山东股权激励避坑！业绩/非业绩部门分开设计，不用讨价还价还能提效

　　Shandong equity incentive avoids pitfalls! Separate design of performance/non performance departments to improve efficiency without bargaining

　　山东做企业的老板们，估计很多人都有同一个困扰：搞股权激励，明明是想激励员工好好干，结果反而闹得不愉快--业绩部门嫌目标定太高，讨价还价扯来扯去；非业绩部门（后勤、财务、人事）要么拿固定奖没动力，要么拿业绩部门平均奖，两边都不满意。今天不玩虚的，结合实操经验，给山东老板们讲透一个核心：股权激励不能“一刀切”，针对业绩部门和非业绩部门，得用不同的方法，简简单单定好目标、分好红，就能让股权激励真正生效，不用内耗还能提效。

　　Many business owners in Shandong probably have the same problem: implementing equity incentives, which are clearly intended to motivate employees to work hard, but instead result in unpleasant outcomes - the performance department suspects that the target is set too high and haggles around; Non performance departments (logistics, finance, personnel) either lack motivation to receive fixed rewards or receive average rewards from performance departments, and both sides are dissatisfied. Today, let's not play around and combine practical experience to explain a core point to Shandong bosses: equity incentives cannot be "one size fits all". Different methods need to be used for performance departments and non performance departments. Simply setting goals and distributing rewards can make equity incentives truly effective without internal friction and improve efficiency.

　　先从大家最头疼的业绩部门说起，每年定业绩目标，简直是老板和员工的“拉锯战”：老板想把目标定高，多冲业绩；员工想把目标定低，轻松完成拿奖金。到最后，要是没完成目标，员工全怪老板目标定太高，老板委屈又无奈，股权激励也成了“摆设”。其实解决这个问题，只要换个思路，目标别只定一个，多定几条线，一切就都顺了。

　　Let's start with the performance department that everyone is most worried about. Setting annual performance goals is like a tug of war between bosses and employees: bosses want to set higher goals and focus more on performance; Employees want to set low goals and easily complete them to receive bonuses. In the end, if the goal is not achieved, employees will blame the boss for setting the goal too high, and the boss will feel aggrieved and helpless. Equity incentives will also become a "decoration". In fact, to solve this problem, as long as we change our mindset and set more goals, everything will go smoothly.

　　具体怎么操作？很简单，以过去一年的业绩为基数，这是大家已经做到的，没有讨价还价的余地。然后我们把这个基数打个八折，这个目标是不是就没人有争议了？我们可以把这个八折目标定为“及格线”，比如去年做了100万，及格线就是80万，完成及格线，员工拿工资加基础奖金就好，不用多纠结。

　　How to operate it specifically? It's simple, based on the performance of the past year, which everyone has already achieved, there is no room for negotiation. And then we'll give this base a 20% discount, will this goal be uncontroversial? We can set this 20% discount target as the "passing line", for example, if we achieved 1 million last year, the passing line would be 800000. Once we complete the passing line, employees will receive their salaries plus basic bonuses, so there's no need to worry too much.

　　在此基础上，再设置几条进阶线：80万到150万叫“成功线”，150万到200万叫“卓越线”，200万到300万叫“超越线”，300万以上叫“突破线”。记住一句话：目标从来不是拿来实现的，是拿来超越的。我们在进阶线上做超额利润分红，越往上，分红倍数越高--比如成功线，股权分红乘以2倍；卓越线到突破线之间，乘以4倍；突破线之上，最高给到5倍。

　　On this basis, several advanced lines are set up: 800000 to 1.5 million is called the "success line", 1.5 to 2 million is called the "excellence line", 2 to 3 million is called the "transcendence line", and over 3 million is called the "breakthrough line". Remember one sentence: Goals are never meant to be achieved, they are meant to be surpassed. We distribute excess profits on the advanced line, and the higher the increase, the higher the dividend multiple - for example, on the success line, the equity dividend is multiplied by 2 times; Multiply by 4 times between the excellence line and the breakthrough line; Beyond the breakthrough line, the highest reward is 5 times.

　　这样一来，好处很明显：第一，不用再跟员工讨价还价定目标，基数透明、规则清晰；第二，员工越往上冲业绩，分红回报越高，积极性自然拉满；第三，业绩越高，边际成本越低，企业和员工实现双赢，这对山东做实业、重业绩的企业来说，再合适不过。

　　In this way, the benefits are obvious: firstly, there is no need to bargain with employees to set goals, the base is transparent, and the rules are clear; Secondly, the higher the performance of employees, the higher the dividend return, and the more motivated they naturally become; Thirdly, the higher the performance, the lower the marginal cost, achieving a win-win situation for both the enterprise and employees. This is particularly suitable for Shandong's industrial and performance oriented enterprises.

　　说完业绩部门，再说说更难设计的非业绩部门。很多山东企业的做法，要么给非业绩部门发固定奖金，员工干多干少一个样，没动力；要么让他们拿业绩部门的平均奖，这就更麻烦了--后勤、财务、人事，永远不可能比销售老总拿得多，员工没奔头；而业绩部门会觉得，自己辛辛苦苦赚的钱，被非业绩部门分走了，两边矛盾越来越深。

　　After discussing performance departments, let's talk about non performance departments that are more difficult to design. The practice of many Shandong enterprises is either to give fixed bonuses to non performance departments, with employees doing more but less, lacking motivation; Either let them receive the average award from the performance department, which would be even more troublesome - logistics, finance, and personnel can never get more than the sales CEO, and employees have no direction; And the performance department will feel that the money they have worked hard to earn has been divided by non performance departments, and the conflict between the two sides becomes deeper and deeper.

　　其实解决这个问题，关键是给非业绩部门做“单独核算”，让他们也能“盈利”，不用再依附业绩部门的奖金。我给山东老板们举个简单的例子，一看就懂：先核算过去的业绩占比，比如公司过去做到1000万业绩时，后勤支持部门的总支出是100万，那后勤部门和业绩部门的支出比例就是10%。

　　In fact, the key to solving this problem is to provide "separate accounting" for non performance departments, so that they can also "make profits" without relying on bonuses from performance departments. Let me give Shandong bosses a simple example that is easy to understand: first calculate the proportion of past performance. For example, when the company achieved a performance of 10 million in the past, the total expenditure of the logistics support department was 1 million, and the expenditure ratio between the logistics department and the performance department was 10%.

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　　我们就以这个10%为标准，提前约定：所有业绩部门的总业绩，先划出10%的额度，作为后勤部门的“预算”。如果后勤部门用100万的预算，支持公司完成了2000万的业绩，按照10%的比例，本该划200万给后勤，那这多出来的100万，就是后勤部门的“利润”，这笔利润就可以拿来给后勤员工分红。

　　We will use this 10% as the standard and agree in advance that a 10% quota will be set aside as the "budget" for the logistics department based on the total performance of all performance departments. If the logistics department uses a budget of 1 million to support the company in achieving a performance of 20 million, and according to a 10% ratio, 2 million should have been allocated to logistics, then the extra 1 million is the "profit" of the logistics department, which can be used to distribute dividends to logistics employees.

　　这样一来，彻底解决了两大问题：第一，业绩部门和非业绩部门之间，没有了利润争夺，各司其职、互不内耗；第二，非业绩部门只要做得好，也有可能拿到比业绩部门更高的分红，员工有了奔头，就会主动控成本、提效率--他们宁愿一个人干三个人的活，也不会主动多要人，毕竟人越少，支出越少，利润越多，自己的分红也越多。

　　In this way, two major problems have been completely solved: firstly, there is no profit competition between performance departments and non performance departments, each performing their own duties without internal friction; Secondly, as long as non performance departments do well, they may also receive higher dividends than performance departments. When employees have a sense of direction, they will actively control costs and improve efficiency - they would rather do the work of three people alone than take the initiative to hire more people, after all, the fewer people, the less expenses, the more profits, and the more dividends they receive.

　　很多山东老板觉得，股权激励很高深，其实不然，它的核心就是“公平、合理、有激励性”。针对不同岗位、不同部门，设计不同的激励方案，不用搞复杂的公式，不用讲晦涩的理论，就像业绩部门的“分级目标+倍数分红”、非业绩部门的“单独核算+利润分红”，简单易懂、落地性强，适合大多数山东企业。

　　Many Shandong bosses think that equity incentives are sophisticated, but in fact, their core is "fair, reasonable, and motivating". Design different incentive plans for different positions and departments without complex formulas or obscure theories, just like the "graded targets+multiple dividends" for performance departments and the "separate accounting+profit dividends" for non performance departments. They are simple, easy to understand, and have strong practicality, suitable for most Shandong enterprises.

　　总结一下，山东企业做股权激励，一定要避开“一刀切”的坑。业绩部门重“冲劲”，就用分级目标激发积极性；非业绩部门重“效率”，就用单独核算让他们也能盈利。简简单单定好目标、分好红，就能让员工主动干、拼命干，让股权激励真正发挥作用，帮企业提效增收、稳步发展。

　　In summary, when Shandong enterprises implement equity incentives, they must avoid the pitfalls of a one size fits all approach. The performance department emphasizes "momentum" and uses graded goals to stimulate enthusiasm; Non performance departments prioritize "efficiency" and use separate accounting to ensure they can also generate profits. Simply setting goals and distributing rewards can motivate employees to take the initiative and work hard, allowing equity incentives to truly play a role and help companies improve efficiency, increase income, and steadily develop.

　　对山东老板来说，股权激励不是“选择题”，而是“必修课”。只要找对方法，针对不同部门精准设计，就能避开内耗、激发活力，让员工像老板一样操心，让企业走得更稳、更远。

　　For Shandong bosses, equity incentives are not a "multiple-choice question", but a "mandatory course". As long as we find the right methods and design accurately for different departments, we can avoid internal conflicts, stimulate vitality, make employees worry like bosses, and make the enterprise go more steadily and further.