總的來說,將股權(quán)激勵在員工中公開比較好,這樣可以讓員工明白獎翻機制,不僅知道自己得了多少獎勵,也知道別人為何獲得獎勵,然后才會看自標(biāo)地去努力,知道自己如何努力才能夠得到更多的獎勵,而不基美理怨暗箱操作與待遇不公,否大家都彼此猜疑,人心迅速分散,"殺魏"員工的積極性(除非你的獎勵有個人因素在里面,不可為外人道也)然面,有時被此間股權(quán)激勵的差異可能會讓部分員工質(zhì)疑公司的公正性國此,我們建議在一定范圍內(nèi),股權(quán)激勵可以采取相應(yīng)的保密制度,保霸原則是股權(quán)激勵分紅中的一項重要原則,有了保密原則的保障,股權(quán)激勵方案才能順利落地,平穩(wěn)實施.

In general, it is better to make equity incentives public among employees. This can help employees understand the incentive mechanism, not only knowing how much reward they have received, but also why others have received rewards. Only then can they look at their own goals and work hard, knowing how they can get more rewards. There is no reason to complain about covert operations and unfair treatment, otherwise everyone will doubt each other, and people's hearts will quickly disperse. The enthusiasm of "killing Wei" employees (unless your reward has personal factors inside and cannot be outsiders) is obvious. Sometimes, the difference in equity incentives may make some employees question the fairness of the company. Therefore, we suggest that within a certain range, equity incentives can adopt corresponding confidentiality systems. The principle of protecting dominance is an important principle in equity incentive dividends. With the protection of confidentiality, equity incentive plans can be smoothly implemented and implemented

吉人說:"不患寡而患不均"如何從制度設(shè)計上提前考慮職能中心和利潤中心員工由于收人差距過大,而造成的心理落差及所引起的-系列問題?

Ji Ren said, "Do not suffer from scarcity but from inequality." How to consider in advance the psychological gap and series of problems caused by the large income gap between employees in the functional center and profit center from the perspective of institutional design?

制度設(shè)計上不要產(chǎn)生過多的摩擦,如我原先分紅的時候用的是現(xiàn)金給得人準(zhǔn)備一個紅包,這個人分的錢多就多放10元的,那個人分的錢少就多放5元的,這樣在外觀上就顯得差不多了,這是個分紅中的技術(shù)問題,而技術(shù)問題是可以處理的,比如,還有一個企業(yè)的老板,把分紅的錢都放在箱子里,每個箱子都一樣,但是里面的錢是不一樣的,所以堅特保密原則,重要的是老板的心里要有標(biāo)準(zhǔn),該拿100萬元的人就拿100萬元,該拿5萬元的人就拿5萬元,這樣你就不會再擔(dān)憂這個問題了在第一年分紅的時候可能會出現(xiàn)這個問題,按照規(guī)則分紅三年之后就基本沒有這個問題了.

Don't create too much friction in the design of the system. For example, when I was distributing dividends, I used cash to prepare a red envelope for the recipient. This person would give an extra 10 yuan if they distributed more money, and another person would give an extra 5 yuan if they distributed less money. This will appear similar in appearance. This is a technical issue in dividends, and technical issues can be handled. For example, there is a business owner who placed the dividend money in boxes, each box is the same, but the money inside is different. Therefore, we must adhere to the principle of confidentiality. It is important for the boss to have standards in their heart. Those who should receive 1 million yuan will receive 1 million yuan, and those who should receive 1 million yuan should receive it. A person with 50000 yuan will receive 50000 yuan, so you won't have to worry about this problem anymore. This problem may occur during the first year of dividend distribution, but after three years of dividend distribution according to the rules, there will be basically no such problem

既然是鼓勵,那么肯定會有差別,不然每個人都一樣就成了"大鍋飯"反面是一個不合理的方案,所以要鼓勵員工不要怕分紅的差距大,勞動分紅反面最怕的就是所有人都分一樣數(shù)量的錢,作為老板,一定不要擔(dān)心有人分100萬元,有人分5萬元;分得少,自然說明貢獻度相對較少,等到員于賈獻度上去之后,隨之的股權(quán)和分紅也都會相應(yīng)地發(fā)生變動,因此當(dāng)所有員工都想分100萬元的時候,才是公司發(fā)展最順利的時候.

Since it is encouragement, there will definitely be differences, otherwise everyone will be the same and become a "big pot rice". On the other hand, it is an unreasonable plan to encourage employees not to be afraid of a large difference in dividends. The biggest fear of labor dividends is that everyone will share the same amount of money. As a boss, don't worry about someone sharing 1 million yuan and someone sharing 50000 yuan; A small share naturally indicates a relatively small contribution. After the employee joins Jia Xiandu, the corresponding equity and dividends will also change accordingly. Therefore, when all employees want to share 1 million yuan, it is the most smooth time for the company's development

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