如何能既控制成本，又留下人？在保证企业现金流的情况下，让员工与企业更好地融合，从而激活组织、激活员工？但股权激励从来不是一蹴而就的，也不是一成不变的。因为你的战略以及企业内外部的客观环境都在发生变化，所以股权激励一定会随之调整适应，实现组织战略目标。

How can we control costs and keep people? Under the condition of ensuring the cash flow of the enterprise, let employees better integrate with the enterprise, so as to activate the organization and employees? However, equity incentive has never been achieved overnight or invariable. Because your strategy and the objective environment inside and outside the enterprise are changing, the equity incentive will be adjusted to achieve the organizational strategic objectives.

在早期的有限责任公司，于法律允许范围之内，股权激励完全是根据自己公司的实际情况做不同的考虑和设定的，所以股权激励有不同种类的变种。无论大家听过多少不一样的股权激励模式，归根到底实践当中运用多的股权激励模式都离不开“直接持股，期权激励，限制性股权，虚拟股权”这4种，可能是它们的变形，也可能是它们的搭配组合。

In the early limited liability companies, within the scope permitted by law, equity incentive was completely considered and set according to the actual situation of their own company, so there are different kinds of variants of equity incentive. No matter how many different equity incentive models you have heard, in the final analysis, the four equity incentive models used in practice are inseparable from "direct shareholding, option incentive, restricted equity and virtual equity", which may be their deformation or their combination.

客观上来讲，没有任何一种激励模式是好的。在股权激励模式中，只有适合的，没有好的，因为每一种都各有利弊，选择哪种还需要根据企业自身发展情况去做讨论。在这里面想特别跟大家分享两点。

Objectively speaking, no incentive model is good. In the equity incentive model, only suitable, not good, because each has its own advantages and disadvantages. Which one to choose needs to be discussed according to the enterprise's own development. I would like to share two points with you.

①激励是分层级的，中层以上才需要股权激励，用福利薪酬完全可以保障基层的基本激励

① Incentive is hierarchical. Equity incentive is needed only at the middle level and above. The basic incentive at the grass-roots level can be guaranteed by welfare and salary

对于全员持股，我是非常不建议的，尤其是早期创业公司。股权激励实质是在探索人性，迎合人心，在这样的一个过程当中，屁股决定脑袋，不要过分拔高普通员工。否则，对员工而言就变成了道德绑架。

I don't recommend full ownership, especially for early start-ups. The essence of equity incentive is to explore human nature and cater to the people. In such a process, the ass decides the head, and don't elevate ordinary employees too much. Otherwise, it will become a moral kidnapping for employees.

正确的做法是，顺应员工现阶段的位置层级，顺应TA的思维模式。我们可以引导他，但是不要逆“势”而为。中层以上开始做股权激励，并且跟绩效考核相联动和挂钩。到了顶层，也就是企业核心高管层，就要打造合伙人机制，以帮助企业打造组织、传承顶层设计。

The correct approach is to comply with the position level of employees at this stage and the thinking mode of TA. We can guide him, but don't go against the trend. Equity incentive is started above the middle level, which is linked and linked with performance appraisal. At the top level, that is, the core senior management of the enterprise, it is necessary to build a partner mechanism to help the enterprise build the organization and inherit the top-level design.

②在企业不同成长阶段，股权激励要动态调整

② In different growth stages of enterprises, equity incentive should be dynamically adjusted

从我们多年的服务经验上来讲，成长期的企业使用股权激励是能帮助企业大化达成效果的。

From our many years of service experience, the use of equity incentive in growing enterprises can help enterprises achieve results.

创始人要坚决避免在企业早期放大股权激励的效果，否则后果不堪设想。因为在早期做股权激励，客观现实地说其实就是画饼。这个饼在很大程度取决于一个“信”字。

Founders should resolutely avoid amplifying the effect of equity incentive in the early stage of the enterprise, otherwise the consequences will be unimaginable. Because in the early stage of equity incentive, objectively and realistically, it is actually a picture cake. This cake depends largely on the word "letter".

也就是说，这个“饼”是一个未来的、不知道能不能成的、不确定性很强的东西，那么员工到底能不能被激发，就取决于员工到底信不信这个“饼”。信，则有效；不信，则无效。

In other words, this "pie" is a future thing with strong uncertainty. Whether employees can be inspired depends on whether employees believe this "pie". Letter is valid; If you don't believe it, it's invalid.

但不得不说的是，处于早期阶段的企业，连明天是死是活都不知道，员工如何去信这个“饼”？

But it has to be said that enterprises in the early stage do not even know whether tomorrow will be dead or alive. How can employees believe this "cake"?

到了成熟期，其他所有相关方面的制度模式都受到了很多约束，股权激励在这时发挥的价值也将非常有限。所以股权激励真正能够很好地帮助到的，是那些处于成长期的企业，或是在企业成长期的时候，大概是融资在A轮到B轮的企业。

In the mature period, all other relevant institutional models have been subject to many constraints, and the value of equity incentive will be very limited at this time. Therefore, what equity incentive can really help is those enterprises in the growth period, or enterprises in the growth period, which are probably financing in round a to round B.