股权激励与中短期激励共同构成公司薪酬激励机制，两者应统筹考虑，不要相互割裂。享受股权激励的人，他对公司的中短期激励诉求，可以要求他不用简单地按市场价值来做，也即可以适当地放弃一些短期的激励。这样的安排他们应该是愿意的，因为作为一种长期激励手段，股权激励的对象应该更看重公司的长期发展。这一点在引入"空降兵"时，要特别注意，应避免既给很高的年薪，又给很多的股权。

Equity incentives and short-term incentives together constitute the company's compensation incentive mechanism, and the two should be considered in a coordinated manner and not separated from each other. People who enjoy equity incentives can demand that they do not simply follow market value for short-term incentives in the company, and can appropriately give up some short-term incentives. They should be willing to such an arrangement, because as a long-term incentive measure, the target of equity incentives should place more emphasis on the long-term development of the company. When introducing "paratroopers", special attention should be paid to avoid giving both high annual salaries and a lot of equity.

在确定分多少时，不要只根据授予股权的预计绝对价值来评判激励力度，而要看这个价值与激励对象当期年薪的倍数关系，年薪倍数相对合理，才能更好地保障股权激励的效果。

When determining how much to divide, do not only judge the incentive strength based on the expected absolute value of the granted equity, but also consider the multiple relationship between this value and the current annual salary of the incentive object. The annual salary multiple is relatively reasonable in order to better ensure the effectiveness of equity incentives.

很多创业性企业在实施股权激励时，薪酬体系还相对比较"粗糙"，在不同时期加入公司的人，岗位、级别差不多，但薪资水平可能相差很大。条件允许的话，应先把薪酬体系理一理，把这种差异抹平到一个适当的范围，然后再来实施股权激励。

Many entrepreneurial enterprises have relatively "rough" salary systems when implementing equity incentives. People who join the company at different times have similar positions and levels, but their salary levels may vary greatly. If conditions permit, the compensation system should be straightened out first, and this difference should be smoothed out to an appropriate range before implementing equity incentives.

此外，也要注意，不要把长期激励短期化，把股权当作奖金发。今天打了一个单子，赚了很多钱，就给分股权，这就是把长期激励短期化，并不好。一来，这样的员工从公司长期发展来看，是不是你需要的？不一定！二来，从激励的"即时性"、"刺激性"来看，对这样性质的工作并不一定适合，员工恐怕还觉得，搞这"虚里巴矶"的玩意，哪有业绩提成来得痛快！所以一定要把股权激励与中短期激励结合起来。员工拿下一个单子，按一定提成规则给奖金；觉得看准了，这人不但能力强，而且认同公司文化，愿意做出长期承诺，对于公司长期发展很有价值，再给股权。

In addition, it is also important to avoid making long-term incentives short-term and treating equity as bonus money. Today I placed an order and made a lot of money, so I decided to distribute equity. This is not a good way to make long-term incentives short-term. Firstly, do you need such employees for the long-term development of the company? not always! Secondly, from the perspective of the "immediacy" and "stimulation" of motivation, it may not necessarily be suitable for jobs of this nature. Employees may still feel that there is no such thing as performance bonuses to enjoy doing this "virtual and mediocre" thing! So it is necessary to combine equity incentives with short-term and medium-term incentives. Employees will receive a bonus based on a certain commission rule upon receiving an order; I think I have seen it right. This person not only has strong abilities, but also identifies with the company culture and is willing to make long-term commitments. They are valuable for the long-term development of the company and can be given equity.