如果員工只要求高工資而不對(duì)結(jié)果負(fù)責(zé)，老板自然不愿意，沒(méi)有結(jié)果，員工就成本，是成本就不能增加，不給員工加薪，員工想法子和企業(yè)作對(duì)。

If employees only demand high salaries and are not responsible for the results, the boss will naturally be unwilling. If there are no results, employees will incur costs. If costs are not increased, employees will find ways to oppose the company.

合伙人股權(quán)怎么分，什么時(shí)候分，分多少合理？ 如何設(shè)計(jì)合伙人股權(quán)的進(jìn)入和退出機(jī)制？ 想要留住人才,激勵(lì)管理層更富積極性、創(chuàng)造性地開展工作，該從哪方面入手？ 眾籌融資的專業(yè)策劃方案怎樣制定才能吸引到企業(yè)家的投資？ 如何確保融資后，股權(quán)被稀釋的同時(shí)保持控制權(quán)...

How to divide the equity of partners, when to do so, and how much is reasonable? How to design the entry and exit mechanisms for partner equity? What should we start from to retain talent and motivate management to be more proactive and creative in their work? How can a professional planning plan for crowdfunding be formulated to attract investment from entrepreneurs? How to ensure that equity is diluted while maintaining control after financing

企業(yè)要建立多勞多得的分配機(jī)制，讓員工為自己做，而不是為企業(yè)打工，讓“員工工資=企業(yè)績(jī)效”，員工工資越高代表企業(yè)績(jī)效越高，終實(shí)現(xiàn)：利益的趨同、思維的統(tǒng)一！

Enterprises should establish a distribution mechanism of "more work, more pay", allowing employees to work for themselves rather than for the company. Let "employee salary=company performance", and the higher the employee salary, the higher the company performance, ultimately achieving convergence of interests and unity of thinking!

因?yàn)樗麄冎g會(huì)有不同的立場(chǎng)，如果我是一個(gè)員工，我更關(guān)心的是能拿多少工資和提成獎(jiǎng)金；如果是股東，他更關(guān)心的是公司未來(lái)的發(fā)展、長(zhǎng)期的增值與穩(wěn)定。通過(guò)股權(quán)激勵(lì)，可以把這兩個(gè)不同立場(chǎng)的群體捆綁到一起。

Because they may have different positions, if I were an employee, I would be more concerned about how much salary and commission bonuses I could receive; If it is a shareholder, he is more concerned about the future development, long-term appreciation, and stability of the company. Through equity incentives, these two groups with different positions can be tied together.

技術(shù)或運(yùn)營(yíng)出點(diǎn)問(wèn)題，影響的是公司短期發(fā)展，但是，如果合伙人股權(quán)出問(wèn)題呢？經(jīng)常是不可逆的“車毀人亡”，開局稀里糊涂，難治；，普遍性，在過(guò)去，創(chuàng)業(yè)者一人包打天下，不需要考慮合伙人股權(quán)問(wèn)題，除創(chuàng)始人之外的其他股東，只能是有限合伙的LP，只享有經(jīng)濟(jì)收益而不參與有限合伙日常管理決策，也就不能通過(guò)有限合伙控制公司。

If there are technical or operational issues that affect the short-term development of the company, but what if there are issues with partner equity? It is often an irreversible "car crash and human death", with a confused start and difficult to treat;, Universality, in the past, entrepreneurs were the sole owners of the company, without the need to consider the issue of partner equity. Other shareholders besides the founder could only be LP members of a limited partnership, enjoying only economic benefits without participating in the daily management decisions of the limited partnership, and thus could not control the company through a limited partnership.

可以分步驟、分階段授予，不要一次吃飽，必須在總量上有預(yù)留，在機(jī)制上有退出，4，不是什么員工都可以成為股東，離職合伙人說(shuō)，我從一開始即參與創(chuàng)業(yè)，既有功勞，又有苦勞；公司法也沒(méi)有規(guī)定，股東離職必須退股；章程也沒(méi)規(guī)定；合伙人之間也沒(méi)簽署過(guò)其他協(xié)議，股東退出得退股；合伙人之間從始至終就離職退股也沒(méi)做過(guò)任何溝通。

It can be awarded in steps and stages, not all at once. There must be a reserve in the total amount and an exit mechanism. 4. Not all employees can become shareholders. The departing partner said, "I have been involved in entrepreneurship since the beginning, and there are both merits and hardships."; The Company Law also does not stipulate that shareholders who resign must withdraw their shares; The articles of association also do not specify; The partners have not signed any other agreements, and shareholders may withdraw their shares upon withdrawal; There has been no communication between partners regarding the resignation and withdrawal of shares from the beginning to the end.

實(shí)施股權(quán)激勵(lì)策略，給予員工一定的股東權(quán)益，使員工由雇員變成自己的“小老板”，這種身份的轉(zhuǎn)變和由此帶來(lái)的收益誘惑，將促使他們更加關(guān)心企業(yè)的經(jīng)營(yíng)發(fā)展，自覺(jué)抵制一切損害企業(yè)利益的不良行為。同時(shí)，亦能激發(fā)他們的工作積極性和創(chuàng)造性，提高團(tuán)隊(duì)的凝聚力和戰(zhàn)斗力。

Implementing equity incentive strategies, granting employees certain shareholder rights, and transforming them from employees to their own "little bosses" will encourage them to care more about the business development and consciously resist any harmful behavior that harms the interests of the enterprise. At the same time, it can also stimulate their work enthusiasm and creativity, improve team cohesion and combat effectiveness.