目前，越來越多的公司對員工實施股權激勵，尤其是中小企業及非上市公司，對實施股權激勵的熱情日益高漲，其目的很簡單，留住公司的核心人才，讓員工與公司形成利益共同體，實現員工“當家做主”，助力企業走向新臺階。

At present, more and more companies implement equity incentive to their employees, especially small and medium-sized enterprises and non listed companies. Their enthusiasm for implementing equity incentive is rising day by day. The purpose is very simple. It is to retain the core talents of the company, enable the employees to form a community of interests with the company, realize that the employees are "masters" and help the enterprises to move to a new level.

一個成功的合伙人團隊體系，必然要有健全的晉升通道和激勵機制，股權激勵計劃決定了一家企業究竟能走多遠。但很多股權激勵計劃都是創始股東“拍腦袋決定”，激勵方案設計不合理，導致財散人散的悲劇，分分鐘會搞垮公司。

A successful partner team system must have a sound promotion channel and incentive mechanism. The equity incentive plan determines how far an enterprise can go. But many of the equity incentive plans are decided by the founding shareholders. The unreasonable design of the incentive plan will lead to the tragedy of scattered wealth and scattered people, which will bring down the company every minute.

但歸根到底是領導們沒找到合適的方式設計出適合自己企業的股權激勵方案，小編結合實踐，就非上市公司股權激勵做出以下幾點建議供領導們參考，具體如下：

But in the final analysis, the leaders did not find a suitable way to design the equity incentive scheme suitable for their own enterprises. Combined with the practice, Xiaobian made the following suggestions on the equity incentive of non listed companies for the leaders' reference

1、嚴格選拔激勵對象，根據不同對象實施不同激勵方式，設置合理有用的激勵條件與約束方式。如對核心骨干的激勵，以股權分紅為主，薪酬績效為輔。

1. Strictly select incentive objects, implement different incentive methods according to different objects, and set up reasonable and useful incentive conditions and constraint methods. For example, the core backbone of the incentive, mainly equity dividends, supplemented by compensation performance.

2、首先關注員工感受，建立“利他”文化，股權兌現建立完善的退出機制和合同法規。股權激勵源于領導們精神的體現，不是領導“己利”的追求，在追求公平和透明的基礎上，完善退出機制、合同制約和莊嚴的分紅儀式，在法制化保證員工利益的同時保護企業與領導板的利益。

2. First of all, we should pay attention to employees' feelings, establish "altruistic" culture, cash stock rights, and establish a sound exit mechanism and contract regulations. Equity incentive originates from the embodiment of leaders' spirit, not the pursuit of "self-interest". On the basis of pursuing fairness and transparency, we should improve the exit mechanism, contract restriction and solemn dividend ceremony, so as to protect the interests of the enterprise and the leadership board while ensuring the interests of employees.

3、虛實股結合，先虛后實。著力推動以身股為主導的利益共享機制建立，期權為特征的銀股贈與計劃，讓員工既有近期又有長遠利益。

3. The combination of virtual and real stocks, first virtual and then real. Efforts should be made to promote the establishment of an interest sharing mechanism led by personal shares and a silver stock donation plan characterized by options, so that employees can have both short-term and long-term interests.

4、建立完善的薪酬和績效考核制度，以及人才選拔管理體系。

4. Establish a sound salary and performance appraisal system, as well as talent selection management system.

5、建立良好氛圍和完善的合伙人文化。激勵措施成功實施的精神來源是有用激發激勵對象的主人翁意識、與創始合伙人的共創共擔共享意識。如果這樣一種文化形態沒有建立起來，僅靠生硬的制度條款，激勵方案是不可能收到預期效果的。

5. Establish a good atmosphere and perfect partner culture. The spiritual source of the successful implementation of the incentive measures is to stimulate the sense of ownership of the incentive objects and the sense of CO creation and sharing with the founding partners. If such a cultural form is not established, it is impossible for the incentive scheme to achieve the expected effect only by the rigid institutional provisions.