作為企業(yè)留住人才、激勵人才、吸引人才的重要手段，股權(quán)激勵在現(xiàn)代企業(yè)中得到了越來越多的應(yīng)用。但是很多企業(yè)對于股權(quán)激勵還是半懂不懂的狀態(tài)，那么，究竟該如何理解
濟南股權(quán)激勵呢？
As an important means for enterprises to retain, motivate, and attract talents, equity incentive has been increasingly applied in modern enterprises. However, many enterprises are still in a state of partial ignorance about equity incentive. So, how should we understand Jinan equity incentive?
1、管理層面：分配機制
1. Management level: allocation mechanism
股權(quán)激勵的本質(zhì)是激勵，激勵的標(biāo)的是股權(quán)，是一種相對長期價值的分配行為。既然是分配，首要考慮的是公平性問題，即分給誰、分多少、多少錢的問題。所以，在做股權(quán)激勵時，必須首先建立統(tǒng)一的、相對科學(xué)客觀的價值衡量標(biāo)準(zhǔn)，根據(jù)標(biāo)準(zhǔn)來選擇激勵對象，根據(jù)標(biāo)準(zhǔn)來確定分配數(shù)量，同樣根據(jù)標(biāo)準(zhǔn)來設(shè)計進入和退出的價格。
The essence of equity incentive is incentive, and the object of incentive is equity, which is a relatively long-term value distribution behavior. Since it is distribution, the primary consideration is the issue of fairness, namely, who, how much, and how much to allocate. Therefore, when making equity incentives, it is necessary to first establish a unified, relatively scientific and objective value measurement standard, select incentive targets based on the standard, determine the allocation amount based on the standard, and also design the entry and exit prices based on the standard.
2、金融層面：投資行為
2. Financial level: investment behavior
做股權(quán)激勵，要讓員工覺得資金是安全的，這就需要企業(yè)老板有較好的口碑、企業(yè)有良好的文化，不能讓員工有“是不是要上賊船”的感覺。如果員工普遍對老板不信任，股權(quán)激勵是起不到效果的。其次對風(fēng)險要客觀揭示，不能承諾收益。對收益要合理預(yù)測，通過對企業(yè)價值的塑造激發(fā)員工信心。在流動性上，保障員工入股自愿、退出通暢，設(shè)計好不同情況下員工退出的通道。
In equity incentive, to make employees feel that the funds are safe, it requires the boss of the company to have a good reputation, the company has a good culture, and employees should not feel "whether they want to go on the boat of thieves". If employees generally distrust their bosses, equity incentives are ineffective. Secondly, risks should be objectively disclosed, and returns cannot be promised. It is necessary to reasonably predict earnings and stimulate employee confidence through shaping enterprise value. In terms of liquidity, ensure that employees participate voluntarily and exit smoothly, and design exit channels for employees in different situations.
3、心理層面：博弈結(jié)果
3. Psychological level: game results
基于理性人假設(shè)，在實施股權(quán)激勵時，在對具體要素的確定上，作為股權(quán)授予方的股東和作為股權(quán)受讓方的員工必然會存在一定分歧，比如股份數(shù)量、價格、鎖定期等等，這就需要雙方拿出共贏的智慧，做出有利的選擇。選擇的結(jié)果可以稱作是是一種雙方博弈的結(jié)果。如果做股權(quán)激勵時，有一方?jīng)]有共贏的意識，堅持不讓步、不妥協(xié)，多數(shù)情況下也是起不到效果的。
Based on the rational person hypothesis, when implementing equity incentives, there must be some differences between the shareholders as the equity grantor and the employees as the equity transferee in determining the specific factors, such as the number of shares, price, lock in period, etc. This requires both parties to come up with win-win wisdom and make favorable choices. The result of selection can be described as the result of a game between two parties. If one party does not have a sense of win-win situation and insists on not making concessions or compromises when conducting equity incentives, it will not be effective in most cases.
4、實施層面：游戲規(guī)則
4. Implementation level: game rules
規(guī)則是不可能做到非常公平的，但規(guī)則導(dǎo)向是可以做到完全正確的。設(shè)計方案時，希望非常的公平是不現(xiàn)實的，但是所有規(guī)則的導(dǎo)向一定要正確——就是股權(quán)激勵的目的——促進企業(yè)健康、持續(xù)、的發(fā)展。既然是游戲規(guī)則，強調(diào)的是你可以不參與游戲，但是一旦參與，必須接受游戲規(guī)則的約束，這就給眾多非公眾公司在設(shè)計股權(quán)激勵方案時提供了很大的靈活性，當(dāng)然前提是方案有正確的導(dǎo)向。
Rules cannot be very fair, but rule orientation can be completely correct. When designing a plan, it is unrealistic to expect extreme fairness, but the guidance of all rules must be correct - that is, the purpose of equity incentives - to promote the healthy, sustained, and rapid development of the enterprise. Since it is the game rules, it is emphasized that you may not participate in the game, but once you participate, you must accept the constraints of the game rules, which provides many non-public companies with great flexibility in designing equity incentive plans, provided that the plan has the correct orientation.
5、監(jiān)管層面：合規(guī)文件
5. Regulatory level: compliance documents
對上市公司而言，還需遵守證監(jiān)會的相關(guān)規(guī)定；對國資而言，還需遵守國資委的相關(guān)規(guī)定。同時，股權(quán)變更涉及很多會計、稅務(wù)、工商上的處理，還需遵守財務(wù)部、稅務(wù)總局、工商總局等相關(guān)政策規(guī)定。實踐中，我們也遇見很多因為股權(quán)激勵不規(guī)范導(dǎo)致扯皮，甚至是影響企業(yè)資本運營規(guī)劃的案例?？傊蓹?quán)激勵激勵是本質(zhì)，但是合規(guī)是底線！
For listed companies, they also need to comply with the relevant regulations of the CSRC; For state-owned assets, it is also necessary to comply with relevant regulations of the SASAC. At the same time, equity changes involve many accounting, tax, and industrial and commercial processes, and they also need to comply with relevant policies and regulations of the Ministry of Finance, the State Administration of Taxation, and the State Administration for Industry and Commerce. In practice, we have also encountered many cases where equity incentives are not standardized, leading to disputes, even affecting corporate capital operation planning. In short, equity incentive is the essence, but compliance is the bottom line!
6、法律層面：合同約定
6. Legal level: contract agreement
股權(quán)激勵的具體實施需按照雙方約定的權(quán)利義務(wù)執(zhí)行，任何一方違反約定，均要承擔(dān)相應(yīng)的違約責(zé)任。簡單來說，股權(quán)激勵一旦生效，不管你是老板還是員工，都“不得亂來”。
The specific implementation of equity incentive shall be carried out in accordance with the rights and obligations agreed upon by both parties. Any party who violates the agreement shall bear corresponding liability for breach of contract. In short, once equity incentives take effect, whether you are a boss or an employee, you are "not allowed to mess around.".
It is recommended that you understand equity incentive from these six aspects. The above is the specific and detailed content. We hope to provide you with good help. For more matters, please come to our website http://www.qingyanghualv.com Consult and understand!
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