股權激勵，作為金手銬，確實可以留人，但不是只有股權激勵才能留人！留人要講成本的，如果股權激勵只發揮留人的價值，又如果公司的股權很值錢，那么說明這種激勵的成本比價高。事實上，如果多數員工成為股東，對很多中小微企業來說未必是好事，因為等著分錢的人很多，而真 正去賺錢的人很少，無疑不利于企業的發展。

Equity incentive, as a golden handcuffs, can indeed retain people, but not only equity incentive can retain people! If the equity incentive only gives play to the value of retaining people, and if the company's equity is very valuable, it shows that the cost of this incentive is higher than the price. In fact, if most employees become shareholders, it may not be a good thing for many small, medium-sized and micro enterprises, because there are many people waiting for money, and few people really make money, which is undoubtedly not conducive to the development of enterprises.

股權激勵是一種貴 族 式的激勵，永遠只面對少數的人和高層次、高價值的人。在想做股權激勵之前，一定要區分好股權與股份的差別，股權是注冊實股或實股股權，具有所有權，股份可以是虛擬的、契約的，具有收益權。股權激勵的激勵價值比較低，激勵價值高的是股份激勵。任正非在華為做的基本都是股份激勵，嚴格地說，屬于在職虛擬股份。

Equity incentive is an aristocratic incentive, which always only faces a few people and high-level and high-value people. Before you want to do equity incentive, you must distinguish the difference between equity and shares. Equity is registered real shares or real shares with ownership. Shares can be virtual, contractual and have the right of return. The incentive value of equity incentive is relatively low, and the high incentive value is stock incentive. What Ren Zhengfei does in Huawei is basically stock incentive. Strictly speaking, it belongs to on-the-job virtual shares.

哪些員工適合股權激勵？

Which employees are suitable for equity incentive?

1、從層次上：高管、決策層。

1. From the level: senior management and decision-making level.

2、從價值上：掌握核心技術的技術人員、業務持續很棒的營銷精英、對公司發展有重大影響的管理層。

2. In terms of value: technicians who master core technology, marketing elites with excellent business continuity, and management who have a significant impact on the development of the company.

3、從年齡上：35-45歲。

3. In terms of age: 35-45 years old.

4、從價值觀上：忠誠于事業、愿意持續追隨、值得信賴。

4. From the perspective of values: loyal to the cause, willing to follow and trustworthy.

5、從信念上：有創業的熱情和創業者的激情、不怕失敗追求成功。

5. From the perspective of belief: have entrepreneurial enthusiasm and the passion of entrepreneurs, be not afraid of failure and pursue success.

哪些員工根本不需要動用股權激勵？

Which employees don't need equity incentive at all?

1、年輕人：內在的需求還沒到達這個境界，沒有團隊發展的思維，更偏向追求短期回報。特別是20-30歲的年輕人。

1. Young people: their internal needs have not reached this level. They do not have the thinking of team development and prefer to pursue short-term returns. Especially young people aged 20-30.

2、奮斗者：但不是創業者。這類型的人害怕失敗、不敢承擔經營風險，不過愿意拼命干，是非常好的追隨者?？梢杂霉煞菁?、合伙人模式。

2. Striver: but not an entrepreneur. This type of people are afraid of failure and dare not take business risks, but they are willing to work hard and are very good followers. Share incentive and partner mode can be used.

3、價值低的人：股權激勵是頂層的激勵設計，只面對高價值的人才。否則，激勵成本高、激勵過度，反而制約企業發展。股權的份額有限，應該用于激勵更高價值的人。

3. People with low value: equity incentive is the top-level incentive design, which only faces high-value talents. Otherwise, the high incentive cost and excessive incentive will restrict the development of enterprises. The share of equity is limited and should be used to motivate people with higher value.

4、不值得依賴的人：股權激勵相當于合法婚姻，受到法律約束退出很難，所以在進入時一定保持謹慎，嚴格把關。寧愿加大股份與合伙人激勵模式，也不要讓不信賴的人隨便成為公司的股東。

4. People who are not worth relying on: equity incentive is equivalent to legal marriage. It is difficult to exit under legal constraints, so you must be cautious and strictly control when entering. We would rather increase the incentive model of shares and partners than let untrustworthy people become shareholders of the company.