對(duì)于企業(yè)做股權(quán)激勵(lì)能否真正落地，非常關(guān)鍵的兩點(diǎn)因素，一個(gè)是老板是否舍得分，另外一個(gè)是員工是否遠(yuǎn)一點(diǎn)跟。

There are two crucial factors for whether equity incentives can truly be implemented in enterprises, one is whether the boss is willing to score points, and the other is whether the employees are following closely.

老板舍得分:

Boss willing to score:

這是基于對(duì)員工給公司帶來的貢獻(xiàn)的以司，價(jià)值是由團(tuán)隊(duì)做出來的，能把員工當(dāng)成背靠背的兄弟，也希望跟著的元弟們能得到實(shí)惠，是一種真正的大格局、大胸懷。股權(quán)是給他們的實(shí)惠，也是給他們身份正名的象征。

This is based on the contribution that employees bring to the company, and the value is created by the team. We can treat employees as brothers back to back, and we hope that our fellow employees can benefit from it. This is a true big picture and broad mindedness. Equity is a tangible benefit for them and a symbol of their identity and legitimacy.

員工愿意跟:

Employees are willing to communicate with:

取決于員工對(duì)公司的認(rèn)可，覺得公司的行業(yè)、產(chǎn)業(yè)、產(chǎn)品、模式等符合市場(chǎng)的發(fā)展，公司能夠有長(zhǎng)久的發(fā)展、持續(xù)的收益。

It depends on employees' recognition of the company, believing that its industry, industry, products, models, etc. are in line with market development, and the company can have long-term development and sustained profits.

同時(shí)覺得老板值得跟隨，老大對(duì)兄弟們既有人文關(guān)懷，又有物質(zhì)激勵(lì)，說到做到，不會(huì)虧待了兄弟們。

At the same time, I feel that the boss is worth following. The boss has both humanistic care and material incentives for his brothers, and he will not treat them unfairly when he promises to do so.

只有公司完全符合以上兩點(diǎn)的情況，對(duì)于做山東股權(quán)激勵(lì)來說，財(cái)務(wù)是否公開，并不是重要的，重要的是股權(quán)這件事，讓誰參與，怎么參與，如何做到公平公正。

Only when the company fully meets the above two conditions, for Shandong equity incentive, whether the finance is open is not important. What matters is who participates, how to participate, and how to achieve fairness and justice in the matter of equity.

財(cái)務(wù)作為公司做股權(quán)激勵(lì)重要的指標(biāo)，到底要不要公開?

Should finance, as an important indicator of equity incentives for companies, be publicly disclosed?

取決于雙方的信任，背后是我們?nèi)绾芜x取財(cái)務(wù)指標(biāo)，用什么樣的方式進(jìn)行合理的計(jì)算。不同的公司采用不
同的計(jì)算方式，可以解決這個(gè)信任的問題，或者說大家對(duì)財(cái)務(wù)關(guān)心的問題。

It depends on the trust of both parties, and behind it lies how we choose financial indicators and how we use reasonable calculations. Different companies using different calculation methods can solve this trust issue, or rather the issue of financial concern for everyone.

員工希望財(cái)務(wù)能完全透明公開，對(duì)于財(cái)務(wù)有一定的擔(dān)心:

Employees hope for complete transparency and transparency in their finances, and have certain concerns about finance:

(1)對(duì)老板不夠信任。

(1) Insufficient trust in the boss.

(2)擔(dān)心自己拿錢后，分紅時(shí)財(cái)務(wù)數(shù)據(jù)不真實(shí)。

(2) Worried that after taking the money, the financial data at the time of dividend distribution may not be true.

老板希望財(cái)務(wù)不要公開，避免引起不必要的麻煩:

The boss hopes that the finance department will not be disclosed to avoid causing unnecessary trouble:

(1)擔(dān)心員工知道公司的真實(shí)財(cái)務(wù)數(shù)據(jù)，萬一以后有麻煩，員工會(huì)投訴。

(1) Worried that employees may know the true financial data of the company, and in case of future trouble, employees may file complaints.

(2)害怕員工知道自己賺了多少錢，心里不平衡，出去自己干。

(2) Afraid that employees may know how much money they have earned and feel imbalanced, they will go out and work on their own.

(3)擔(dān)心員工知道自己的產(chǎn)品供貨渠道、價(jià)格，對(duì)外泄露。

(3) Worried about employees knowing their product supply channels and prices, and disclosing them to the outside world.

(4)擔(dān)心有些不好計(jì)算的或者不好顯現(xiàn)的財(cái)務(wù)，不知道怎么處理。

(4) Worried about some difficult to calculate or show financial issues, I don't know how to handle them.

無論是站在員工還是老板的角度，財(cái)務(wù)指標(biāo)都是股權(quán)激勵(lì)實(shí)施的關(guān)鍵。從長(zhǎng)期發(fā)展和規(guī)范治理的角度看，企業(yè)財(cái)務(wù)需要向規(guī)范化、透明化逐漸過渡。

Whether from the perspective of employees or bosses, financial indicators are the key to implementing equity incentives. From the perspective of long-term development and standardized governance, corporate finance needs to gradually transition towards standardization and transparency.

但從公司內(nèi)部員工激勵(lì)的角度看，尋找顯性指標(biāo)并達(dá)成共識(shí)對(duì)推進(jìn)股權(quán)激勵(lì)的實(shí)施有關(guān)鍵作用。那么，在企業(yè)財(cái)務(wù)不太規(guī)范的情況下，如何計(jì)算公司的利潤(rùn)，用哪種方式去計(jì)算，可以避免這種財(cái)務(wù)要不要公開的問題?更多相關(guān)事項(xiàng)就來我們網(wǎng)站咨詢http://www.qingyanghualv.com吧！

However, from the perspective of internal employee motivation within the company, finding explicit indicators and reaching consensus play a crucial role in promoting the implementation of equity incentives. So, in situations where corporate finance is not very standardized, how to calculate the company's profits and which method to use to avoid the issue of whether or not to disclose financial information? For more related matters, please come to our website for consultation http://www.qingyanghualv.com Come on!