對于實施股權激勵后的風險，建議企業管理者在此基礎之上還需要樹立風險防范意識。例如，防范股權激勵未來的風險，評估員工的貢獻與價值，通過不同股權激勵戰略的制定，使得企業贏得客戶的心，以及如何從機制的死穴中解脫等問題，把可能會影響股權激勵的正常開展的風險嚴加防范與控制才能讓企業恢復。

For the risk after the implementation of equity incentive,  suggests that enterprise managers should also establish risk prevention awareness on this basis. For example, to prevent the future risks of equity incentive, to evaluate the contribution and value of employees, to make enterprises win the hearts of customers through the formulation of different equity incentive strategies, and how to extricate themselves from the dead hole of the mechanism, we should strictly prevent and control the risks that may affect the normal development of equity incentive, so as to make enterprises recover.

實施股權激勵計，如何應對未來風險？

How to deal with the future risks in the implementation of equity incentive plan?

企業如果沒有全面客觀地了解股權激勵制度，盲目跟風，不僅起不到激勵作用，反而會引發企業與股東之間的股權糾紛，腐蝕股東權利，惡化企業管理。因此，企業需要對股權激勵實施中的誤區進行探析以防范相應的風險。下面將講解企業如何防范股權激勵在未來執行過程中可能出現的風險。

If the enterprise does not have a comprehensive and objective understanding of the equity incentive system and blindly follow the trend, it will not play an incentive role, but will lead to equity disputes between the enterprise and shareholders, corrode the rights of shareholders and worsen the enterprise management. Therefore, enterprises need to analyze the misunderstanding in the implementation of equity incentive to prevent the corresponding risks. The following will explain how to prevent the risk of equity incentive in the future implementation process.

針對不同的企業需要“對癥下藥”，而不是將一種激勵模式執行到底。在某一種固定的股權激勵模式只適用于當前發展階段，以后還需要根據企業的發展有針對性地實施股權激勵。

For different enterprises, we need to "suit the remedy to the case", rather than implement an incentive mode to the end. In a certain fixed equity incentive mode, it is only applicable to the current development stage. In the future, it is necessary to implement equity incentive according to the development of enterprises.

員工崗位貢獻的評估

Evaluation of employee's post contribution

股權激勵在執行過程中，也很容易出現崗位貢獻評估失誤。一般而言，激勵對象的崗位貢獻考核指標包括崗位影響范圍、職責大小、工作強度、工作難度、任職條件和崗位工作條件等，由于激勵考核具有一定的主觀性。所以，企業管理者很難對各崗位貢獻價值的大小進行精 準地分析和量化評估。

In the implementation process of equity incentive, it is also easy to make mistakes in post contribution evaluation. Generally speaking, the post contribution assessment indicators of incentive objects include post influence scope, responsibility size, work intensity, work difficulty, post conditions and post working conditions, etc. Therefore, it is difficult for enterprise managers to accurately analyze and quantify the contribution value of each position.

（1）高層員工的崗位貢獻評估

(1) The evaluation of the position contribution of senior staff

股權激勵對象中企業中高層的數量明顯多于普通員工，其原因在于企業中高層往往都是管理型人才，掌握著企業的人力和物質資源，而且很大一部分的高管都是元老級別，對于企業有著開疆拓土的功勞。

The number of middle and high-level employees in the equity incentive object is obviously more than that of ordinary employees. The reason is that the middle and high-level employees are often management talents, who master the human and material resources of the enterprise, and a large part of the senior executives are senior level, who have made great contributions to the enterprise.

企業高層崗位主要從對公司的影響、解決問題、責任范圍及監督等方面進行評估，且每一要素由二級子要素組成，二級子要素又可能由部分子要素組成，根據各個部分子要素的權重標定相應的分值。這樣能夠正確評價各個職位在公司的相對重要性，從而提升激勵員工的工作積 極性，使公司獲得限度的回報。

High level positions in enterprises are mainly evaluated from the aspects of impact on the company, problem-solving, responsibility scope and supervision, and each element is composed of secondary sub elements, which may be composed of sub elements. The corresponding score is calibrated according to the weight of each sub element. In this way, we can correctly evaluate the relative importance of each position in the company, so as to enhance the motivation of employees and make the company get limited returns.

（2）技術層員工的崗位貢獻評估

(2) Post contribution evaluation of technical staff

其實，技術密集型的高新企業的命運都是掌握在核心技術人才、核心業務人員身上，而這類人才容易流失。因此，這類人才是股權激勵長期激勵的對象。

In fact, the fate of technology intensive high-tech enterprises lies in the core technical talents and core business personnel, and such talents are easy to drain. Therefore, this kind of talent is the object of long-term equity incentive.

因為技術層位于管理層和普通員工之間，所以技術層的激勵份額、力度略微低于高層。但是對于初創型企業而言，重要的就是對技術層分配大量的股權，進而留住人才。

Because the technical level is located between the management and the ordinary staff, the incentive share and strength of the technical level are slightly lower than those of the senior management. But for start-ups, it is important to allocate a large number of shares to the technical level, so as to retain talents.