發布時間：2021-08-12 發布人：山東股章瀏覽次數：668次 來源：www.newadnetwork.com
How can we control costs and keep people? Under the condition of ensuring the cash flow of the enterprise, let employees better integrate with the enterprise, so as to activate the organization and employees? However, equity incentive has never been achieved overnight or invariable. Because your strategy and the objective environment inside and outside the enterprise are changing, the equity incentive will be adjusted to achieve the organizational strategic objectives.
In the early limited liability companies, within the scope permitted by law, equity incentive was completely considered and set according to the actual situation of their own company, so there are different kinds of variants of equity incentive. No matter how many different equity incentive models you have heard, in the final analysis, the four equity incentive models used in practice are inseparable from "direct shareholding, option incentive, restricted equity and virtual equity", which may be their deformation or their combination.
Objectively speaking, no incentive model is good. In the equity incentive model, only suitable, not good, because each has its own advantages and disadvantages. Which one to choose needs to be discussed according to the enterprise's own development. I would like to share two points with you.
① Incentive is hierarchical. Equity incentive is needed only at the middle level and above. The basic incentive at the grass-roots level can be guaranteed by welfare and salary
I don't recommend full ownership, especially for early start-ups. The essence of equity incentive is to explore human nature and cater to the people. In such a process, the ass decides the head, and don't elevate ordinary employees too much. Otherwise, it will become a moral kidnapping for employees.
The correct approach is to comply with the position level of employees at this stage and the thinking mode of TA. We can guide him, but don't go against the trend. Equity incentive is started above the middle level, which is linked and linked with performance appraisal. At the top level, that is, the core senior management of the enterprise, it is necessary to build a partner mechanism to help the enterprise build the organization and inherit the top-level design.
② In different growth stages of enterprises, equity incentive should be dynamically adjusted
From our many years of service experience, the use of equity incentive in growing enterprises can help enterprises achieve results.
Founders should resolutely avoid amplifying the effect of equity incentive in the early stage of the enterprise, otherwise the consequences will be unimaginable. Because in the early stage of equity incentive, objectively and realistically, it is actually a picture cake. This cake depends largely on the word "letter".
In other words, this "pie" is a future thing with strong uncertainty. Whether employees can be inspired depends on whether employees believe this "pie". Letter is valid; If you don't believe it, it's invalid.
But it has to be said that enterprises in the early stage do not even know whether tomorrow will be dead or alive. How can employees believe this "cake"?
In the mature period, all other relevant institutional models have been subject to many constraints, and the value of equity incentive will be very limited at this time. Therefore, what equity incentive can really help is those enterprises in the growth period, or enterprises in the growth period, which are probably financing in round a to round B.