股权设计激励的实施对企业而言是把“双刃剑"。在运用中，通过对夔点事项的充分重视，进而规避相关风险，企业将能够顺利得到想要的结果。下面济南顶层架构设计人员来讲讲企业实施股权设计与激励的要点。

The implementation of equity design incentive is a "double-edged sword" for enterprises. In the process of application, enterprises will be able to achieve the desired results smoothly by paying full attention to Kui Point issues and avoiding relevant risks. Next, the top architecture designers in Jinan will talk about the key points of the implementation of equity design and incentive.

1.保持激励的多维度性。

1. Keep the multi-dimensional nature of incentives.

从时间维度上看，企业处于不同阶段时，需要不同的激励模式。考虑时间维度，除了把握企业自身发展阶段之外，还要注意到企业外在环境的历史阶段。

From the perspective of time dimension, enterprises need different incentive modes when they are at different stages. Considering the time dimension, in addition to grasping the development stage of the enterprise itself, we should also pay attention to the historical stage of the external environment of the enterprise.

从模式上看，企业在实施股权激励时，一定要根据自身业务发展的需要，结合企业的组织结构，进行多层次、多种类的激励。

From the perspective of mode, when implementing equity incentives, enterprises must carry out multi-level and multi-class incentives according to the needs of their own business development and the organizational structure of the enterprise.

从方式上看，当企业规模扩大后，设计和实施股权激励，还需要考虑到不同平台层次的影响。

From the way of view, when the scale of the enterprise expands, the design and implementation of equity incentives also need to consider the impact of different platform levels.

2.短期激励与长期激励并重。

2. Both short-term incentives and long-term incentives are equally important.

一个优良的企业，既能在员工业绩突出时给子其短期激励，也能结合企业发展现状和目标，设定长期激励制度。同时，在企业不同的发展阶段中，短期激励和长期激励的侧重也有所不同，当企业更看重短期利益时，长期激励就可以稍微延缓些:相反，当企业短期利益较差甚至亏本时，就要通过长期激助去提高员工对长远利益的期待。

An excellent enterprise can not only give short-term incentives to its employees when their performance is outstanding, but also set long-term incentive system in combination with the current development situation and objectives of the enterprise. At the same time, in the different development stages of the enterprise, the focus of short-term incentive and long-term incentive is also different. When the enterprise pays more attention to short-term benefits, long-term incentive can be slightly delayed. On the contrary, when the enterprise's short-term benefits are poor or even lose money, it is necessary to improve employees' expectations of long-term benefits through long-term incentive.

3.建立进退机制。

3. Establish advance and retreat mechanism.

在建立动态化股权分配体系时，企业须明确激励计划的进退、增减和终止解决方案。

When establishing a dynamic equity distribution system, the enterprise must clearly define the solution for the advance and withdrawal, increase and decrease and termination of the incentive plan.

4.建立公平机制。

4. Establish a fair mechanism.

股权激励须对受激励员工的岗位价值、个人价值、历史贡献、未来成果设立门槛，确立筛选条件，而不是由领导随意指定。

Equity incentives must set thresholds for the post value, personal value, historical contribution, and future achievements of the employees to be encouraged, and establish screening conditions, rather than being arbitrarily designated by the leaders.

5.融人系统战略。

5. Rongren system strategy.

股权激励应当是一个完整的激励与约束系统，它是公司治理机制的重要组成部分，也是须构建的人才管理机制。同时，股权激励体制还涉及公司战略管理、财务管理、人力资源管理等诸多问题，也与公司治理、法律与资本运作等各方面有关。

Equity incentive should be a complete incentive and restraint system, which is an important part of corporate governance mechanism and also a talent management mechanism that must be constructed. At the same time, the equity incentive system also involves many issues such as corporate strategic management, financial management, human resources management, etc., as well as corporate governance, law and capital operation.

此外一款好的股权激励就需要结合企业实际，综合股权激励多种模式。因此，没有一款万能的股权激励的产品适用于任何一家企业。选择股权激励计划只能“因人而异、因地制宜”！可以来我们网站http://www.guquanzhanlue.com进行咨询！

In addition, a good equity incentive needs to combine the actual situation of the enterprise and integrate multiple modes of equity incentive. Therefore, there is no universal equity incentive product applicable to any enterprise. The choice of equity incentive plan can only be "tailored to different people and local conditions"! Can come to our website http://www.guquanzhanlue.com Consult!