能力是很重要的一方面，更关键的另一方面是，是否认同企业的未来、是否能与企业现有股东相匹配、是否能够与企业长期共同发展。从能力角度来看，一定是企业发展中所极度欠缺的短板，通过这种高成本的方式获得核心人才，他也必须能够大步地促进企业发展。这种方式与企业接受风险投资是一样的道理，因此企业也应当以引入风投的谨慎来对待这件事情。

 Ability is very important. On the other hand, the key is whether we agree with the future of the enterprise, whether we can match with the existing shareholders of the enterprise, and whether we can develop together with the enterprise for a long time. From the perspective of ability, it must be a short board that is extremely lacking in the development of the enterprise. To obtain core talents through this high-cost way, he must also be able to promote the development of the enterprise. This way is the same as that enterprises accept venture capital, so enterprises should also be cautious about introducing venture capital.

而从另一方面来看，如果该人才不认同企业未来，与现有股东无法匹配，也无法与企业长期共同发展，那么该人才引进却可能构成企业巨大的隐患，正如前面那家企业所面临的问题一样。当然，任何人都不可能保证这一点，而且情况的变化也可能引发引进的人才和股东之间的变化，但企业应当在后续各个方面做出安排。

On the other hand, if the talent doesn't agree with the future of the enterprise, can't match with the existing shareholders, and can't develop together with the enterprise for a long time, the introduction of the talent may constitute a huge hidden danger of the enterprise, just like the problems faced by the previous enterprise. Of course, no one can guarantee this, and changes in the situation may also lead to changes between the introduced talents and shareholders, but the enterprise should make arrangements in all subsequent aspects.

股权类别有多种，比如期权、期股、实股、虚拟股权等等；受让方式也存在多种，比如现金购买、折价购买、分红购买等多种方式。因此，企业要根据具体情况进行选择。比如对于高 级但非核心的人才引进，则可采用虚拟股权，参与分红、但无相关权利，这是一种为灵活的安排，但激励效果也差。

There are many types of equity, such as options, future shares, real shares, virtual equity, etc; There are also many ways of transfer, such as cash purchase, discount purchase, dividend purchase and so on. Therefore, enterprises should choose according to specific conditions. For example, for the introduction of senior but non core talents, virtual equity can be used to participate in dividends without relevant rights. This is a flexible arrangement, but the incentive effect is also poor.

而相应地，受让人可以以现金全价购买实股，这种方式也就表示他将自己和企业紧密地结合在了一起，这已经构成他的一项重要投资。股权类别和受让方式可以进行灵活的组合，这样就产生出多种激励效果的股权激励方式。当然，无偿受让并非不可以，尤其对于核心人员并不提倡，因为这种方式实际上是以一种无代价的方式获得，出资与上山入伙纳个“投名状”的意义是一样的。

Accordingly, the transferee can purchase real shares at the full price in cash, which means that he has closely combined himself with the enterprise, which has constituted an important investment for him. Equity categories and transfer methods can be flexibly combined, which will produce a variety of equity incentive methods with incentive effects. Of course, it is not impossible to transfer without compensation, especially for core personnel, because this method is actually obtained in a cost-free way, and the meaning of capital contribution is the same as that of going up the mountain to join the partnership.

分阶段授予股权授予也可以分阶段授予。分阶段授予实际上给企业和引进人才一定空间，允许双方近距离地深入地考察和磨合。除非“一见钟情”——当然其概率一般较低。所以，可以约定分阶段的授予模式，并约定条件和相应授予的比例——这些在规范的期权操作中是基本内容。分阶段授予则给企业和人才一个更长期的考核、验证的理性思考过程。

The equity grant may also be granted in stages. Phased award actually gives enterprises and the introduction of talents a certain space, allowing both parties to conduct close and in-depth investigation and running in. Unless "love at first sight" - of course, the probability is generally low. Therefore, we can agree on the phased grant mode, and agree on the conditions and the corresponding grant proportion - these are the basic contents in the standardized option operation. Phased award will give enterprises and talents a rational thinking process of longer-term assessment and verification.

企业在引进人才问题上，往往有一种既自卑又焦虑的心态，将某个人才看得很重，又担心自己庙太小、条件谈不拢，等等。实际上，人才引进双方完全是一个平等的、理性的决策过程，尤其是被引进的人员也必然对得与失进行了深入思考，这就是一个叫做“对价”的过程。

On the issue of introducing talents, enterprises often have an inferiority complex and anxiety mentality, pay great attention to someone's talent, and worry that their temple is too small and the conditions are not agreed, and so on. In fact, both sides of talent introduction are completely an equal and rational decision-making process, especially the introduced personnel must also deeply think about the gain and loss, which is a process called "consideration".