人才是企業(ye)最寶貴的資(zi)產，但(dan)如何確(que)保他(ta)們的動(dong)(dong)力與忠誠是關鍵(jian)問題。一套員(yuan)(yuan)工(gong)(gong)(gong)入股方案(an)，能讓員(yuan)(yuan)工(gong)(gong)(gong)穩(wen)(wen)定(ding)且主(zhu)動(dong)(dong)做(zuo)業(ye)績。很(hen)多老(lao)板(ban)(ban)是地主(zhu)思維，剝削(xue)勞(lao)動(dong)(dong)力，員(yuan)(yuan)工(gong)(gong)(gong)如果沒有發(fa)展機會(hui)就可能跳槽。而他(ta)們擅長做(zuo)員(yuan)(yuan)工(gong)(gong)(gong)捆綁，因(yin)為自身是從(cong)基層業(ye)務員(yuan)(yuan)做(zuo)起，了解員(yuan)(yuan)工(gong)(gong)(gong)需求(qiu)。使用員(yuan)(yuan)工(gong)(gong)(gong)入股方案(an)后，員(yuan)(yuan)工(gong)(gong)(gong)極其穩(wen)(wen)定(ding)且瘋狂出業(ye)績，解決了老(lao)板(ban)(ban)頭疼的員(yuan)(yuan)工(gong)(gong)(gong)管理問題。
方(fang)案(an)細則是以一家有十個(ge)員(yuan)(yuan)工(gong)、年營(ying)業(ye)額三百(bai)萬(wan)的(de)店為例(li)，采用一加五(wu)的(de)模(mo)型，即(ji)存量(liang)一個(ge)點(dian)的(de)分(fen)(fen)(fen)紅，增(zeng)量(liang)五(wu)個(ge)點(dian)的(de)分(fen)(fen)(fen)紅。假(jia)設店營(ying)業(ye)額沖到(dao)六(liu)百(bai)萬(wan)，員(yuan)(yuan)工(gong)能(neng)(neng)分(fen)(fen)(fen)到(dao)的(de)錢為存量(liang)三萬(wan)加上增(zeng)量(liang)十五(wu)萬(wan)共二十萬(wan)。這(zhe)筆錢百(bai)分(fen)(fen)(fen)之二十平均分(fen)(fen)(fen)，百(bai)分(fen)(fen)(fen)之三十按崗(gang)位分(fen)(fen)(fen)，剩下百(bai)分(fen)(fen)(fen)之五(wu)十按員(yuan)(yuan)工(gong)業(ye)績貢(gong)獻比例(li)分(fen)(fen)(fen)配。這(zhe)樣能(neng)(neng)動性強(qiang)的(de)員(yuan)(yuan)工(gong)能(neng)(neng)多拿(na)分(fen)(fen)(fen)紅，普通(tong)員(yuan)(yuan)工(gong)能(neng)(neng)拿(na)一萬(wan)左右(you)，優(you)秀員(yuan)(yuan)工(gong)能(neng)(neng)拿(na)三到(dao)六(liu)萬(wan)不等。老(lao)板采用此方(fang)案(an)，疫情后員(yuan)(yuan)工(gong)全部到(dao)崗(gang)，因(yin)為員(yuan)(yuan)工(gong)是為自己干。
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