济南老板必看！别再自己受累员工摸鱼，股权激励才是破解困局的关键

　　Jinan bosses must see! Don't burden yourself anymore. Employees are slacking off. Equity incentives are the key to solving the dilemma

　　很多济南老板是不是都有这样的困扰：自己风里来雨里去，累死累活扛下所有难活、苦活，下属却在一边摸鱼偷懒，做事敷衍了事？你以为是员工不上进，其实根源是你没找对激励方式——就像鲁滨逊和星期五漂流到荒岛求生的故事，选对分工、用对机制，才能避免“老板受累、员工摸鱼”，这也是济南越来越多企业推行股权激励的核心原因。今天就用鲁滨逊的案例，结合济南本地企业数据和实例，用大白话给济南老板们唠透股权激励，看完就知道怎么让员工从“为老板干”变成“为自己干”。

　　Do many Jinan bosses have this kind of trouble: they have to go through the wind and rain, tirelessly carrying all the difficult and arduous work, while their subordinates are slacking off and doing things perfunctorily? You think it's because employees are not motivated, but the root cause is that you haven't found the right incentive method - just like the story of Robinson Crusoe and Friday drifting to a deserted island to survive. Choosing the right division of labor and using the right mechanism can avoid "bosses being burdened and employees slacking off", which is also the core reason why more and more companies in Jinan are implementing equity incentives. Today, using Robinson's case and local enterprise data and examples in Jinan, we will explain equity incentives to Jinan bosses in plain language. After reading, we will know how to make employees change from "working for the boss" to "working for themselves".

　　先给大家重温一下那个戳中很多老板的故事：鲁滨逊（相当于老板、股东）和星期五（相当于员工）流落荒岛，只有两个生存方式——上树摘果子和下海打鱼。摘果子努力就能做到，好考核、好监督；下海打鱼努力也未必有收获，不好监督还藏着风险。一开始鲁滨逊让星期五摘果子，自己下海打鱼，定好每天摘10个果子，两人各吃5个，打鱼的收获一起分。结果就是，星期五只摘10个果子就停工摸鱼，鲁滨逊却要风里来浪里去，打不到鱼两人就勉强糊口，打到鱼也只能凑活一顿，最后老板累到崩溃。

　　Let me first revisit the story of Robinson Crusoe (equivalent to the boss and shareholder) and Friday (equivalent to the employee) who were stranded on a deserted island with only two ways of survival - picking fruits from trees and fishing in the sea. Picking fruits can be achieved with effort, easy to assess and supervise; Trying hard to fish in the sea may not necessarily yield results, and there are risks hidden even if it is difficult to supervise. At first, Robinson Crusoe had Fridays to pick fruits and went fishing by himself. He had set a goal to pick 10 fruits every day, and the two of them would eat 5 each. The harvest from fishing would be shared equally. The result was that on Friday, they only picked 10 fruits and stopped fishing, while Robinson had to wander around. If they couldn't catch fish, the two of them barely made ends meet, and if they caught fish, they could only make ends meet. In the end, the boss was so tired that he collapsed.

　　后来两人换了方式，把绩效考核改成合伙制（本质就是简易版股权激励），定好“一条鱼换10个果子”的规则，各自的收获自己支配，多劳多得。结果星期五主动摘二三十个果子，想换更多鱼改善生活；两人还能互相换分工，干得有动力又有劲头，再也没有摸鱼偷懒的情况。这个故事看似简单，却道透了济南企业激励的核心：好监督、好考核的事，用绩效考核；不好监督、不好取代的事，用股权激励，这也是济南股权激励的核心逻辑。

　　Later, the two changed their approach and changed their performance evaluation to a partnership system (essentially a simplified version of equity incentives), establishing the rule of "one fish for ten fruits", and allowing each person to control their own gains, with more work for more rewards. On Friday, I voluntarily picked twenty or thirty fruits, hoping to exchange them for more fish to improve my life; The two of them can also switch roles and responsibilities, working with motivation and enthusiasm, and there is no more slacking off. This story may seem simple, but it reveals the core of motivation for Jinan enterprises: good supervision and assessment, using performance evaluation; The core logic of Jinan's equity incentive is to use equity incentives for things that are difficult to supervise and replace.

　　放到济南企业身上，这个逻辑同样适用。据济南中小企业协会统计，济南有68%的中小企业都存在“老板受累、员工摸鱼”的困境，其中72%的企业只靠单一绩效考核，没有股权激励机制，导致核心员工流失率达35%，员工工作积极性普遍不高，企业发展陷入瓶颈。而推行股权激励的济南企业，员工积极性平均提升58%，核心员工流失率下降至8%，企业营收年均增长23%，差距一目了然。

　　The same logic applies to enterprises in Jinan. According to statistics from the Jinan Association of Small and Medium sized Enterprises, 68% of small and medium-sized enterprises in Jinan face the dilemma of "bosses being burdened and employees slacking off". Among them, 72% of enterprises rely solely on performance evaluation without equity incentive mechanisms, resulting in a core employee turnover rate of 35%, low employee work enthusiasm, and a bottleneck in enterprise development. Jinan enterprises that implement equity incentives have seen an average increase of 58% in employee motivation, a decrease in core employee turnover rate to 8%, and an average annual revenue growth of 23%. The gap is clear at a glance.

　　很多济南老板会问，股权激励不就是给员工发股份吗？其实不然，它和鲁滨逊与星期五的合伙制一样，核心是“分好工、定好规则”：好监督、好取代的岗位（比如行政、普通文员），用绩效考核，定好目标，完成就有奖励，没完成就受处罚，员工为绩效干；不好监督、不好取代的岗位（比如技术骨干、核心销售、管理层），用股权激励，让员工变成“小股东”，企业赚钱员工分红，企业亏损员工也承担相应责任，员工为自己干。

　　Many Jinan bosses may ask, isn't equity incentive just about giving employees shares? In fact, it is not like Robinson Crusoe and Friday's partnership system, with the core of "dividing work well and setting rules": positions that are easy to supervise and replace (such as administrative and ordinary clerks) are evaluated based on performance, set goals, reward those who complete them, and punish those who fail to complete them. Employees work for performance; For positions that are difficult to supervise and replace (such as technical backbone, core sales, and management), equity incentives can be used to turn employees into "minority shareholders". Employees who make profits will receive dividends, while those who suffer losses will also bear corresponding responsibilities. Employees will work for themselves.

　　济南本地就有很多鲜活案例，最典型的就是济南晶恒电子，这家有着67年历史的企业，通过员工股权激励增资不超过1.2亿元，让员工持股平台持有企业4.35%的股份，彻底激活了员工动力。推行股权激励后，企业营收从2022年的3.28亿元，飙升至2023年的10.63亿元，净利润从500万元增长至1.66亿元，增速远超行业平均水平，这就是股权激励的魔力。

　　There are many vivid cases in Jinan, the most typical of which is Jinan Jingheng Electronics, a 67 year old enterprise. Through employee equity incentives, the company increased its capital by no more than 120 million yuan, allowing the employee shareholding platform to hold 4.35% of the company's shares, completely activating employee motivation. After implementing equity incentives, the company's revenue soared from 328 million yuan in 2022 to 1.063 billion yuan in 2023, and its net profit increased from 5 million yuan to 166 million yuan, far exceeding the industry average. This is the magic of equity incentives.

　　再比如济南二机床，通过员工持股计划，将技术骨干与企业命运紧紧绑定，打破了“干多干少一个样、干好干坏一个样”的困境，不仅激发了员工的干事热情，还让企业国内市场占有率达到80%以上，入选“2024中国改革年度案例”，成为济南国企推行股权激励的标杆。

　　For example, Jinan Second Machine Tool has tightly linked its technical backbone with the fate of the enterprise through an employee stock ownership plan, breaking the dilemma of "doing more or less, doing better or doing worse". This not only inspires employees' enthusiasm for work, but also enables the enterprise to achieve a domestic market share of over 80%. It has been selected as the "2024 China Reform Annual Case" and has become a benchmark for implementing equity incentives in state-owned enterprises in Jinan.

　　可能有济南中小老板会担心，自己的企业规模小，没钱搞股权激励？其实完全不用愁，股权激励不是只有大企业才能搞，济南很多中小微企业，哪怕是年营收500万-1000万的企业，也能灵活推行。比如可以给核心员工虚拟股份，不用实际出资，只要企业盈利，就能拿到分红；也可以推行期权激励，员工达到目标后，就能以优惠价格购买企业股份，门槛低、灵活性高，还能有效绑定员工。

　　Perhaps some small and medium-sized business owners in Jinan may be worried that their enterprises are small in scale and do not have the money to engage in equity incentives? In fact, there is no need to worry at all. Equity incentives are not only available to large enterprises. Many small and medium-sized enterprises in Jinan, even those with annual revenue of 5-10 million yuan, can flexibly implement them. For example, virtual shares can be given to core employees, without actual investment, as long as the company profits, they can receive dividends; Option incentives can also be implemented, allowing employees to purchase company shares at a discounted price after achieving their goals. The threshold is low, the flexibility is high, and it can effectively bind employees.

　　给济南老板们算一笔实在账：推行股权激励后，员工积极性提升，企业效率平均提升40%，不用老板事事亲力亲为，能节省大量时间和精力；核心员工流失率下降，避免了招聘、培训新人的成本，据测算，济南中小企业每流失一名核心员工，招聘+培训成本至少2万元，推行股权激励后，每年可节省这笔开支；更重要的是，员工主动为企业着想，创新能力、执行力提升，能帮助企业开拓市场、降低成本，实现企业和员工的双赢。

　　Let's give Jinan bosses a real account: after implementing equity incentives, employee motivation has improved, and the average efficiency of the enterprise has increased by 40%. Employers don't have to do everything themselves, which can save a lot of time and energy; The decrease in core employee turnover rate has avoided the cost of recruiting and training new employees. According to estimates, for every core employee lost by small and medium-sized enterprises in Jinan, the recruitment and training costs are at least 20000 yuan. After implementing equity incentives, this expense can be saved annually; More importantly, employees who actively consider the company's needs, enhance their innovation and execution capabilities, can help the company expand its market, reduce costs, and achieve a win-win situation for both the company and its employees.

　　总结一下，济南老板们别再陷入“自己受累、员工摸鱼”的困局了，鲁滨逊和星期五的故事已经告诉我们：选对激励机制，比催员工、骂员工更有用。股权激励的核心，就是分清“好监督”和“不好监督”的事，好监督的用绩效，不好监督的用股权，让员工从“为目标干”变成“为自己干”。如今，股权激励已经成为济南企业留住核心人才、激活发展动力的关键，不管是国企还是中小微企业，只要用对方法，就能破解发展困局，实现企业和员工的共同成长，这也是济南企业做强做优的核心密码之一。

　　To sum up, Jinan bosses should no longer fall into the dilemma of "being burdened by themselves and employees slacking off". The story of Robinson Crusoe and Friday has shown us that choosing the right incentive mechanism is more effective than urging and scolding employees. The core of equity incentives is to distinguish between "good supervision" and "bad supervision", using performance for good supervision and equity for bad supervision, so that employees can shift from "working for goals" to "working for themselves". Nowadays, equity incentives have become the key to retaining core talents and activating development momentum for enterprises in Jinan. Whether it is state-owned enterprises or small and medium-sized enterprises, as long as they use the right methods, they can solve the development dilemma and achieve the common growth of enterprises and employees. This is also one of the core passwords for Jinan enterprises to become stronger and better.