不是說企業(yè)實(shí)施股權(quán)激腸不好，而是對于真正的人才，到底需要怎么激勵，才能讓他們長期成為公司的一分子?下面我們從山東股權(quán)股權(quán)激勵培訓(xùn)課程中學(xué)到這些：

It's not that implementing equity incentives in enterprises is not good, but how do we motivate real talents to become part of the company in the long run? Let's learn from the Shandong Equity Incentive Training Course:

對于公司來說，要留住員工、激勵員工，應(yīng)該從公司對員工的整體激勵體系來考慮。激勵體系分為物質(zhì)激勵和非物質(zhì)激勵，而物質(zhì)激勵又包括現(xiàn)金和非現(xiàn)金?，F(xiàn)金般就是我們常說的基本工資、崗位津貼、業(yè)績獎金等；非現(xiàn)金包括法定福利、公司福利及股權(quán)(分紅)。非物質(zhì)激勵也叫精神激勵，一般指晉升、培訓(xùn)、榮譽(yù)、發(fā)展等。

For a company, to retain and motivate employees, it should be considered from the company's overall incentive system for employees. The incentive system is divided into material incentives and non material incentives, and material incentives also include cash and non cash. Cash is commonly referred to as basic salary, job allowances, performance bonuses, etc; Non cash includes statutory benefits, company benefits, and equity (dividends). Non material incentives, also known as spiritual incentives, generally refer to promotions, training, honors, development, etc.

要利用好這些激勵方式，得到激勵效果，并不是老板想當(dāng)然地去運(yùn)用，而是結(jié)合馬斯洛需求，針對不同層次的員工，采用不同的方式去激勵。這既是從人性的角度去考慮，也是從企業(yè)發(fā)展的角度去考慮，唯有給別人想要的，才能真正起到作用，而不是你認(rèn)為的。

To make good use of these incentive methods and achieve incentive results, it is not for the boss to take it for granted, but to combine Maslow's needs and adopt different methods to motivate employees at different levels. This is not only considered from the perspective of human nature, but also from the perspective of enterprise development. Only by giving what others want can it truly work, not what you think.

企業(yè)大部分的基層員工還處于馬斯洛的層次(生理上的需要)和第二層次(安全上的需要)，在這樣的階段，他們需要的是生存。

Most of the grassroots employees in the enterprise are still at Maslow's first level (physiological needs) and second level (safety needs), and at this stage, what they need is survival.

生存好的方式就是每個月能夠有穩(wěn)定的收入、有部分獎勵，讓他們感覺到安全。激勵這個層面的員工好的方式就是基本工資加少比例的獎金，增加這部分的力度，就能提升他們的積極性。

The best way to survive is to have a stable income and some rewards every month, making them feel safe. A good way to motivate employees at this level is to increase their basic salary and reduce the proportion of bonuses. Increasing the intensity of this part can enhance their motivation.

位于馬斯洛需求第三層次(情感和歸屬的需要)、第四層次(尊重的需要)的一般是中高層人員。這類人員已經(jīng)解決了基本的生存需要，度過了安全期，他們此時需要的就是被認(rèn)可、被接納、被尊重，那我們能做的就是除了基本的工資收入外，增加中長期的激勵力度，比如年終獎、團(tuán)隊(duì)獎勵、晉開等。

The third level (emotional and belongingness needs) and fourth level (respect needs) of Maslow's needs are generally middle-level and high-level personnel. This type of personnel has already solved their basic survival needs and passed the safety period. What they need at this time is recognition, acceptance, and respect. What we can do is to increase the medium to long-term incentive efforts, such as year-end bonuses, team rewards, and promotion, in addition to basic salary income.

再往上一個層次，馬斯洛的第五個層次(自我實(shí)現(xiàn)的需要)，到了企業(yè)的高層人員，需要的更多是自我價值的實(shí)現(xiàn)，怎么滿足?除了職務(wù)上的晉升、能力上的認(rèn)可之外，還要給予更多的能夠?qū)崿F(xiàn)自我價值的平臺或者通道。比如股權(quán)、或者獨(dú)當(dāng)一面，讓他有充分發(fā)揮自我價值的空間。

Going up to the next level, Maslow's fifth level (the need for self actualization), when it comes to high-level personnel in the enterprise, what is needed is more about the realization of self value. How can we meet this? In addition to job promotion and recognition of abilities, more platforms or channels should be provided to achieve self-worth. For example, equity or sole ownership allows him to fully unleash his self-worth.

如果我們不能將員工分層分級地考慮激勵措施，而是憑感覺，或者跟風(fēng)，那么肯定不能得到實(shí)際的效果。

If we cannot consider incentive measures in a hierarchical manner for employees, but rather based on feelings or following the trend, then we will definitely not achieve practical results.

企業(yè)實(shí)施股權(quán)激勵后，為什么作用不大，或者甚至出現(xiàn)反作用?要明確的是出現(xiàn)這種情況并不代表股權(quán)激勵不好用，而在于我們沒有用正確的方法，將正確的方式用在正確的人身上。就好比一件漂亮的衣服穿在不同的人身上，會有不同的效果，因?yàn)槿吮旧砭筒灰粯印?/div>