很多企業(yè)家在做股權(quán)激勵(lì)方案前都會(huì)問,我們?cè)搶?duì)哪些人進(jìn)行激勵(lì)？我們適不適合做全員激勵(lì)?在我看來，股權(quán)是稀缺的，應(yīng)當(dāng)將有價(jià)值股權(quán)賦予公司有價(jià)值的核心人才。

Many entrepreneurs ask before implementing equity incentive plans, who should we incentivize? Is it suitable for us to do full staff motivation? In my opinion, equity is scarce and valuable equity should be given to the valuable core talents of the company.

那么，哪些人是所謂的核心人才呢? 通常意義上就是在企業(yè)發(fā)展過程中通過其高超的專業(yè)素養(yǎng)和優(yōu)秀的職業(yè)經(jīng)理人操守，為企業(yè)做出或正在做出卓越貢獻(xiàn)的員工，或者說是因?yàn)樗麄兊拇嬖诙鴱浹a(bǔ)了企業(yè)發(fā)展過程中的某些空缺或不足的員工。核心人才不僅具有企業(yè)人才的特點(diǎn)還有一定的特殊性，他們往往具有不可替代性、很強(qiáng)的創(chuàng)新性及具有比他員工更強(qiáng)的競(jìng)爭(zhēng)性。

So, who are the so-called core talents? In general, it refers to employees who have made or are making outstanding contributions to the enterprise through their high professional competence and excellent professional manager ethics during the development process of the enterprise, or employees who have filled certain gaps or deficiencies in the enterprise development process due to their existence. Core talents not only have the characteristics of enterprise talents but also have certain peculiarities. They often have irreplaceability, strong innovation, and stronger competitiveness than their employees.

我們知道，一個(gè)企業(yè)中，往往是 20% 的人才創(chuàng)造了 80%的效益，核心人才動(dòng)力的激發(fā)與否往往是企業(yè)能否獲得成功的關(guān)鍵。這好比我開車，方向錯(cuò)了馬力開得再足也只會(huì)離后的目標(biāo)越來越遠(yuǎn)。核心人才在企業(yè)經(jīng)營(yíng)中所扮演的角色就如同開車的方向盤一般重要，這部分人或者推動(dòng)企業(yè)戰(zhàn)略實(shí)施，或者提升品牌的價(jià)值，或者拉動(dòng)銷售量，可以為企業(yè)創(chuàng)造大價(jià)值的效益。

We know that in a company, it is often 20% of the talents who create 80% of the benefits, and the motivation of core talents is often the key to whether the company can achieve success. This is like driving in the wrong direction. No matter how much horsepower I drive, I will only get further and further away from my target. The role played by core talents in enterprise management is as important as the steering wheel of a car. These individuals can either drive the implementation of enterprise strategies, enhance brand value, or drive sales, creating significant value and benefits for the enterprise.

為突破企業(yè)發(fā)展瓶頸，企業(yè)應(yīng)該針對(duì)不同職能的核心人才進(jìn)行不的激勵(lì)方式。例如，針對(duì)營(yíng)銷型核心人才，企業(yè)可以采用提成或給予股權(quán)的方式激勵(lì)他們。針對(duì)技術(shù)型核心人才，企業(yè)可以采用專項(xiàng)獎(jiǎng)勵(lì)、產(chǎn)品提成或給予股權(quán)的方式激勵(lì)他們。而針對(duì)生產(chǎn)型核心人才，企業(yè)可以采用生產(chǎn)成本節(jié)約獎(jiǎng)或給予股權(quán)的方式激勵(lì)他們。

To break through the bottleneck of enterprise development, enterprises should adopt different incentive methods for core talents with different functions. For example, for core marketing talents, companies can incentivize them through commissions or equity grants. For technical core talents, enterprises can use special rewards, product commissions, or equity incentives to motivate them. For production-oriented core talents, enterprises can incentivize them by offering production cost savings awards or equity grants.