如果山東股權(quán)激勵(lì)缺乏條件和限制，無法發(fā)揮其可持續(xù)價(jià)值，則很可能失去“長(zhǎng)期激勵(lì)”的特征。為了防止激勵(lì)被視為獎(jiǎng)勵(lì)，一些激勵(lì)對(duì)象在獲得公司股權(quán)后失去了繼續(xù)奮斗的動(dòng)力，選擇睡在現(xiàn)有權(quán)益上。我們強(qiáng)調(diào)，在實(shí)施股權(quán)激勵(lì)時(shí)，可以設(shè)置一定的激勵(lì)條件，鼓勵(lì)員工努力工作以此獲得股權(quán)和后續(xù)收益，創(chuàng)造可持續(xù)價(jià)值。

If Shandong equity incentive lacks conditions and restrictions and cannot exert its sustainable value, it is likely to lose the characteristics of "long-term incentive". In order to prevent incentives from being seen as rewards, some incentive objects lose the motivation to continue to struggle after acquiring equity in the company and choose to sleep on their existing interests. We emphasize that when implementing equity incentives, certain incentive conditions can be set to encourage employees to work hard to obtain equity and subsequent benefits, and create sustainable value.

如何定“條件”？定條件，即在股權(quán)激勵(lì)方案設(shè)計(jì)中確定激勵(lì)對(duì)象的考核條件。

How to set "conditions"? Setting conditions, that is, determining the evaluation conditions of incentive objects in the design of equity incentive schemes.

1、從企業(yè)層面考慮，如果企業(yè)整體業(yè)績(jī)條件未達(dá)標(biāo)時(shí)，則所有激勵(lì)對(duì)象不得行權(quán)或解鎖獲益；如果公司業(yè)績(jī)達(dá)標(biāo)時(shí)，則所有激勵(lì)對(duì)象滿足了行權(quán)或解鎖的條件之一者，再具體根據(jù)個(gè)人業(yè)績(jī)條件確定是否滿足考核要求。

1. From the perspective of the enterprise, if the overall performance conditions of the enterprise do not meet the standards, all incentive objects shall not exercise their rights or unlock benefits; If the company's performance meets the standards, all incentive objects who meet one of the conditions for exercising or unlocking the rights will be determined based on their individual performance conditions to determine whether they meet the assessment requirements.

2、于激勵(lì)對(duì)象個(gè)人而言，具體授予比例與個(gè)人業(yè)績(jī)考核結(jié)果掛鉤。方案設(shè)計(jì)階段確切的標(biāo)明條件，將會(huì)避免很多在方案執(zhí)行過程中可能遇到的阻力與困惑。

2. For the individual incentive target, the specific award ratio is linked to the individual performance evaluation results. The precise marking of conditions during the scheme design phase will avoid many obstacles and confusion that may be encountered during the implementation of the scheme.

在具體定條件操作中，根據(jù)企業(yè)具體現(xiàn)狀制定針對(duì)性的考核標(biāo)準(zhǔn)，例如，以考核結(jié)果記錄得分，由100分—60分劃分為5個(gè)標(biāo)準(zhǔn)，分別標(biāo)記為ABCDE五檔，對(duì)應(yīng)的每檔設(shè)定不同的授予比例，比如1.2、1、0.8、0.6、0，以此為依據(jù)確定對(duì)股權(quán)激勵(lì)對(duì)象的考核條件及標(biāo)準(zhǔn)。

In the specific condition setting operation, specific evaluation criteria are formulated based on the specific situation of the enterprise. For example, the scores recorded based on the evaluation results are divided into five criteria, from 100 to 60 points, and are marked as five levels of ABCDE. The corresponding levels are set with different grant ratios, such as 1.2, 1, 0.8, 0.6, and 0, to determine the evaluation conditions and standards for equity incentive objects.

3、設(shè)定階梯式條件

3. Set stepped conditions

階梯式條件，指的是公司在實(shí)施股權(quán)激勵(lì)時(shí)，并不是只設(shè)定一個(gè)目標(biāo)條件，而是在個(gè)目標(biāo)條件的基礎(chǔ)上再設(shè)定一個(gè)或多個(gè)目標(biāo)條件，并且這種分段式的目標(biāo)條件呈逐級(jí)向上攀升的狀態(tài)。

Stepwise conditions refer to the fact that when a company implements equity incentives, it does not set only one target condition, but instead sets one or more target conditions based on the first target condition, and this segmented target condition is in a state of gradual upward climb.

階梯式條件往往是公司制定的一種持續(xù)小目標(biāo)下的中期目標(biāo)條件，因?yàn)槿绻苯釉O(shè)定一個(gè)中期目標(biāo)，一來目標(biāo)過遠(yuǎn)，實(shí)現(xiàn)需要的時(shí)間較長(zhǎng)；二來會(huì)影響到員工對(duì)激勵(lì)的無望情緒，造成激勵(lì)計(jì)劃逐漸流產(chǎn)，不利于形成激勵(lì)。因此，才將中期目標(biāo)條件分割成若干個(gè)小目標(biāo)條件來逐步實(shí)現(xiàn)。

Ladder conditions are often medium term target conditions set by a company under a continuous small goal, because if a medium term goal is directly set, the goal is too far away and it takes a long time to achieve; Secondly, it can affect employees' hopelessness towards motivation, resulting in the gradual abortion of incentive plans, which is not conducive to the formation of incentives. Therefore, the medium-term target conditions are divided into several small target conditions to gradually achieve them.

設(shè)定階梯式激勵(lì)條件的注意事項(xiàng)如下：

Precautions for setting stepped excitation conditions are as follows:

（1）在設(shè)定階梯式激勵(lì)條件時(shí)，應(yīng)把握好額度。不是激勵(lì)的額度高，就一定能達(dá)到激勵(lì)的目的，一定不要因額度的不斷加大而干擾到正常的價(jià)格利潤(rùn)空間。

(1) When setting stepped incentive conditions, it is necessary to grasp the quota. "If the amount of incentive is not high, it is certain that the purpose of incentive can be achieved. It is important not to disturb the normal price profit space due to the continuous increase of the amount.".

（2）階梯式條件一經(jīng)設(shè)定，即會(huì)成為激勵(lì)的考核標(biāo)準(zhǔn)，所以在設(shè)定階梯式激勵(lì)條件時(shí)，企業(yè)一定要考慮到逐級(jí)兌現(xiàn)的問題。

(2) Once set, the ladder type conditions will become the evaluation criteria for incentives. Therefore, when setting the ladder type incentive conditions, enterprises must consider the issue of gradual fulfillment.

（3）在設(shè)定階梯式激勵(lì)條件時(shí)，應(yīng)明確規(guī)定以正當(dāng)手段來提升業(yè)績(jī)。比如區(qū)域代理，應(yīng)嚴(yán)格規(guī)定不許跨區(qū)域銷售或私自降價(jià)銷售，因?yàn)檫@樣雖然可以增加這一區(qū)域的業(yè)績(jī)，但勢(shì)必會(huì)影響到其他區(qū)域的業(yè)績(jī)，同時(shí)公司的整體業(yè)績(jī)并未提升，還助長(zhǎng)了惡意競(jìng)爭(zhēng)，影響到長(zhǎng)遠(yuǎn)發(fā)展。

(3) When setting stepped incentive conditions, it should be clearly stipulated that legitimate means should be used to improve performance. For example, regional agents should strictly prohibit cross regional sales or private price reduction sales, because although this can increase the performance of this region, it is bound to affect the performance of other regions. At the same time, the overall performance of the company has not improved, which also encourages malicious competition and affects long-term development.

（4）在設(shè)定階梯式激勵(lì)條件時(shí)，公司應(yīng)從更長(zhǎng)遠(yuǎn)的角度來考慮，以避免激勵(lì)的短期行為。這就要求，不能純粹以公司的短期業(yè)績(jī)提升為目的，而應(yīng)從中長(zhǎng)期的角度來設(shè)定激勵(lì)條件。更多相關(guān)內(nèi)容就來我們網(wǎng)站http://www.lfttpm.com咨詢！

(4) When setting stepped incentive conditions, companies should consider from a longer-term perspective to avoid short-term incentive behavior. This requires that incentive conditions should not be set solely for the purpose of improving the company's short-term performance, but rather from a medium to long-term perspective. For more relevant content, please visit our website http://www.lfttpm.com consulting service