山东老板必看！股权激励别瞎分！这3类员工才值得你砸股份

　　Shandong bosses must see! Don't blindly distribute equity incentives! These three types of employees are worth investing in

　　股权激励是山东企业留住核心人才、激发团队活力的关键手段，但不少山东老板陷入一个核心困惑：到底哪些员工值得分股份？分错了不仅浪费资源，还可能拖累企业发展，甚至引发内部矛盾。据山东企业管理协会调研数据显示，68%的山东中小企业股权激励失败，核心原因是激励对象选错，其中35%因忽视员工历史贡献、27%因错选价值观不符者导致激励失效。今天，结合山东企业发展实际，拆解股权激励的核心筛选逻辑，明确3类值得重点激励的员工，帮山东老板避开误区、精准发力。

　　Equity incentives are a key means for Shandong enterprises to retain core talents and stimulate team vitality, but many Shandong bosses are caught in a core confusion: which employees are worth the shares? Wrong allocation not only wastes resources, but may also hinder the development of the enterprise and even trigger internal conflicts. According to research data from the Shandong Enterprise Management Association, 68% of small and medium-sized enterprises in Shandong have failed equity incentives, with the core reason being the wrong selection of incentive targets. Among them, 35% have failed incentives due to neglecting employees' historical contributions, and 27% have failed incentives due to the wrong selection of individuals whose values do not match. Today, based on the actual development of enterprises in Shandong, the core screening logic of equity incentives is dismantled, and three types of employees worthy of key incentives are identified to help Shandong bosses avoid misunderstandings and make precise efforts.

　　股权激励的核心逻辑，从来不是“奖励过去”或“赌未来”的二选一，而是两者兼顾——既认可员工过往贡献，又锁定其未来价值，这也是山东优质企业股权激励的共识。那些对公司有实打实的历史贡献，同时具备持续为企业创造价值能力、契合未来发展方向的员工，是股权激励的首要人选。这类员工既懂企业发展历程、认同企业理念，又有能力推动企业突破，比如山东龙泉管业2025年限制性股票激励计划中，4名激励对象均是兼具历史贡献与未来价值的核心骨干，有效推动了企业核心业务升级。

　　The core logic of equity incentives has never been to choose between "rewarding the past" or "betting on the future", but to balance both - recognizing employees' past contributions while locking in their future value. This is also the consensus of equity incentives for high-quality enterprises in Shandong. Employees who have made tangible historical contributions to the company, while possessing the ability to continuously create value for the enterprise and align with future development directions, are the primary candidates for equity incentives. These employees not only understand the development process of the enterprise and identify with its philosophy, but also have the ability to drive breakthroughs in the enterprise. For example, in the 2025 restricted stock incentive plan of Shandong Longquan Pipe Industry, the four incentive targets are all core backbone individuals who have both historical contributions and future value, effectively promoting the upgrading of the enterprise's core business.

　　第二类值得激励的员工，是具备不可替代性的核心人才——那些一想到其离职就让老板头皮发麻的人。对山东企业而言，这类人才主要包括核心技术带头人、核心技术骨干、掌握核心客户资源的市场领头羊，以及能为企业创造巨额利润的核心管理者。他们的离开会给企业带来巨大内伤，甚至导致业务停滞、核心技术流失。股权作为“金手铐”，能有效锁定这类人才，比如山东制造业企业中，核心技术骨干的流失率较未激励企业低52%，而实施股权激励后，核心人才留存率可提升至88%以上。

　　The second type of employees worth motivating are those who possess irreplaceable core talents - those who make their bosses feel uneasy at the thought of their departure. For Shandong enterprises, this type of talent mainly includes core technology leaders, core technology backbones, market leaders who master core customer resources, and core managers who can create huge profits for the enterprise. Their departure will bring huge internal damage to the enterprise, even leading to business stagnation and loss of core technology. Equity, as the 'golden handcuffs', can effectively lock in such talents. For example, in Shandong manufacturing enterprises, the turnover rate of core technical backbone is 52% lower than that of uninincentivized enterprises. However, after implementing equity incentives, the retention rate of core talents can be increased to over 88%.

　　值得注意的是，无论员工贡献多大、能力多强，有一个大前提必须满足——价值观与公司高度一致，这是山东股权激励的“底线”。如果把股份分给只看重眼前分红、不愿为企业长远发展投入的利己主义者，无异于请了一个“躺着赚钱的大爷”，不仅无法带动团队，还会放大其消极影响，拖累企业发展。真正值得激励的员工，必然认同公司发展愿景，能在企业困难时共担风险，在企业发展时并肩前行，这也是山东龙泉管业在激励对象筛选中，重点核查的核心条件之一。

　　It is worth noting that no matter how much employees contribute or how strong their abilities are, one major prerequisite must be met - a high degree of consistency between values and the company, which is the "bottom line" of Shandong equity incentives. If shares are distributed to selfish individuals who only value immediate dividends and are unwilling to invest in the long-term development of the enterprise, it is like hiring an "old man who lies down to make money". This not only fails to drive the team, but also amplifies its negative impact, dragging down the development of the enterprise. Employees who are truly worthy of motivation must agree with the company's development vision, be able to share risks in difficult times, and move forward side by side in the development of the enterprise. This is also one of the core conditions that Shandong Longquan Pipe Industry focuses on verifying in the selection of incentive targets.

　　结合山东企业发展特点，股权激励的筛选的核心的是“贡献+能力+价值观”三者兼备。据统计，山东实施精准股权激励的企业，营收增长率较未实施企业平均提升23%，核心人才留存率提升45%，而激励对象选错的企业，不仅无法实现激励效果，还会增加15%-20%的运营成本。以山东龙泉管业为例，其2025年授予4名核心骨干43.50万股限制性股票，授予价格2.42元/股，既认可了核心员工的过往贡献，也锁定了其未来价值，助力企业实现稳健发展。

　　Based on the development characteristics of Shandong enterprises, the core of selecting equity incentives is to combine "contribution+ability+values". According to statistics, companies in Shandong that implement precise equity incentives have an average revenue growth rate of 23% higher than those that have not implemented them, and a retention rate of 45% for core talents. However, companies that choose the wrong incentive targets not only fail to achieve the incentive effect, but also increase operating costs by 15% -20%. Taking Longquan Pipe Industry in Shandong Province as an example, in 2025, it granted 435000 restricted shares to four core employees at a price of 2.42 yuan per share. This not only recognizes the past contributions of core employees, but also locks in their future value, helping the enterprise achieve stable development.

　　对山东老板而言，股权激励不是“普惠福利”，而是精准投资，分对人才能发挥最大价值。那些兼顾历史贡献与未来价值、具备不可替代性、价值观与公司高度一致的员工，才是值得你砸股份的核心对象。摒弃“盲目分股”“平均主义”的误区，结合企业自身发展阶段，精准筛选激励对象，才能让股权激励真正成为企业发展的“助推器”，留住核心人才、激发团队活力，助力山东企业在激烈的市场竞争中稳步前行。

　　For Shandong bosses, equity incentives are not about "universal welfare", but about precise investment, and only by distributing them to the right people can they maximize their value. Employees who balance historical contributions with future value, possess irreplaceability, and have values highly aligned with the company are the core targets worth investing in. Abandoning the misconceptions of "blind stock division" and "egalitarianism", and combining with the development stage of the enterprise itself, accurately selecting incentive objects, can make equity incentives truly become the "booster" of enterprise development, retain core talents, stimulate team vitality, and help Shandong enterprises steadily move forward in the fierce market competition.

　　当前，山东正全力推动企业高质量发展，股权激励作为人才激励的重要手段，已被越来越多山东企业采用。但唯有精准筛选激励对象，才能避免“竹篮打水一场空”。如果你是山东老板，正纠结于股权激励该激励谁，不妨对照上述3个标准，结合自身行业特点筛选，也可留言分享你的行业，获取更精准的激励方案建议，让股权激励真正为企业发展赋能。

　　Currently, Shandong is making every effort to promote high-quality development of enterprises, and equity incentives, as an important means of talent incentive, have been increasingly adopted by more and more Shandong enterprises. But only by accurately selecting incentive targets can we avoid the situation of 'drawing water with a bamboo basket and getting nothing'. If you are a boss in Shandong and are struggling with who should be incentivized by equity incentives, you can compare the above three standards and screen based on your own industry characteristics. You can also leave a message to share your industry and obtain more accurate incentive plan suggestions, so that equity incentives can truly empower the development of the enterprise.

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