能力是很重要的一方面，更關鍵的另一方面是，是否認同企業的未來、是否能與企業現有股東相匹配、是否能夠與企業長期共同發展。從能力角度來看，一定是企業發展中所極度欠缺的短板，通過這種高成本的方式獲得核心人才，他也必須能夠大步地促進企業發展。這種方式與企業接受風險投資是一樣的道理，因此企業也應當以引入風投的謹慎來對待這件事情。

 Ability is very important. On the other hand, the key is whether we agree with the future of the enterprise, whether we can match with the existing shareholders of the enterprise, and whether we can develop together with the enterprise for a long time. From the perspective of ability, it must be a short board that is extremely lacking in the development of the enterprise. To obtain core talents through this high-cost way, he must also be able to promote the development of the enterprise. This way is the same as that enterprises accept venture capital, so enterprises should also be cautious about introducing venture capital.

而從另一方面來看，如果該人才不認同企業未來，與現有股東無法匹配，也無法與企業長期共同發展，那么該人才引進卻可能構成企業巨大的隱患，正如前面那家企業所面臨的問題一樣。當然，任何人都不可能保證這一點，而且情況的變化也可能引發引進的人才和股東之間的變化，但企業應當在后續各個方面做出安排。

On the other hand, if the talent doesn't agree with the future of the enterprise, can't match with the existing shareholders, and can't develop together with the enterprise for a long time, the introduction of the talent may constitute a huge hidden danger of the enterprise, just like the problems faced by the previous enterprise. Of course, no one can guarantee this, and changes in the situation may also lead to changes between the introduced talents and shareholders, but the enterprise should make arrangements in all subsequent aspects.

股權類別有多種，比如期權、期股、實股、虛擬股權等等；受讓方式也存在多種，比如現金購買、折價購買、分紅購買等多種方式。因此，企業要根據具體情況進行選擇。比如對于高 級但非核心的人才引進，則可采用虛擬股權，參與分紅、但無相關權利，這是一種為靈活的安排，但激勵效果也差。

There are many types of equity, such as options, future shares, real shares, virtual equity, etc; There are also many ways of transfer, such as cash purchase, discount purchase, dividend purchase and so on. Therefore, enterprises should choose according to specific conditions. For example, for the introduction of senior but non core talents, virtual equity can be used to participate in dividends without relevant rights. This is a flexible arrangement, but the incentive effect is also poor.

而相應地，受讓人可以以現金全價購買實股，這種方式也就表示他將自己和企業緊密地結合在了一起，這已經構成他的一項重要投資。股權類別和受讓方式可以進行靈活的組合，這樣就產生出多種激勵效果的股權激勵方式。當然，無償受讓并非不可以，尤其對于核心人員并不提倡，因為這種方式實際上是以一種無代價的方式獲得，出資與上山入伙納個“投名狀”的意義是一樣的。

Accordingly, the transferee can purchase real shares at the full price in cash, which means that he has closely combined himself with the enterprise, which has constituted an important investment for him. Equity categories and transfer methods can be flexibly combined, which will produce a variety of equity incentive methods with incentive effects. Of course, it is not impossible to transfer without compensation, especially for core personnel, because this method is actually obtained in a cost-free way, and the meaning of capital contribution is the same as that of going up the mountain to join the partnership.

分階段授予股權授予也可以分階段授予。分階段授予實際上給企業和引進人才一定空間，允許雙方近距離地深入地考察和磨合。除非“一見鐘情”——當然其概率一般較低。所以，可以約定分階段的授予模式，并約定條件和相應授予的比例——這些在規范的期權操作中是基本內容。分階段授予則給企業和人才一個更長期的考核、驗證的理性思考過程。

The equity grant may also be granted in stages. Phased award actually gives enterprises and the introduction of talents a certain space, allowing both parties to conduct close and in-depth investigation and running in. Unless "love at first sight" - of course, the probability is generally low. Therefore, we can agree on the phased grant mode, and agree on the conditions and the corresponding grant proportion - these are the basic contents in the standardized option operation. Phased award will give enterprises and talents a rational thinking process of longer-term assessment and verification.

企業在引進人才問題上，往往有一種既自卑又焦慮的心態，將某個人才看得很重，又擔心自己廟太小、條件談不攏，等等。實際上，人才引進雙方完全是一個平等的、理性的決策過程，尤其是被引進的人員也必然對得與失進行了深入思考，這就是一個叫做“對價”的過程。

On the issue of introducing talents, enterprises often have an inferiority complex and anxiety mentality, pay great attention to someone's talent, and worry that their temple is too small and the conditions are not agreed, and so on. In fact, both sides of talent introduction are completely an equal and rational decision-making process, especially the introduced personnel must also deeply think about the gain and loss, which is a process called "consideration".