股权激励方案落地执行
十年股权整理解决方案落地实施

　　别再乱分股权！山东顶层架构设计，用虚拟股留才，不碰公司根基还高效

　　Don't randomly distribute equity anymore! Top level architecture design in Shandong, using virtual stocks to retain talent, without compromising the company's foundation, yet efficient

　　很多山东企业老板都有同一个困惑：想留住核心员工，拼命分股权，可到头来要么人才没留住，要么股权分崩离析，动摇了公司根本。你以为给核心员工分1%的股份，他们就会像你一样玩命干、百分之百操心公司事？不可能！大多数人依然把自己当打工的，浑水摸鱼等着拿工资。那分30%总该满意了吧？可你总共就100%的股份，万一他干不动了、离职了，新进来的核心人才还继续分30%吗？这样分下去，再多股份也不够分，最后只会把公司拖入绝境。

　　Many Shandong business owners have the same dilemma: they want to retain core employees and desperately distribute equity, but in the end, either the talent is not retained or the equity falls apart, shaking the foundation of the company. Do you think giving core employees a 1% stake will make them work tirelessly and worry about company affairs like you? Impossible! Most people still consider themselves as laborers, slacking off in troubled waters and waiting for their wages. So 30% should be satisfied, right? But you only have 100% of the shares in total. If he can't do it or resigns, will the new core talents continue to receive 30%? If we divide it like this, no matter how many shares we have, it won't be enough, and in the end, it will only drag the company into a desperate situation.

　　其实对山东中小企业来说，留住核心人才、激励员工主动干，关键不在于“舍得分股权”，而在于做好顶层架构设计——单一的股权激励和只靠发工资激励，本质上都是在给公司埋隐患，这也是为什么80%的山东中小企业，因为股权分不好，要么留不住核心人才，要么陷入股权纠纷，最终错失发展机遇。真正科学的山东顶层架构设计，从来不是盲目分工商注册股权，而是用更灵活、更安全的虚拟股模式，既满足员工的激励需求，又不触碰公司根基，实现老板和员工的双赢。

　　In fact, for small and medium-sized enterprises in Shandong, the key to retaining core talents and motivating employees to take the initiative is not to be willing to share equity, but to do a good job in top-level structure design - single equity incentives and solely relying on salary incentives are essentially burying hidden dangers for the company. This is also why 80% of small and medium-sized enterprises in Shandong either cannot retain core talents or fall into equity disputes due to poor equity distribution, ultimately missing out on development opportunities. The truly scientific top-level architecture design in Shandong has never blindly divided business registration equity, but instead used a more flexible and secure virtual stock model that meets the incentive needs of employees without touching the company's foundation, achieving a win-win situation for both the boss and employees.

　　先给大家算一组扎心的数据：山东中小企业中，75%以上尝试过股权激励，但其中60%以上都以失败告终——要么是股权分出去后，员工积极性没提升，反而因为分红问题产生矛盾；要么是核心员工离职后，带走股权，影响公司正常运营；还有25%的企业，因为盲目分股，导致老板失去公司控制权，最终被迫退出。这些问题的根源，就是老板们不懂顶层架构设计，把“股权激励”当成了“股权赠送”，忽略了激励的核心是“绑定贡献、灵活可控”。

　　First, let me give you a set of heart wrenching data: more than 75% of small and medium-sized enterprises in Shandong have tried equity incentives, but more than 60% of them have ended in failure - either due to the lack of improvement in employee motivation after equity distribution, or conflicts arising from dividend issues; Either core employees take away their equity after leaving, which affects the normal operation of the company; 25% of companies have lost control of the company and were ultimately forced to exit due to blind share splits. The root cause of these problems is that bosses do not understand top-level architecture design, treating "equity incentives" as "equity gifts" and ignoring the core of incentives as "binding contributions, flexible and controllable".

　　很多山东老板陷入一个误区：觉得激励员工，要么发高工资，要么分股权。可对核心高管来说，他们早已过了靠工资激励的阶段，你给的底薪越高，反而越容易把他们养懒——实测显示，核心高管底薪每增加20%，工作积极性反而会下降15%左右，因为他们没有了“多劳多得”的动力，安于现状、浑水摸鱼。而单纯用工商股权激励，又会出现“干不动了还拿分红”“离职了还占股权”的问题，白白浪费公司成本，甚至动摇公司根基。

　　Many Shandong bosses have fallen into a misconception: they believe that motivating employees is either about paying high salaries or distributing equity. For core executives, they have already passed the stage of relying on salary incentives. The higher the base salary you give, the easier it is to make them lazy - actual tests have shown that for every 20% increase in the base salary of core executives, their work enthusiasm will decrease by about 15%, because they no longer have the motivation to "work harder, get more" and are content with the status quo, slacking off in troubled waters. However, simply using industrial and commercial equity incentives may lead to problems such as "receiving dividends when unable to work" and "holding equity when leaving", wasting company costs and even shaking the company's foundation.

　　针对山东企业的发展特点，科学的顶层架构设计，首选虚拟股激励模式，这也是目前山东80%以上优质中小企业的首选方案——虚拟股，简单说就是“只享分红、不占股权”，员工不用承担公司经营风险，也不占用工商注册股份，既能根据自己做出的贡献拿分红，又能实现“人在股在、人走股退”，灵活又安全，彻底解决了传统股权激励的痛点。

　　Based on the development characteristics of Shandong enterprises, a scientific top-level architecture design is adopted, and the virtual stock incentive model is preferred. This is also the preferred solution for more than 80% of high-quality small and medium-sized enterprises in Shandong. Virtual stocks, in simple terms, "only enjoy dividends and do not occupy equity". Employees do not have to bear the company's operating risks, nor do they occupy shares registered with the industry and commerce bureau. They can receive dividends based on their own contributions, and also achieve "people in the stock, people leaving the stock and returning". It is flexible and safe, completely solving the pain points of traditional equity incentives.

　　虚拟股的优势，在山东企业的实际应用中体现得淋漓尽致，它的灵活性的适配性，完全贴合山东中小企业“求稳、求效”的发展需求。比如，想要维持公司稳定发展，就用“存量分红”模式，按照公司年度净利润的10%-20%，作为虚拟股分红池，根据员工的岗位、贡献度分配，核心高管可分到分红池的30%-50%，基层核心员工可分到5%-15%，既保证了员工的收益，又不会影响公司的现金流；想要推动公司业绩增长、增加利润，就用“超额分红”模式，设定合理的业绩目标，超出目标的利润，拿出40%-60%作为分红，激励员工主动冲刺业绩，实测可让公司业绩提升25%-40%。

　　The advantages of virtual stocks are fully reflected in the practical application of Shandong enterprises. Its flexibility and adaptability fully meet the development needs of Shandong's small and medium-sized enterprises to seek stability and efficiency. For example, if you want to maintain the stable development of the company, you can use the "stock dividend" model. According to 10% -20% of the company's annual net profit, it will be used as a virtual stock red pool. It will be distributed based on employees' positions and contributions. Core executives can receive 30% -50% of the dividend pool, and grassroots core employees can receive 5% -15%. This ensures the income of employees without affecting the company's cash flow; To drive the company's performance growth and increase profits, we use the "excess dividend" model, setting reasonable performance goals. For profits that exceed the target, we allocate 40% -60% as dividends to motivate employees to actively strive for performance. It has been tested that this can increase the company's performance by 25% -40%.

　　更重要的是，虚拟股不用进行工商注册，完全由公司掌控，可根据员工的表现、岗位变动，随时调整分红比例，甚至收回虚拟股，避免了“分股容易收股难”的问题。比如，山东某制造业企业，之前给核心技术总监分了5%的工商股权，后来技术总监干不动了，却依然每年拿公司8%的分红，新进来的核心人才没有股权激励，积极性不高，公司业绩逐年下滑；后来优化顶层架构，取消工商股权，改用虚拟股激励，技术总监根据年度贡献拿分红，干不动了就不再享受，新核心人才凭借业绩拿到相应虚拟股，不到一年，公司业绩就提升了30%，还彻底解决了股权纠纷。

　　More importantly, virtual stocks do not require industrial and commercial registration and are completely controlled by the company. The dividend ratio can be adjusted at any time based on employee performance and job changes, and even virtual stocks can be withdrawn, avoiding the problem of "easy distribution but difficult collection". For example, in a manufacturing enterprise in Shandong, the core technology director was previously given a 5% industrial and commercial equity. However, even though the technology director was unable to continue working, they still received an annual dividend of 8% from the company. New core talents did not receive equity incentives, and their enthusiasm was not high. As a result, the company's performance has been declining year by year; Later, the top-level structure was optimized, industrial and commercial equity was abolished, and virtual stock incentives were used instead. The technical director received dividends based on annual contributions, and no longer enjoyed them if he couldn't do anything. New core talents received corresponding virtual stocks based on their performance. In less than a year, the company's performance increased by 30%, and the equity dispute was completely resolved.

　　当然，虚拟股激励只是山东顶层架构设计的一部分，一套完整的激励体系，还需要搭配基层员工的有效工资和六大提成、高层的动态股权等。比如，基层员工不用虚拟股，重点靠“基础工资+绩效工资+提成”，提成设计要贴合岗位特点，比如销售岗按业绩提成，生产岗按产量、质量提成，可让基层员工积极性提升50%以上；高层除了虚拟股，搭配动态股权，根据公司业绩、个人贡献，动态调整股权分红比例，既绑定高层利益，又避免了“养懒”问题。

　　Of course, virtual stock incentives are only a part of Shandong's top-level architecture design. A complete incentive system also needs to be matched with effective salaries and six major commissions for grassroots employees, as well as dynamic equity for senior management. For example, grassroots employees do not need virtual stocks, but rely on "basic salary+performance-based salary+commission". The commission design should be tailored to the characteristics of the position, such as sales positions receiving commission based on performance, and production positions receiving commission based on output and quality, which can increase the enthusiasm of grassroots employees by more than 50%; In addition to virtual stocks, senior management also uses dynamic equity to dynamically adjust the equity dividend ratio based on company performance and individual contributions, which not only binds the interests of senior management but also avoids the problem of "laziness".

　　总结来说，山东企业想要留住核心人才、激励员工主动干，别再盲目分工商股权了，做好顶层架构设计才是关键。虚拟股作为核心激励方式，灵活、安全、高效，不占用工商股份，不动摇公司根基，既能让员工根据贡献拿收益，又能让老板掌控公司主动权；再搭配基层、高层的差异化激励，全方位调动员工积极性，才能让公司稳步发展。对山东老板来说，顶层架构设计不是“花架子”，而是避免股权纠纷、留住核心人才、提升公司业绩的“关键抓手”，选对方法，才能实现老板和员工的双赢，让公司走得更远、更稳。

　　In summary, if Shandong enterprises want to retain core talents and motivate employees to take initiative, they should no longer blindly divide industrial and commercial equity. The key is to do a good job in top-level architecture design. Virtual stocks, as the core incentive method, are flexible, safe, and efficient, do not occupy industrial and commercial shares, and do not shake the foundation of the company. They not only allow employees to earn profits based on their contributions, but also enable bosses to control the company's initiative; Combined with differentiated incentives at the grassroots and senior levels, we can fully mobilize employees' enthusiasm in order to ensure the steady development of the company. For Shandong bosses, top-level architecture design is not just a "show off", but a "key lever" to avoid equity disputes, retain core talents, and improve company performance. Choosing the right methods can achieve a win-win situation for both bosses and employees, and make the company go further and more stable.