According to Maslow's hierarchy of needs theory, people's needs have multiple levels, and different people have different demands. Then, incentives should also be oriented to meet the needs of employees. Such incentives are the most cost-effective and effective, instead of spending money and doing bad things like some enterprises. According to the successful experience of equity incentive in Jingbang, through the research and understanding of Jingbang experts, employee incentive is divided into four levels: salary incentive, career development incentive, equity incentive and spiritual and cultural incentive. Only by dynamically using the comprehensive four-level incentive can employees always maintain their enthusiasm for work.
First, salary incentives meet the basic needs of life.
? Employee incentives are mainly cash wages and non-cash benefits. Salary incentive is used to meet the basic needs of employees and is a rigid cost expenditure of enterprises. Generally speaking, with the change of external employment environment and the change of internal orientation from labor cost to human resources and even to human capital, enterprises spend more and more in this respect.
Second, career development incentives to meet personal growth needs
? Employees should not only get direct income returns, but also get personal development and achievements. Therefore, on the basis of salary incentives, career development incentives are essential, including rank promotion, role change and career development methods. The promotion of rank is easy to understand, from a lower level to a higher level, while the change of role refers to the change from manager to manager. For example, employees can be arranged as directors, supervisors or managers of subsidiaries. Career development refers to deliberately splitting a new career field in order to retain and motivate people. For example, in order to keep Yang and Guo Wei, Liu Chuanzhi deliberately split Lenovo.
Third, equity incentives to retain core talents.
? As a relatively new incentive method, equity incentive is increasingly adopted by enterprises because of its strong incentive. Because it is difficult to start a business, everything can start from scratch, and it is relatively easy to be a small boss on a big platform. In order to share success and retain core talents, founders of many companies are increasingly willing to take out equity. However, equity incentive is a powerful medicine, and proper incentive will have excellent results, and improper incentive will also lead to.
? Jingbang experts have the most say in equity incentives. Jingbang Consulting has trained tens of thousands of entrepreneurs. Many enterprise groups have really learned equity incentives and employee incentives in Jingbang, and with the help of Jingbang, they have become industry oligarchs.
Fourth, spiritual and cultural incentives to ensure long-term success.
? Material civilization is the foundation and premise, but the construction of spiritual civilization and the propaganda of corporate culture also run through the whole process of enterprise management. Rigid enterprise system construction and incentive mechanism design are on the one hand, and flexible enterprise culture construction is on the other. The two complement each other and are indispensable. Entrepreneurs should have faith and let employees pursue this belief, so that enterprises can really pursue it, enterprises can really last long, and enterprises can overcome difficulties in times of crisis. This world is * * * easy to enjoy. Spiritual and cultural incentives must not be ignored. In fact, according to my contact, enterprises pay more and more attention to cultural construction, and corporate culture training is also surging at the same time.
The above is the answer given by Jingbang Consulting according to your question, hoping to help you. After consulting by Jingbang, 16 is mainly equity.