Shandong Equity Incentive Training Course: How to Use Equity Incentive to Comfort Old Employees?
1.打破老員工原有的慣性思維，重塑老員工的價值追求。
1. Break the old employees' habitual thinking and reshape their value pursuit.
從老員工的價值追求是否與企業的價值追求一致入手，首先明確或重塑公司愿景、目標、使命，讓其看到公司未來的價值與發展前景，看到自己所做工作的意義，給市場給客戶給企業創造價值，讓老員工樹立責任感、使命感、以及期待目標實現之后的成就感。
Starting from whether the value pursuit of senior employees is consistent with the value pursuit of the enterprise, the first step is to clarify or reshape the company's vision, goals, and mission, so that they can see the future value and development prospects of the company, see the significance of their work, create value for the market, customers, and the enterprise, and establish a sense of responsibility, mission, and a sense of achievement after the expected goals are achieved.
2.分解公司戰略規劃與目標，層層到具體每個崗位。
2. Decompose the company's strategic plan and goals, layer by layer, to each specific position.
讓企業的發展與老員工的工作對接，讓企業從員工層面有新的追求目標，尤其是每一個核心人員，給其確定目標，確定責、權、利，使其產生挑戰的動力。
Align the development of the enterprise with the work of old employees, and enable the enterprise to have new pursuit goals at the employee level, especially for each core personnel. Set goals, responsibilities, rights, and interests for them, and create motivation for them to challenge.
3.關鍵一點，老員工的激勵方案包含歷史部分。
3. Crucially, the incentive plan for senior employees includes a historical section.
股權激勵針對的是未來價值創造，不強調過去的價值創造的激勵，但對老員工來說，歷史貢獻與未來的價值創造要合理綜合體現。很多企業在激勵方案設計中，往往忽略老員工的歷史貢獻價值，這是很多企業老員工在頒布股權激勵方案后時有怨言，實施了股權激勵后工作積極性反而下降的源頭。
Equity incentives are aimed at future value creation and do not emphasize incentives for past value creation. However, for senior employees, historical contributions and future value creation should be reasonably and comprehensively reflected. Many companies often overlook the historical contribution value of their senior employees in the design of incentive plans, which is the source of complaints from many senior employees after issuing equity incentive plans, and the decrease in work enthusiasm after implementing equity incentives.
4.學會傾聽老員工的心聲。
4. Learn to listen to the voices of old employees.
很多老員工對企業及有關政策都有自己的想法，要多與老員工溝通、傾聽他們的心聲，其實一個老員工怕的就是企業發展后，沒有人關注他人，沒人關心他們。只有真正了解了他們的想法，才能真正找到解決問題的佳切合點。
Many old employees have their own ideas about the company and related policies. It is important to communicate with them and listen to their voices. In fact, what an old employee is afraid of is that after the company develops, no one pays attention to others or cares about them. Only by truly understanding their ideas can we truly find the best fit to solve the problem.
5.老員工的激勵方案包含歷史部分。
5. The incentive plan for senior employees includes a historical section.
股權激勵針對的是未來價值創造，不強調過去的價值創造的激勵，但對老員工來說，歷史貢獻與未來的價值創造要合理綜合體現。很多企業在激勵方案設計中，往往忽略老員工的歷史貢獻價值，這是很多企業老員工在頒布股權激勵方案后時有怨言，實施了股權激勵后工作積極性反而下降的源頭。
Equity incentives are aimed at future value creation and do not emphasize incentives for past value creation. However, for senior employees, historical contributions and future value creation should be reasonably and comprehensively reflected. Many companies often overlook the historical contribution value of their senior employees in the design of incentive plans, which is the source of complaints from many senior employees after issuing equity incentive plans, and the decrease in work enthusiasm after implementing equity incentives.
所以，在具體的股權激勵方案設計時，對于一些準備離(退)崗的重大貢獻老員工，將其歷史上給企業的奉獻，折算成一定份額的虛擬股權(歷史貢獻股)，給予獎勵與肯定。對很多離(退)崗的老員工來說，這份歷史貢獻股的肯定價值更大，老員工更在意企業或創始人對其過去的肯定，而不僅僅是得到的股份的收入獎勵。
Therefore, in the design of specific equity incentive plans, for some significant contributing old employees who are preparing to leave (retire), their historical contributions to the enterprise will be converted into a certain share of virtual equity (historical contribution shares), and rewards and recognition will be given. For many retired employees, the positive value of this historical contribution stock is greater. Older employees are more concerned about the recognition of their past by the company or founder, rather than just receiving income rewards from the stock.
For old employees who continue to work, they can be treated like other new employees and included in the scope of incentive targets according to conditions, but the design of the plan should reflect historical contribution factors. For more equity related matters, come to our website http://m.lfttpm.com consulting service
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