不是说企业实施股权激肠不好，而是对于真正的人才，到底需要怎么激励，才能让他们长期成为公司的一分子?下面我们从
山东股权股权激励培训课程中学到这些：
It's not that implementing equity incentives in enterprises is not good, but how do we motivate real talents to become part of the company in the long run? Let's learn from the Shandong Equity Incentive Training Course:
对于公司来说，要留住员工、激励员工，应该从公司对员工的整体激励体系来考虑。激励体系分为物质激励和非物质激励，而物质激励又包括现金和非现金。现金般就是我们常说的基本工资、岗位津贴、业绩奖金等；非现金包括法定福利、公司福利及股权(分红)。非物质激励也叫精神激励，一般指晋升、培训、荣誉、发展等。
For a company, to retain and motivate employees, it should be considered from the company's overall incentive system for employees. The incentive system is divided into material incentives and non material incentives, and material incentives also include cash and non cash. Cash is commonly referred to as basic salary, job allowances, performance bonuses, etc; Non cash includes statutory benefits, company benefits, and equity (dividends). Non material incentives, also known as spiritual incentives, generally refer to promotions, training, honors, development, etc.
要利用好这些激励方式，得到激励效果，并不是老板想当然地去运用，而是结合马斯洛需求，针对不同层次的员工，采用不同的方式去激励。这既是从人性的角度去考虑，也是从企业发展的角度去考虑，唯有给别人想要的，才能真正起到作用，而不是你认为的。
To make good use of these incentive methods and achieve incentive results, it is not for the boss to take it for granted, but to combine Maslow's needs and adopt different methods to motivate employees at different levels. This is not only considered from the perspective of human nature, but also from the perspective of enterprise development. Only by giving what others want can it truly work, not what you think.
企业大部分的基层员工还处于马斯洛的层次(生理上的需要)和第二层次(安全上的需要)，在这样的阶段，他们需要的是生存。
Most of the grassroots employees in the enterprise are still at Maslow's first level (physiological needs) and second level (safety needs), and at this stage, what they need is survival.
生存好的方式就是每个月能够有稳定的收入、有部分奖励，让他们感觉到安全。激励这个层面的员工好的方式就是基本工资加少比例的奖金，增加这部分的力度，就能提升他们的积极性。
The best way to survive is to have a stable income and some rewards every month, making them feel safe. A good way to motivate employees at this level is to increase their basic salary and reduce the proportion of bonuses. Increasing the intensity of this part can enhance their motivation.
位于马斯洛需求第三层次(情感和归属的需要)、第四层次(尊重的需要)的一般是中高层人员。这类人员已经解决了基本的生存需要，度过了安全期，他们此时需要的就是被认可、被接纳、被尊重，那我们能做的就是除了基本的工资收入外，增加中长期的激励力度，比如年终奖、团队奖励、晋开等。
The third level (emotional and belongingness needs) and fourth level (respect needs) of Maslow's needs are generally middle-level and high-level personnel. This type of personnel has already solved their basic survival needs and passed the safety period. What they need at this time is recognition, acceptance, and respect. What we can do is to increase the medium to long-term incentive efforts, such as year-end bonuses, team rewards, and promotion, in addition to basic salary income.
再往上一个层次，马斯洛的第五个层次(自我实现的需要)，到了企业的高层人员，需要的更多是自我价值的实现，怎么满足?除了职务上的晋升、能力上的认可之外，还要给予更多的能够实现自我价值的平台或者通道。比如股权、或者独当一面，让他有充分发挥自我价值的空间。
Going up to the next level, Maslow's fifth level (the need for self actualization), when it comes to high-level personnel in the enterprise, what is needed is more about the realization of self value. How can we meet this? In addition to job promotion and recognition of abilities, more platforms or channels should be provided to achieve self-worth. For example, equity or sole ownership allows him to fully unleash his self-worth.
如果我们不能将员工分层分级地考虑激励措施，而是凭感觉，或者跟风，那么肯定不能得到实际的效果。
If we cannot consider incentive measures in a hierarchical manner for employees, but rather based on feelings or following the trend, then we will definitely not achieve practical results.
企业实施股权激励后，为什么作用不大，或者甚至出现反作用?要明确的是出现这种情况并不代表股权激励不好用，而在于我们没有用正确的方法，将正确的方式用在正确的人身上。就好比一件漂亮的衣服穿在不同的人身上，会有不同的效果，因为人本身就不一样。
Why does the implementation of equity incentives in enterprises have little or even counterproductive effects? It should be clarified that the occurrence of this situation does not mean that equity incentives are not effective, but rather that we have not used the correct methods and applied them to the right people. Just like wearing a beautiful dress on different people, it will have different effects because people themselves are different.
It is precisely because we are different that we have innovation, development, and better progress. For more related content, come to our website http://www.lushangyun.com consulting service
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