人才是企業(ye)最(zui)寶(bao)貴的(de)資產，但如(ru)何(he)確保他們(men)的(de)動力與(yu)忠誠是關鍵問(wen)題。一(yi)套員(yuan)工(gong)(gong)入股方案，能(neng)讓員(yuan)工(gong)(gong)穩定且(qie)主(zhu)動做(zuo)業(ye)績(ji)。很多老板是地主(zhu)思維(wei)，剝削勞動力，員(yuan)工(gong)(gong)如(ru)果沒(mei)有發(fa)展機會就可(ke)能(neng)跳槽。而他們(men)擅長做(zuo)員(yuan)工(gong)(gong)捆綁，因為自身是從基層業(ye)務員(yuan)做(zuo)起，了解員(yuan)工(gong)(gong)需求(qiu)。使(shi)用員(yuan)工(gong)(gong)入股方案后，員(yuan)工(gong)(gong)極其(qi)穩定且(qie)瘋狂出業(ye)績(ji)，解決(jue)了老板頭疼(teng)的(de)員(yuan)工(gong)(gong)管理問(wen)題。
方案(an)(an)細則是(shi)以(yi)一(yi)家有十(shi)(shi)個員(yuan)(yuan)工(gong)、年(nian)營(ying)業(ye)額(e)三(san)百(bai)(bai)萬(wan)(wan)的(de)(de)店為(wei)例，采用一(yi)加五(wu)的(de)(de)模型，即(ji)存量一(yi)個點(dian)的(de)(de)分(fen)(fen)紅(hong)，增量五(wu)個點(dian)的(de)(de)分(fen)(fen)紅(hong)。假設(she)店營(ying)業(ye)額(e)沖(chong)到(dao)六(liu)百(bai)(bai)萬(wan)(wan)，員(yuan)(yuan)工(gong)能(neng)(neng)(neng)分(fen)(fen)到(dao)的(de)(de)錢為(wei)存量三(san)萬(wan)(wan)加上(shang)增量十(shi)(shi)五(wu)萬(wan)(wan)共(gong)二(er)十(shi)(shi)萬(wan)(wan)。這筆錢百(bai)(bai)分(fen)(fen)之二(er)十(shi)(shi)平均分(fen)(fen)，百(bai)(bai)分(fen)(fen)之三(san)十(shi)(shi)按(an)崗(gang)位分(fen)(fen)，剩下百(bai)(bai)分(fen)(fen)之五(wu)十(shi)(shi)按(an)員(yuan)(yuan)工(gong)業(ye)績貢獻比例分(fen)(fen)配。這樣能(neng)(neng)(neng)動性強(qiang)的(de)(de)員(yuan)(yuan)工(gong)能(neng)(neng)(neng)多拿分(fen)(fen)紅(hong)，普通員(yuan)(yuan)工(gong)能(neng)(neng)(neng)拿一(yi)萬(wan)(wan)左右(you)，優秀員(yuan)(yuan)工(gong)能(neng)(neng)(neng)拿三(san)到(dao)六(liu)萬(wan)(wan)不等。老板采用此(ci)方案(an)(an)，疫情后員(yuan)(yuan)工(gong)全部到(dao)崗(gang)，因(yin)為(wei)員(yuan)(yuan)工(gong)是(shi)為(wei)自(zi)己干(gan)。
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