在职分红激励法看起来比较简单，即企业拿出一部分利润对特定对象进行分红，但在实际操作过程中也有较多的难点，若把握不好，其激励效果会大打折扣，甚至起到反作用。下面山东股权激励公司为您分析。

The on-the-job bonus incentive method seems relatively simple, that is, the enterprise takes part of its profits to distribute dividends to specific objects, but there are also many difficulties in the actual operation process. If it is not properly grasped, its incentive effect will be greatly reduced, even counterproductive. Next, Shandong Equity Incentive Company will analyze for you.

1.如何确定激励对象。

1. How to determine the incentive object.

在职分红虽然是“对岗不对人”的，表面上看激励的是岗位，但终的激励对象还是人。因此，如何选定激励对象，是实施在职分红激励要考虑的因素。

Although the on-the-job dividend is "right for the post but not for the person", it seems that the incentive is the post on the surface, but the ultimate incentive object is still the person. Therefore, how to select the incentive object is the first factor to be considered in the implementation of on-the-job bonus incentive.

对于该技巧运用对象的选择，不同的企业有不同的考虑，取决于哪些岗位对企业的利润有直接关系。一般而言，在职分红微助对象是核心管理人人员，通需是总经理、副总、总监和部]经理。但有些企业为了微励部分优良员工和主管，也会对其给予激励，具体根据企业激励的目的而定。此外，领导层还需要从是否与公司价值观保持致、是否能做出重大贡献、是否有职业道德方面问题等因素，进行全盘考虑。

Different enterprises have different considerations on the selection of the application objects of this skill, depending on which positions 205 adults have a direct relationship with the profits of the enterprise. Generally speaking, the objects of on-the-job dividend micro-aid are the core managers, and the general manager, deputy general manager, director and department] manager. However, some enterprises will also give incentives to some excellent employees and supervisors in order to slightly encourage them, depending on the purpose of enterprise incentives. In addition, the leadership also needs to consider comprehensively whether it is consistent with the company's values, whether it can make significant contributions, and whether there are professional ethics issues.

激励对象，要求是公司的核心骨千人员，其须在业绩上提供重大贡献或有潜力做出重大贡献，或是在关键岗位能发挥关键作用，只有对他们实施激励，才能更好地发挥激励的正向作用，鞭策其他员工也要努力工作，争取也成为激励对象。

The incentive object is required to be the core staff of the company. They must make significant contributions to the performance or have the potential to make significant contributions, or play a key role in key positions. Only by implementing incentives for them can they better play the positive role of incentives, urging other employees to work hard and strive to become the incentive object.

但是，仅根据业绩要求来选择激励对象还不远远够。激励对象必定应该成为公司所有员工的楷模和争相效仿的对象，只有这样，才能在公司上下形成积极向上的企业文化。所以，在选定激励对象时，须要考察其是否认可和执行公司价值观。例如，有的员工能力很强，但对公司价值观不认可，对这样的员工就要慎重考虑，避免产生负面效应。

However, it is not enough to select incentive objects only according to performance requirements. The incentive object must be the model and the object to be emulated by all employees of the company. Only in this way can a positive corporate culture be formed up and down the company. Therefore, when selecting incentive objects, it is necessary to examine whether they recognize and implement the company's values. For example, some employees who have strong abilities but do not recognize the company's values should be carefully considered to avoid negative effects.

选择激励对象，还要考虑员工的道德因素。-家公司，若形成了积极向上、爱岗敬业的企业文化，就会自发产生-一种向上的拼搏动力。因此，选择激励对象，就要选择时刻筑牢思想道德防线，牢固树立正确观点，自觉遵纪守规，自觉接受监督的明星员工。

When selecting incentive objects, we should also consider the moral factors of employees- If a company has formed a positive and dedicated corporate culture, it will spontaneously generate a kind of upward fighting power. Therefore, to select the incentive object, we should choose the star employees who always build up the ideological and moral defense line, firmly establish the correct view, consciously abide by the rules and regulations, and consciously accept the supervision.

2.设定目标。

2. Set goals.

执行在职分红激励法时，通常应设定至少3年以上的目标，原因在于:周期过短，对职业经理人缺乏长期激励性，而周期过长又不利于企业灵活调整，过多地调整目标又会让股东和职业经理人对股权激励失去信任。

When implementing the on-the-job bonus incentive law, it is usually necessary to set a goal of at least three years, because the cycle is too short and lacks long-term incentive for professional managers, while the cycle is too long and is not conducive to flexible adjustment of enterprises, and too much adjustment of the goal will make shareholders and professional managers lose trust in equity incentives.

事实上，有些企业对利润目标不方便公开和透露，可以采取考核销售目标的方法，设定一个大家认可的利润率作为间接利润目标。

In fact, some enterprises are not convenient to disclose their profit targets. They can take the method of assessing sales targets and set a recognized profit rate as an indirect profit target.

对于微励周期，原则上可设定为3-5年。当激励周期到期后，再重新制定3-5年目标，激励方案继续实施。

In principle, the micro-excitation period can be set as 3-5 years. When the incentive period expires, the 3-5 year target will be re-designed and the incentive plan will continue to be implemented.

股权激励方案的内容设计固然重要，但如果缺乏具体的应用技巧，就无法确保激励方案能够真正获得激励对象的认可6，并产生应有的效果。在实践中，企业应熟悉相关技巧，使得股权激励方案被更多人所认可。更多相关内容就来我们网站http://www.guquanzhanlue.com咨询吧！

The content design of the equity incentive plan is important, but without specific application skills, it can not be guaranteed that the incentive plan can truly be recognized by the incentive object and produce the desired effect. In practice, enterprises should be familiar with relevant skills to make equity incentive schemes recognized by more people. Come to our website for more relevant content http://www.guquanzhanlue.com Ask!