股權激勵對企業的作用是肯定的，讓公司的人力資本非常大化，能夠吸引、約束、留住人才，并且降低薪酬成本的壓力，推動企業的持續發展，同時還對員工自身是一種精神激勵，是對員工的自我價值的肯定。接下來先來了解下
山東股權激勵實施的三大關鍵要素吧。
The role of equity incentives in enterprises is affirmative, maximizing the company's human capital, attracting, constraining, and retaining talent, reducing the pressure on salary costs, and promoting sustainable development of the enterprise. At the same time, it is also a spiritual incentive for employees themselves and a recognition of their own value. Next, let's learn about the three key elements of implementing equity incentives in Shandong.
1.商業模式要好
1. Better business model
企業是否有未來，或者說企業的商業模式如何，我們通常把它作為股權激勵的必要條件。
Whether a company has a future, or what is its business model, we usually consider it as a necessary condition for equity incentives.
如果這家企業的商業模式所創造的業績不理想，或者這家企業的的商業模式不能在未來為公司的發展帶來爆發性的成長，這個時候做股權激勵，要么是對經理人沒有什么吸引力，要么就淪為一廂情愿的“忽悠”。
If the performance created by the business model of this enterprise is not ideal, or if the business model of this enterprise cannot bring explosive growth to the company's development in the future, equity incentives at this time either have little appeal to managers or become a willing "scam".
說白了，股權激勵的一個重要前提就是要讓參與者把自己交給企業之后能夠“賺大錢”。
Simply put, an important prerequisite for equity incentives is to enable participants to "make a lot of money" by handing themselves over to the company.
2.管控模式要好
2. Better control mode
“管控模式要好”指的是公司治理的約束制度是否已經建立，企業管控模式的設計既要考慮到防止大股東黑小股東，也要考慮到防止小股東坑大股東，這是一個公司實施股權激勵不能忽視的重要前提。
The "good control model" refers to whether the constraint system of corporate governance has been established. The design of enterprise control models should not only consider preventing major shareholders from blackmailing small shareholders, but also consider preventing small shareholders from pitying large shareholders. This is an important prerequisite that a company cannot ignore when implementing equity incentives.
在建立高能效的董事會制度和內控體系之后，公司再實施股權激勵，只有這樣，股權激勵才有可能發揮其應有的作用，否則，會發生經理人侵害股東和企業的利益的現象。
After establishing a highly efficient board of directors system and internal control system, the company implements equity incentives. Only in this way can equity incentives play their due role, otherwise, the phenomenon of managers infringing on the interests of shareholders and the enterprise will occur.
3.戰略規劃有延展性
3. Strategic planning has scalability
企業的戰略規劃具有統領公司發展全局的作用。但對于很多民營企業來說，對戰略規劃卻不夠重視或者說考慮得不充分。殘酷的市場競爭讓他們養成了靈活善變的思維習慣和行為方式，考慮更多的是戰術層面的動作開展，而欠缺對戰略層面的謀事布局。
The strategic planning of an enterprise plays a leading role in the overall development of the company. However, for many private enterprises, strategic planning is not given enough attention or consideration. The brutal market competition has nurtured flexible thinking habits and behavioral patterns, with more focus on tactical actions and a lack of strategic planning layout.
考慮公司戰略規劃的延展性是指企業老板要對公司未來的發展有個基本的戰略規劃，其中一個必須要考慮的問題就是“人才”的問題。股權激勵就是要建立在戰略規劃的基礎上。因為股權的變動往往涉及到重大人事戰略安排的變動。
Considering the extensibility of a company's strategic planning refers to the need for business owners to have a basic strategic plan for the company's future development, one of which must be considered is the issue of "talent". Equity incentives should be established on the basis of strategic planning. Because changes in equity often involve significant changes in personnel strategic arrangements.
In short, equity incentives are just a tool, and one should strive to make their business more valuable and make wise choices. It is very important to continuously improve one's understanding! For more equity matters, come to our website http://www.lfttpm.com Consult!
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