發布時間：2021-01-31 發布人：山東股章瀏覽次數：770次 來源：www.newadnetwork.com
Some people may raise an objection: it is often large multinational companies, listed companies or leading enterprises that do equity incentive. For us non listed enterprises, or even small start-ups, is it too early and unnecessary to talk about equity at this time? In fact, small enterprises need to do equity incentive.
"The smaller the enterprise is, the more equity incentive should be carried out, because compared with large enterprises, small enterprises have no capital, no technology and no brand. How can they attract and retain talents? It depends on equity incentive. " Since we can't give our employees the present, we should give them hope and the future! " The correct implementation of equity incentive is of great significance for enterprises to attract and retain core talents, improve performance, restrict short-term behavior of employees, improve internal management, motivate upstream and downstream suppliers, and stimulate long-term development.
If the above reasons are not enough, the following three reasons can be referred to!
The pattern decides the outcome
“商人看比例，而領導看絕 對值?！弊鳛轭I導，我們經常關注我們的股份有多少，常常期望自己是十分控股，完完全全擁有公司的治理權，擁有絕 對的決策權，能隨心所欲。這就是普通商人的思維，關注擁有多少比例的股份。
"Businessmen see proportion, while leaders see absolute value." As leaders, we often pay attention to the number of our shares, and often expect that we are holding a lot of shares. We have complete corporate governance, absolute decision-making power, and can do whatever we want. This is the thinking of ordinary businessmen, focusing on the proportion of shares they own.
But throughout the world, as long as you can name the leaders, Bill Gates, Warren Buffett, Ren Zhengfei, Ma Yun From rich people all over the world to business leaders in China, they do not hold a large proportion of shares, because the development of each enterprise is a process of gradually diluting its equity. Although it is superficially diluting, it is actually a process of continuously enlarging the value of its equity.
2. Loyalty depends on chips
在商海中，沒有永 遠的敵人，也沒有永 遠的朋友，但是有永 遠的利益。企業絕 對需要忠誠，唯有上下同欲，唯有夢想、方向、價值觀完全一致，企業方可有大成。然而，員工憑什么要忠誠于你？你是不是給了員工絕 對忠誠于你的理由？這就是我們所謂的“籌碼”。
In the business world, there is no eternal enemy or friend, but there is always interest. An enterprise absolutely needs loyalty. Only when the upper and lower people share the same desire, and the dream, direction and values are completely consistent, can the enterprise achieve great success. However, why should employees be loyal to you? Do you give employees a reason to be absolutely loyal to you? This is what we call "chips.".
在企業里，是有能力的人比較忠誠，還是沒有能力的人比較忠誠？一般而言，有能力的人跳槽的可能性比較大，因為他們認為自己有能力，到任何地方都能找到工作，也許下一站會比這里更 好。所以，當企業給不了他們想要的，他們就會想著離開。也許在管理者看來，他們是企業的不安 定因素，不會忠誠于自己。相比之下，那些沒有能力的人，安于現狀，看起來是更忠誠于企業，但他們整天抱著混日子的心態得過且過，對企業發展來講恰恰是無濟于事的。
In an enterprise, is the person with ability more loyal or the person without ability more loyal? Generally speaking, capable people are more likely to change jobs, because they think they have the ability to find a job anywhere, maybe the next stop will be better than here. So, when the enterprise can't give them what they want, they will want to leave. Perhaps in the view of managers, they are the unstable factors of the enterprise and will not be loyal to themselves. In contrast, those who have no ability, content with the status quo, seem to be more loyal to the enterprise, but they muddle along with the mentality of muddling along all day, which is just useless for the development of the enterprise.
Constant production decides perseverance
If you want to build a lasting relationship between employees and leaders, you must let employees see constant production and establish a mechanism for employees to feel that they are working for themselves. Since you want others to follow you forever, have you considered the needs of others? The essence of running an enterprise is to manage the needs of all parties and others.