發布時間：2020-12-23 發布人：山東股章瀏覽次數：717次 來源：www.newadnetwork.com
1、 Poor management of enterprises
If the accounts of an enterprise are full of losses, problems in the direction of operation and rigid management, then the enterprise has no future for development. Equity incentive is equity, not money. In other words, it is a gamble on the future of the enterprise and employees. Only when the enterprise has a certain potential, the employees are willing to work with the enterprise. However, the business situation of the enterprise is very poor, and the employees do not have any confidence in the development of the enterprise, so they are not willing to make a decision doomed to failure.
2、 Labor and capital problems are hard to return
If the company has serious labor and capital problems for a long time, it is suggested that enterprises should not do equity incentive temporarily. One of the basis of equity incentive is that employees have a high degree of trust in the company and are willing to go hand in hand with the company. However, the problem of labor and capital reflects the opposition between employees and the company.
Therefore, for the enterprises with prominent labor capital conflicts, we should give priority to reforming the salary system and rebuilding the employees' trust in the enterprises, so as to further implement the equity incentive plan.
3、 Family business
As the name suggests, the management of a family business is the internal staff of the family. This kind of business itself has the cohesion that ordinary enterprises do not have, and generally does not absorb foreign personnel into the management. Therefore, the family business to do equity incentive is equivalent to putting the eggs in the left basket into the right basket, which is always their own, without any change.
4、 Enterprises lacking corporate culture
Chinese enterprises can be divided into three levels: the third-class enterprises do services, the second-class enterprises do products, and the first-class enterprises do culture.
企業實施股權激勵，更多的是將一群志同道合的人聚 集在一起，集中力量辦大事，給予員工股份也不僅僅是為了留住人才，更是引導員工認同并完善企業文化，有理想、有目標、富有使命感、榮譽感與歸屬感。沒有企業文化的企業，即使實行了股權激勵，也只是用物質利益將人才留住，等過了3至5年的行權期，人才仍然可能會走。相反的是，擁有企業文化的企業才能真 正吸引人才，這樣的企業實行股權激勵才能達到好的效果
The implementation of equity incentive in enterprises is to gather a group of like-minded people together to focus on major events. Giving employees shares is not only to retain talents, but also to guide employees to identify and improve corporate culture, with ideals, goals, mission, honor and belonging. Enterprises without corporate culture, even if equity incentive is implemented, only retain talents with material benefits. After three to five years of exercise, talents may still go. On the contrary, enterprises with corporate culture can really attract talents, and the implementation of equity incentive can achieve good results