able to accommodate people's weaknesses and utilize their strengths.

　　6. 竞争激励在企业内部建立良性的竞争机制，能充分调动员工的积极性、主动性、创造性和争先创优意识，提高组织活力。竞争能快速高效地激发士气；用“危机”激活团队的潜力；让员工永远处于竞争状态；不妨偶尔在工作中打个赌；引导良性竞争，避免恶性竞争。

　　6. Competitive incentives establish a sound competitive mechanism within the enterprise, which can fully mobilize employees' enthusiasm, initiative, creativity, and sense of striving for excellence, and enhance organizational vitality. Competition can quickly and efficiently boost morale; Activate the potential of the team through 'crisis'; Keep employees in a competitive state forever; Why not occasionally take a gamble at work; Guide healthy competition and avoid vicious competition.

　　7. 赞美激励赞美能赋予人一种积极向上的力量，能极大激发人对事物的热情。用赞美方式激励员工，企业能得到的远远大于付出。用欣赏的眼光寻找下属的闪光点；“高帽子”即使不真也照样能塑造人；懂得感恩才能在小事上发现美；赞美到点上才能有良好的效果；对新老员工的赞美要有区别。

　　7. Praise and encouragement can give people a positive and uplifting power, greatly stimulating their enthusiasm for things. Motivating employees through praise means that the company can gain far more than it puts in. Look for the shining points of subordinates with an appreciative eye; A 'high hat' can still shape a person even if it's not real; Only by understanding gratitude can we discover beauty in small things; Praising the point can have a good effect; Praise for new and old employees should be differentiated.

　　8. 文化激励企业文化是企业员工共同所认可的特有的价值观念、行为规范及奖惩规则等的总和，能有效提高效率，产生凝聚力。企业文化是长久而深层次的激励；企业文化也是员工的一种待遇；用正确的企业文化提升战斗力；用企业价值观同化全体员工；用良好的环境体现企业文化。总而言之，企业想要留住人才，并不断创造价值，就需要不断改善公司的激励措施和企业文化，形成完善的激励体系。

　　8. Cultural Incentives: Corporate culture is the sum of unique values, behavioral norms, and reward and punishment rules recognized by employees, which can effectively improve efficiency and generate cohesion. Corporate culture is a long-term and profound motivation; Corporate culture is also a form of treatment for employees; Enhance combat effectiveness with the correct corporate culture; Assimilate all employees with corporate values; Reflect corporate culture with a good environment. In summary, in order to retain talent and continuously create value, companies need to continuously improve their incentive measures and corporate culture, and form a comprehensive incentive system.

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