股权激励方案落地执行
十年股权整理解决方案落地实施

业实践中，股权激励是在雇佣制的组织结构里，根据岗位职级、工作绩效 分配股份。企业实施股权激励，一般情况下会在公司层面增发 20%股份给员工作 为期权池，平均每个员工持股比例在 1%左右；老板和其他股东仍然持有 80%股 份。站在员工角度会思考一个问题：原来以为自己持有 1%的股份就是股东，就 是主人了。实际上老板还有 80%股份，公司还是老板的，我们还是为老板干。结 果就是在实施股权激励的企业，大部分员工认为还是在为老板干。员工还是员工， 老板还是老板。为老板干，最后一定是打工心态被动干。

In business practice, equity incentives are the distribution of shares based on job level and job performance within an employment based organizational structure. Enterprises implementing equity incentives generally issue 20% of shares at the company level to employees as an option pool, with an average shareholding ratio of around 1% per employee; The boss and other shareholders still hold 80% of the shares. From the perspective of an employee, one may think about a question: I used to think that holding 1% of the shares was just a shareholder or owner. Actually, the boss still holds 80% of the shares, and the company is still owned by the boss. We still work for the boss. The result is that in companies implementing equity incentives, most employees believe they are still working for their bosses. Employees are still employees, and bosses are still bosses. Working for the boss ultimately requires a passive attitude towards work.

只有共享，没有共担

Only sharing, no sharing

事实上，绝大部分企业实施股权激励，只是员工和公司建立了一个共享机制， 而不是共担机制。如果你是企业老板，如何判断你的企业是否适合实施股权激励 计划？办法很简单，找员工谈谈：愿意掏钱买股份吗？结果惊人的一致，90%以 上的员工根本不愿意掏钱投资买股份。

In fact, the vast majority of companies implement equity incentives only by establishing a shared mechanism between employees and the company, rather than a shared mechanism. If you are a business owner, how can you determine if your company is suitable for implementing an equity incentive plan? The solution is simple, talk to the employees: are you willing to pay for shares? The results were surprisingly consistent, with over 90% of employees unwilling to invest in stocks.

为什么会有这种结果？90%不愿掏钱的员工不是没有钱，而是对公司没信心。面对这种局面，很多中小企业老板为了留住员工做出妥协：要么老板赠送股份给员工，要么搞干股分红激励员工。员工只愿意和老板共享利益，不愿意和老板共 担风险 。

Why is there such a result? 90% of employees who are unwilling to pay are not without money, but rather lack confidence in the company. Faced with this situation, many small and medium-sized business owners have made compromises in order to retain their employees: either the boss gives shares to employees as gifts, or they incentivize employees with stock dividends. Employees are only willing to share benefits with their bosses and not willing to share risks with them.

在什么时候，可能会有愿意掏钱的员工？员工愿意掏钱就是为了赚钱，公司 必须处于持续盈利或估值增长阶段，否则员工不可能掏钱买股份。股权激励是一 个“锦上添花”的共享机制，不是“雪里送碳”的共担机制。而企业创始人和创 始合伙人需要面对公司未来发展的不确定性，老板和创始团队才是真正的建立了 共创、共享、共担的机制。

When might there be employees willing to pay? Employees are willing to pay in order to make money, and the company must be in a stage of sustained profitability or valuation growth, otherwise employees cannot afford to buy shares. Equity incentives are a "icing on the cake" sharing mechanism, not a "carbon sharing mechanism in the snow". And the founders and founding partners of a company need to face the uncertainty of the company's future development, while the boss and founding team are the ones who truly establish a mechanism of co creation, sharing, and shared responsibility.

股权激励只是一个长期激励工具，不是合伙制。员工有股份不等于是合伙人， 也不等于是公司主人。即使是投资成为公司股东，很多股东只是为了投资赚钱， 一样可以不作为。股权激励只有共享机制，没有共担风险。想通过股权激励达到 “让员工当股东拼命干，和老板共进退”的目标是不现实的。

Equity incentives are only a long-term incentive tool, not a partnership system. Having shares does not necessarily mean that employees are partners or owners of the company. Even if one invests to become a shareholder of a company, many shareholders can still refrain from taking action just to make money from the investment. Equity incentives only have a sharing mechanism, without sharing risks. It is unrealistic to achieve the goal of "making employees work hard as shareholders and advance and retreat together with their bosses" through equity incentives.

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