發布時間：2021-02-22 發布人：山東股章瀏覽次數：772次 來源：www.newadnetwork.com
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.
How to deal with the future risks in the implementation of equity incentive plan?
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.
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.
Evaluation of employee's post contribution
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) The evaluation of the position contribution of senior staff
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.
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) Post contribution evaluation of technical staff
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.
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.