对于实施股权激励后的风险，建议企业管理者在此基础之上还需要树立风险防范意识。例如，防范股权激励未来的风险，评估员工的贡献与价值，通过不同股权激励战略的制定，使得企业赢得客户的心，以及如何从机制的死穴中解脱等问题，把可能会影响股权激励的正常开展的风险严加防范与控制才能让企业恢复。

For the risk after the implementation of equity incentive,  suggests that enterprise managers should also establish risk prevention awareness on this basis. For example, to prevent the future risks of equity incentive, to evaluate the contribution and value of employees, to make enterprises win the hearts of customers through the formulation of different equity incentive strategies, and how to extricate themselves from the dead hole of the mechanism, we should strictly prevent and control the risks that may affect the normal development of equity incentive, so as to make enterprises recover.

实施股权激励计，如何应对未来风险？

How to deal with the future risks in the implementation of equity incentive plan?

企业如果没有全面客观地了解股权激励制度，盲目跟风，不仅起不到激励作用，反而会引发企业与股东之间的股权纠纷，腐蚀股东权利，恶化企业管理。因此，企业需要对股权激励实施中的误区进行探析以防范相应的风险。下面将讲解企业如何防范股权激励在未来执行过程中可能出现的风险。

If the enterprise does not have a comprehensive and objective understanding of the equity incentive system and blindly follow the trend, it will not play an incentive role, but will lead to equity disputes between the enterprise and shareholders, corrode the rights of shareholders and worsen the enterprise management. Therefore, enterprises need to analyze the misunderstanding in the implementation of equity incentive to prevent the corresponding risks. The following will explain how to prevent the risk of equity incentive in the future implementation process.

针对不同的企业需要“对症下药”，而不是将一种激励模式执行到底。在某一种固定的股权激励模式只适用于当前发展阶段，以后还需要根据企业的发展有针对性地实施股权激励。

For different enterprises, we need to "suit the remedy to the case", rather than implement an incentive mode to the end. In a certain fixed equity incentive mode, it is only applicable to the current development stage. In the future, it is necessary to implement equity incentive according to the development of enterprises.

员工岗位贡献的评估

Evaluation of employee's post contribution

股权激励在执行过程中，也很容易出现岗位贡献评估失误。一般而言，激励对象的岗位贡献考核指标包括岗位影响范围、职责大小、工作强度、工作难度、任职条件和岗位工作条件等，由于激励考核具有一定的主观性。所以，企业管理者很难对各岗位贡献价值的大小进行精 准地分析和量化评估。

In the implementation process of equity incentive, it is also easy to make mistakes in post contribution evaluation. Generally speaking, the post contribution assessment indicators of incentive objects include post influence scope, responsibility size, work intensity, work difficulty, post conditions and post working conditions, etc. Therefore, it is difficult for enterprise managers to accurately analyze and quantify the contribution value of each position.

（1）高层员工的岗位贡献评估

(1) The evaluation of the position contribution of senior staff

股权激励对象中企业中高层的数量明显多于普通员工，其原因在于企业中高层往往都是管理型人才，掌握着企业的人力和物质资源，而且很大一部分的高管都是元老级别，对于企业有着开疆拓土的功劳。

The number of middle and high-level employees in the equity incentive object is obviously more than that of ordinary employees. The reason is that the middle and high-level employees are often management talents, who master the human and material resources of the enterprise, and a large part of the senior executives are senior level, who have made great contributions to the enterprise.

企业高层岗位主要从对公司的影响、解决问题、责任范围及监督等方面进行评估，且每一要素由二级子要素组成，二级子要素又可能由部分子要素组成，根据各个部分子要素的权重标定相应的分值。这样能够正确评价各个职位在公司的相对重要性，从而提升激励员工的工作积 极性，使公司获得限度的回报。

High level positions in enterprises are mainly evaluated from the aspects of impact on the company, problem-solving, responsibility scope and supervision, and each element is composed of secondary sub elements, which may be composed of sub elements. The corresponding score is calibrated according to the weight of each sub element. In this way, we can correctly evaluate the relative importance of each position in the company, so as to enhance the motivation of employees and make the company get limited returns.

（2）技术层员工的岗位贡献评估

(2) Post contribution evaluation of technical staff

其实，技术密集型的高新企业的命运都是掌握在核心技术人才、核心业务人员身上，而这类人才容易流失。因此，这类人才是股权激励长期激励的对象。

In fact, the fate of technology intensive high-tech enterprises lies in the core technical talents and core business personnel, and such talents are easy to drain. Therefore, this kind of talent is the object of long-term equity incentive.

因为技术层位于管理层和普通员工之间，所以技术层的激励份额、力度略微低于高层。但是对于初创型企业而言，重要的就是对技术层分配大量的股权，进而留住人才。

Because the technical level is located between the management and the ordinary staff, the incentive share and strength of the technical level are slightly lower than those of the senior management. But for start-ups, it is important to allocate a large number of shares to the technical level, so as to retain talents.