After unlocking the golden handcuffs,

Suning's 248 people will benefit from the recently launched incentive-equity plan. Get this "Fengshang", due to the evening of August 25, Suning Appliances 2010 equity Incentive plan released. It is understood that the incentive plan to give incentive to target 84.69 million stock options.　　Some experts said that the move to stabilize Suning's senior management team, to promote the company's steady growth in performance. In response to this news, the turnover of executives at the gem began to emerge. As of the end of August this year, the gem listing is less than 10 months, but this year there have been 33 board executives resigned, involving 24 companies.　　As the backbone of an all-out effort to prop up the company's IPO, these executives tendered their resignations at a rate of 4 a monthly.　　Among the 33 top executives in the initiative, the title covers directors, supervisors, independent directors, Vice presidents, and so on, with 14 people holding shares directly or indirectly. In the face of the high price-earnings ratio of the gem, the management "resignation" is becoming increasingly serious. It is possible that executives have increased their degree of freedom from turnover after they have left the office.　　Between the interests of temptation and the company's development prospects, the former is not a case of choice. In this short-term behavior behind, but actually highlighted the lack of corporate constraints.　　It is reported that many gem companies in the incentive system settings, performance for the executive to meet a certain number of years of work and performance conditions can get options, but it is noteworthy that most companies ignore the design of the executive to obtain options after the constraints, which indirectly for the recent "turnover tide" buried foreshadowing. In this trend, some "foresight" companies have begun to re-examine the constraints of the incentive. The 2010 equity Incentive Plan of Suning appliance shows that it is valid for 5 years from the authorization date of stock option, and it is divided into 4 right period.　　In addition, Chongqing, the United States will be the management of shareholders of equity circulation rights linked to the return on net assets; another gem listed companies in China Test test will be restricted to three years in batches to unlock, so that the interests of the internal people and the interests of the company more long-term tied together. In addition to the lack of restrictions on "hedging", executives have a deeper reason to "get up and leave" after listing. Let's take a look at the incentives of listed companies. From the salary structure, most of the company's executives hold the dual identities of shareholders and executives of the company, which determines that cash remuneration is only a small part of the overall remuneration of executives, and that profit dividends and equity appreciation are the biggest profits. At the same time, executives ' wages are not linked to corporate earnings, but are more correlated with asset size.　　In other words, the level of executive pay and the development of enterprises can not well reflect the positive relationship, often the larger the size of the assets, the higher the wages. This situation directly led to the gem of the stock market and the cash pay of dozens of times times even more than the abnormal proportion.　　So it's not hard to understand how executives are leaving. A competitive salary system can attract more excellent management talents for the enterprise. The big drawback, however, is that simple cash incentives are likely to lead to short-sighted behavior by executives. In order to obtain aBrilliant performance, leading the next period of high pay, they may cause the company into an unsustainable short-term operation, and the glittering performance of the next time executives are the halo of job-hopping.　　In the case of improper compensation incentive, the short-sighted behavior of the executive becomes the rational choice, and the company must continuously increase the labor cost and enter the vicious circle. In contrast, the medium and long term equity incentive can avoid the short-sighted behavior of the executive, and ease the cash flow pressure of the enterprise.　　But on the other side of the coin, the equity incentive will change the company's ownership structure, may affect the company's control, which is also in the reign of the United States in the absence of shares incentive plan consideration, and then until July 2009, Gome launched equity incentives, benefiting 105 people. In this way, how to make the right incentives, balance between cash and equity, has become a problem for most companies.　　Xianghao, partner of Peking University Human Resource Center, the Enterprise Design Incentive plan, on the one hand to design the benefit-sharing mechanism, on the other hand, must design the risk-sharing mechanism, in order to realize the original intention of motivation. "Cash incentive and equity incentive should have a reasonable proportion, according to the actual situation of enterprises to calculate." "Xianghao pointed out," the company must consider the human cost and the actual ability to pay, on the other hand also need to consider the constraints of equity incentives. Enterprises and senior executives must communicate fully, incentive measures must be quantified and operable. On this basis, the role of the spiritual incentive for senior executives is more lasting and far-reaching. The sense of achievement and honor brought by spiritual stimulation can make the management have a deep recognition to the enterprise culture, and form a joys community with the enterprise imperceptibly. To be sure, if there is no organizational sense of belonging and a platform to play, even if there are more generous pay and options, they will eventually choose to leave.