哪些员工属于企业的“明日黄花”呢?有一类员工，没有他们，绝对没有企业的今天;但有了他们，企业绝对没有明天。换句话说，在企业初创期，这类员工为企业尽心竭力，无私奉献;但是随着企业的不断发展、壮大，他们已经不能胜任，变得不称职，甚至开始阻碍企业的发展，那么这类员工应当怎样妥善处理呢

Which employees belong to the "future of the enterprise"? There is a type of employee, without them, there would be absolutely no enterprise today; But with them, businesses will never have a tomorrow. In other words, during the start-up period of the enterprise, such employees devote themselves wholeheartedly and selflessly to the enterprise; But with the continuous development and growth of enterprises, they are no longer competent, become incompetent, and even begin to hinder the development of the enterprise. So how should these employees be handled properly

有的老板可能会说“这些人都没用了，那就一脚踢开吧”，但试想，这些跟着你这么多年、为企业做出贡献的人被你一脚踢开，那么现在为你工作的人看到这种情形心里会怎么想

Some bosses may say, "These people are useless, so just kick them away." But imagine, these people who have been with you for so many years and made contributions to the company have been kicked away by you. So what would the people who work for you think when they see this situation

经过多年的实践，我们研究创造出了一种通过采取“股权激励 +现会补偿”的方式，让元老心甘情愿地离开现有管理岗位，为企业的核心员工腾出足够的发展空间，也就是所谓的“股权释兵权”的方式。现金补偿部分可让元老在离开原有高管岗位后仍能过上体面的生活，而股权激励部分则使元老的身份从高管转变为股东，元老未来的收入仍与公司的业绩紧密相关，从而让元老永远心系企业，充分发挥其正资产效应。

After years of practice, we have developed a method of "equity incentives+on-the-spot compensation" that allows senior executives to willingly leave their current management positions, freeing up enough development space for core employees of the enterprise, which is known as the "equity release of military power" approach. The cash compensation part can allow senior executives to still live a decent life after leaving their original executive positions, while the equity incentive part can transform their identity from a senior executive to a shareholder. The senior's future income is still closely related to the company's performance, so that the senior always cares about the company and fully utilizes its positive asset effect.

“股权激励 + 现金补偿”的计划是一种长短结合的退出机制，比单纯的股权激励和单纯的现金补偿方式更有优势，在方案的设计上也较为灵活。这种方式的核心要素有两个: 高额激励和长期激励。

The plan of "equity incentive+cash compensation" is a combination of long and short exit mechanisms, which has advantages over simple equity incentives and cash compensation methods. The design of the plan is also more flexible. There are two core elements of this approach: high incentives and long-term incentives.

股权激励部分由于其长期性和未来收益的不确定性，因而对元老的长期激励约束效果要好于现金补偿，这样做能让元老更加关注企业的经营，并愿意持续贡献自己的经验和知识等正资产。股权激励同时也能极大地降低公司的现金支出压力。

Due to its long-term nature and uncertainty in future returns, equity incentives have a better long-term incentive constraint effect on senior executives than cash compensation. This approach allows senior executives to pay more attention to the operation of the enterprise and be willing to continuously contribute their positive assets such as experience and knowledge. Equity incentives can also greatly reduce the company's cash expenditure pressure.

可采取的股权激励方式也可形式多样，如股票期权、期股、限制性股票等，具体的激励计划(如数量、股票价格及授予和行权方式等)可以由企业与元老协商确定，也可纳入公司的整体股权激励计划之中统一考虑。

The equity incentive methods that can be adopted can also be diverse, such as stock options, futures stocks, restricted stocks, etc. The specific incentive plan (such as quantity, stock price, and grant and exercise methods) can be determined through negotiation between the enterprise and senior executives, or can be included in the overall equity incentive plan of the company for unified consideration.

“金色降落伞计划”可以帮助解决中国企业功勋企业家及创业元老离退休的问题，用来消除或弥补企业高管退休前后物质利益和心理角色的巨大落差，避免出现“59 岁现象”。同时“在职金手铐，离职降落伞亦被看成是完善公司治理机制，减少内部人控制的重要举措之一。鉴于此，对于中国企业实施金色降落伞计划，应注意以下几点

The "Golden Parachute Plan" can help solve the problem of retired Chinese corporate meritorious entrepreneurs and entrepreneurial veterans, to eliminate or compensate for the huge gap in material interests and psychological roles of corporate executives before and after retirement, and to avoid the "59 year old phenomenon". At the same time, the employment benefits handcuffs and resignation parachutes are also seen as important measures to improve corporate governance mechanisms and reduce internal control. In view of this, for Chinese enterprises to implement the golden parachute plan, the following points should be noted:

降落伞计划补偿的金额需要与公司业绩及任职时间挂钩。要避免出现业绩不佳却获得高额离职补偿的尴尬，也要避免政府官员临近退休时来企业做高管，从而获得高额退休金的恶性行为。

The compensation amount for the parachute program needs to be linked to the company's performance and tenure. To avoid the embarrassment of receiving high severance pay despite poor performance, and to avoid the malignant behavior of government officials coming to the company as executives near retirement to obtain high retirement benefits.

要完善公司股权激励机制。西方国家的金色降落伞计划中高管的收益大部分来自股权，这也有利于离职高管的利益与公司的利益保持一致，有利于高管持续关注企业发展，避免其在任职期间及离职后觉有损公司长远利益的行为。

We need to improve the company's equity incentive mechanism. In the golden parachute program of Western countries, the majority of executive income comes from equity, which is beneficial for the interests of departing executives to align with those of the company, enabling executives to continue to pay attention to the development of the company, and avoiding behaviors that may harm the long-term interests of the company during and after their tenure.

决策机制需要公开透明。西方企业主要是民营企业和上市么采用较多，该计划一般由企业董事会决定，并在年报中披露。而中国金色降落伞计划大多针对国有企业，计划参与对象董事长和总经理常常在董事会拥有决定性影响力，极易形成为自己定薪的怪圈。我们建议对有控股企业与高管薪酬计划一起报送同级别人大会审议，上市公司应通过股东大会审议，并予以公示。

The decision-making mechanism needs to be open and transparent. Western companies are mainly private and publicly listed, and this plan is generally decided by the board of directors and disclosed in the annual report. Most of China's golden parachute programs are aimed at state-owned enterprises, and the participating chairman and general manager often have decisive influence on the board of directors, which can easily become a vicious circle of their own salary setting. We suggest that the compensation plans of controlling companies and executives should be submitted to the same level meeting for review. Listed companies should pass the review at the shareholders meeting and make it public.