山东企业必看！中层干部留不住？股权合伙才是破局关键

　　Must see for Shandong enterprises! Can't middle-level cadres be retained? Equity partnership is the key to breaking the deadlock

　　山东做企业的老板们，你们是不是也有这样的困扰：顶尖人才留得住，基层员工流动性大也无所谓，唯独最核心的中层干部，明明不想让他们走，却偏偏最容易流失？其实这不是个例，几乎所有山东企业都面临过这样的难题，今天就用大白话，跟大家聊透中层干部流失的根源，更给大家一个实实在在的破局方法——用山东股权合伙设计，给中层干部铺一条长远的成长路，让他们心甘情愿留下来，跟着企业一起走下去。

　　Shandong business owners, do you also have the same problem: top talents can be retained, and it doesn't matter if there is high turnover of grassroots employees, but the most core middle-level cadres are the easiest to leave despite not wanting them to leave? In fact, this is not an isolated case. Almost all enterprises in Shandong have faced such difficulties. Today, in plain language, we will talk about the root causes of the loss of middle-level cadres, and give you a practical way to break through the situation - using Shandong equity partnership design to pave a long way for middle-level cadres to grow, so that they are willing to stay and follow the enterprise.

　　先跟大家掰扯清楚，为什么中层干部最容易流失？咱们结合山东企业的实际情况，一步步说。一个年轻人进你的公司，只要肯努力、有能力，3年内大概率能从基层员工做到主管，再往上做到子公司总监，一路顺风顺水，充满干劲。但问题来了，走到总监这一步，他的职业之路基本就到头了，没什么上升空间了。

　　Let me clarify why middle-level cadres are most prone to turnover? Let's talk step by step based on the actual situation of Shandong enterprises. A young person entering your company, as long as they are willing to work hard and have the ability, is highly likely to go from a grassroots employee to a supervisor within 3 years, and then to become the director of a subsidiary. They will have a smooth journey and be full of enthusiasm. But the problem is that once he reaches the position of director, his career path is basically over, and there is little room for improvement.

　　一方面，公司的总经理和他一样年富力强、兢兢业业，他既代替不了总经理，也不该有这样的想法；另一方面，咱们大多数山东企业，都做不到像华为那样每年三四十%的高速增长，也不会年年新开五六个子公司，给这些总监们提供更多晋升到高层的岗位。没有上升机会，一个有能力、有野心的中层干部，在总监岗位上蹲个两三年，能不着急吗？

　　On the one hand, the general manager of the company is as young and diligent as him, and he cannot replace the general manager, nor should he have such thoughts; On the other hand, most of our Shandong enterprises cannot achieve the high-speed growth of 30-40% per year like Huawei, nor will they open five or six new subsidiaries every year to provide these directors with more promotion to senior positions. Without any opportunities for advancement, can a capable and ambitious middle-level cadre stay in the position of director for two or three years without worrying?

　　着急的结果，要么是跳槽到更大的公司，寻求更高的职位和发展空间；要么是去更小的公司，直接胜任高层岗位，实现自身价值。对山东企业来说，中层干部是公司的“中坚力量”，承上启下，既要带团队、做执行，还要帮老板分担管理压力，他们一旦流失，对公司的冲击可想而知，不仅团队会涣散，很多核心业务也会受到影响。

　　The urgent outcome is either to switch to a larger company and seek higher positions and development opportunities; Either go to a smaller company and directly assume senior positions to realize your own value. For Shandong enterprises, middle-level cadres are the "backbone" of the company, connecting the past and the future. They not only need to lead the team, do execution, but also help the boss share management pressure. Once they leave, the impact on the company can be imagined. Not only will the team become lax, but many core businesses will also be affected.

　　很多山东老板会问，那到底该怎么留住中层干部？光靠涨工资、画大饼肯定不行，工资涨幅有限，大饼画多了没人信。其实答案很简单：用股权合伙做补充，在薪酬和岗位之外，给中层干部铺一条“股权成长路径”，让他们从“给老板打工”，变成“为自己奋斗”，让他们在公司有归属感、有奔头。

　　Many Shandong bosses may ask, how can we retain middle-level cadres? Relying solely on salary increases and drawing big cakes is definitely not enough. Salary increases are limited, and drawing too many big cakes won't be trusted. The answer is actually very simple: using equity partnerships as a supplement, in addition to salary and positions, to pave a "equity growth path" for middle-level cadres, so that they can go from "working for the boss" to "fighting for themselves", and give them a sense of belonging and direction in the company.

　　具体怎么操作？不用搞复杂的套路，结合中层干部的成长轨迹，一步步设计股权激励方案，咱们举个例子，山东老板们一看就懂。当一个员工刚刚晋升为子公司总监，正是干劲最足、也最需要认可的时候，你可以给他授予子公司的干股，再给他一个身份——项目合伙人。

　　How to operate it specifically? Don't use complicated tricks, design a stock incentive plan step by step based on the growth trajectory of middle-level cadres. Let's take an example, Shandong bosses can understand it at a glance. When an employee has just been promoted to the position of director of a subsidiary, it is the time when they are most motivated and in need of recognition. You can grant them dry shares in the subsidiary and give them another identity - project partner.

　　这个身份和干股，不仅是对他过往努力的认可，更能让他感受到公司的重视，让他觉得自己不再是单纯的“打工者”，而是和公司绑定在一起的“合伙人”。接下来约定好，只要他干满3年，并且业绩达标、表现优秀，就可以把他的虚拟干股，转换成真实的持股，让他在子公司真正拥有一份属于自己的资产，这时候再给他升级身份——事业合伙人。

　　This identity and shareholding not only recognize his past efforts, but also make him feel valued by the company, making him feel that he is no longer just a "worker", but a "partner" bound to the company. Next, it was agreed that as long as he worked for three years and achieved satisfactory and outstanding performance, his virtual dry shares could be converted into real shares, allowing him to truly own an asset in the subsidiary. At this point, he would be upgraded to a business partner.

　　成为事业合伙人之后，再给他设定更高的目标和更长远的激励：如果再干满3年，他所在的子公司，在所有子公司中表现优秀，而他作为子公司的核心人物（总监、总经理），就可以给他授予1.5倍的期权，身份升级为董事合伙人。这一步，既能激励他带领团队把业务做好，也能让他看到更长远的收益。

　　After becoming a business partner, set higher goals and longer-term incentives for him: if he works for another 3 years and his subsidiary performs well among all subsidiaries, and he becomes the core person (director, general manager) of the subsidiary, he can be granted 1.5 times the options and upgraded to a director partner. This step can not only motivate him to lead the team to do the business well, but also allow him to see longer-term benefits.

　　再往长远看，如果他在公司干满10年、15年，把整个青春都奉献给了公司，而且全程业绩优秀，那就可以授予他“永久合伙人”的身份。比如，让他退休后，还能享受公司的分红，或者退休后再额外享受10年的分红福利，把激励做得长远，让他彻底打消“跳槽”的念头。

　　In the long run, if he has worked in the company for 10 or 15 years, devoted his entire youth to the company, and achieved excellent performance throughout, he can be granted the status of "permanent partner". For example, allowing him to enjoy the company's dividends after retirement, or an additional 10 years of dividend benefits after retirement, can make the incentive long-term and completely dispel his idea of "job hopping".

　　可能有山东老板会说，这样做真的有用吗？答案是肯定的。除了能给中层干部归属感和温暖，更重要的是，当他们成为合伙人，有了自己的资产和长远收益，就会主动带徒弟、培养人才。因为他们知道，人才越多，公司发展越好，自己的收益也会越多，再也不会担心“教会徒弟、饿死师傅”。

　　A Shandong boss may say, is this really useful? The answer is affirmative. In addition to providing a sense of belonging and warmth to middle-level cadres, more importantly, when they become partners and have their own assets and long-term benefits, they will actively take on apprentices and cultivate talents. Because they know that the more talents there are, the better the company's development will be, and their own profits will also increase. They will no longer worry about "teaching apprentices and starving masters".

　　这里要提醒大家一点：公平不是每个人都拥有，而是每个人都有机会拥有。我们设计这样的股权合伙路径，不是说每个中层干部都能走到永久合伙人，而是给他们画一条清晰的路，能不能走得到，看他们自己的努力和业绩。有了这样的长远机制，中层干部就不会目光短浅，不会再因为“没晋升机会”就轻易跳槽。

　　Here is a reminder: fairness is not something that everyone has, but something that everyone has the opportunity to have. We designed this equity partnership path not to say that every middle-level cadre can become a permanent partner, but to draw a clear path for them. Whether they can achieve it depends on their own efforts and performance. With such a long-term mechanism, middle-level cadres will no longer be short-sighted and will not easily switch jobs just because they have no promotion opportunities.

　　总结一下，山东企业中层干部容易流失，核心原因是“没有上升空间、没有长远奔头”。而股权合伙，就是解决这个问题的关键，它能在薪酬和岗位之外，给中层干部提供一条全新的成长路径，让他们和公司深度绑定，既留住核心人才，又能推动公司稳步发展。

　　To sum up, middle-level cadres in Shandong enterprises are prone to turnover, mainly due to the lack of upward mobility and long-term direction. And equity partnership is the key to solving this problem. It can provide a new growth path for middle-level cadres beyond salary and position, allowing them to deeply bind with the company, retain core talents, and promote the steady development of the company.

　　我们团队做过近2万家企业的股权设计，不管是山东的中小企业，还是大型企业，用这套股权合伙方法，都成功留住了中层干部。如果大家不知道具体该怎么操作，也可以关注我们的线上课，里面会详细分享员工激励的七种方法，以及如何从三个层面，设计有控制权、能留人的股权合伙方案，听完就能落地，真正解决中层流失的难题。

　　Our team has designed equity for nearly 20000 enterprises, whether they are small and medium-sized enterprises in Shandong or large enterprises. With this equity partnership method, we have successfully retained middle-level cadres. If you don't know how to operate it specifically, you can also follow our online class, which will share in detail seven methods of employee motivation, as well as how to design a controlling and retaining equity partnership plan from three levels. After listening, it can be implemented and truly solve the problem of middle-level turnover.