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創(chuàng)業(yè)公司獎(jiǎng)金猛于毒

創(chuàng)業(yè)公司獎(jiǎng)金猛于毒

Eric Paley 2013-05-09
創(chuàng)業(yè)公司發(fā)不發(fā)獎(jiǎng)金都是錯(cuò),完全不能對(duì)招聘人才、留住員工、激勵(lì)員工產(chǎn)生預(yù)期的積極作用。相反,創(chuàng)業(yè)公司應(yīng)該給員工股權(quán),引導(dǎo)他們更多地關(guān)注自己持有的股票,同時(shí)努力使之持續(xù)上漲,這樣才能實(shí)現(xiàn)雙贏。

????大多數(shù)公司的選擇會(huì)是,無論如何先發(fā)放獎(jiǎng)金。而這就能讓員工們高興嗎?不見得。因?yàn)檫@是他們預(yù)料之內(nèi)的事。那么,獎(jiǎng)金能幫助確定明年的宏偉目標(biāo)嗎?也不盡然。在沒有達(dá)到既定目標(biāo)的情況下發(fā)放獎(jiǎng)金等于是在向人們暗示,公司的目標(biāo)實(shí)際上無關(guān)緊要,進(jìn)而也就否定了靠獎(jiǎng)金激勵(lì)留住員工這種說法。

????更糟糕的是,獎(jiǎng)金對(duì)于招聘也沒有太大作用。我認(rèn)識(shí)的大多數(shù)人在加入一家公司之前,對(duì)獎(jiǎng)金都有所懷疑。他們不知道公司的目標(biāo)有多么宏偉,或者他們實(shí)現(xiàn)目標(biāo)獎(jiǎng)金的可能性有多大。此外,在工資里還包含一種自我意識(shí)的要素,而這種要素在獎(jiǎng)金中卻并不存在。在其他待遇平等的情況下,多數(shù)人寧愿加入一家提供10萬美元年薪的公司,也不愿意接受年薪9萬美元加2萬美元績效獎(jiǎng)金的待遇。這種選擇與規(guī)避風(fēng)險(xiǎn)無關(guān),更多的是一種自我肯定,確信自己價(jià)值10萬美元的工資。再說,他們完全不清楚能獲得獎(jiǎng)金的可能性到底有多大。

????而且,獎(jiǎng)金還會(huì)造成一種“堆沙袋”的公司文化,因此也是一種糟糕的激勵(lì)工具。員工不是想著實(shí)現(xiàn)令人不可思議的宏偉目標(biāo),而是開始考慮這個(gè)目標(biāo)是否可能實(shí)現(xiàn)。如果他們接受一個(gè)野心勃勃的目標(biāo),他們能否領(lǐng)到獎(jiǎng)金。然后,他們就會(huì)要求降低目標(biāo),選擇最有可能獲得獎(jiǎng)金的目標(biāo),而這實(shí)際上與公司利益背道而馳。

????那么,大公司又有什么不同呢?大公司并不會(huì)確立雄心勃勃的目標(biāo)(增長10%與增長200%的區(qū)別),而且員工通常不會(huì)像在初創(chuàng)公司一樣,可能獲得公司股權(quán)。最重要的是,財(cái)務(wù)目標(biāo)能夠得到更好的理解,而且通常都能夠?qū)崿F(xiàn)。初創(chuàng)公司基于可能的事情進(jìn)行預(yù)測(cè),而大公司則基于可行的事情進(jìn)行預(yù)測(cè)。因此,大公司向員工發(fā)放獎(jiǎng)金更容易操作。

????總之,獎(jiǎng)金不是好的招聘工具,也不是留住員工的好工具,更不是好的激勵(lì)工具。綜上所述,獎(jiǎng)金會(huì)損害公司文化,使團(tuán)隊(duì)關(guān)注錯(cuò)誤的目標(biāo)。

????既然如此,一家初創(chuàng)公司要想招聘員工、留住人才和激勵(lì)員工,什么才是有效的薪酬工具呢?答案是股權(quán)。給員工支付與公司當(dāng)前經(jīng)營狀況相符的公平工資,使所有人都能享受到具有巨大升值空間的股票潛力。如果公司實(shí)現(xiàn)了翻四番的目標(biāo),公司股權(quán)的增值幅度肯定要超過業(yè)務(wù)增加三倍時(shí)的幅度。如果員工未能完成計(jì)劃,他們也會(huì)明白,雖然股權(quán)并未出現(xiàn)大幅增值,但隨著公司不斷發(fā)展,他們還是會(huì)從未來的股票升值中受益的。沒有了財(cái)務(wù)獎(jiǎng)勵(lì),員工也就不會(huì)在工作上玩“空手道”。因?yàn)樗麄冎?,只有?shí)現(xiàn)公司的宏偉目標(biāo),才能讓手中持有的股票回報(bào)實(shí)現(xiàn)最大化。

????最好的一點(diǎn)是,股票所帶來的回報(bào)量級(jí)遠(yuǎn)遠(yuǎn)高于有可能兌現(xiàn)的獎(jiǎng)金。(財(cái)富中文網(wǎng))

????本文作者埃瑞克?帕雷為風(fēng)險(xiǎn)投資基金Founder Collective的主理合伙人。本文原載于其個(gè)人博客。

????譯者:劉進(jìn)龍/汪皓

????Most companies just pay out the bonus anyway. Did that make the employees happy? Not really. They expected it. Did the bonus help set the ambitious goals for the next year? Not really. Paying the bonus below the goal suggested that the goals don't really matter, which undermines the idea that the bonus is a form of motivation that leads to retention.

????Worse yet, bonuses are not effective at recruiting employees. Most people that I know are a bit skeptical of bonuses before they join a company. They have no idea how ambitious the goals are or how likely they are to achieve the target bonus. On top of that, there is an ego element tied to salary that is absent in bonuses. All other things being equal, most people would rather join a company offering $100,000 a year in salary than make $90,000 a year with a potential target bonus of $20,000. That isn't so much an issue of risk aversion, but more of self assurance that they are worth $100,000 salary combined with the unknown of how likely they are to get any bonus at all.

????Bonuses also create a culture of sandbagging and therefore are a bad motivation tool. Instead of wanting to achieve incredibly ambitious goals, employees start to consider whether the goal is likely and whether they will achieve their bonuses if they accept an ambitious goal. By arguing for lower goals, employees are optimizing for getting a bonus while actually working counter to the interests of the company.

????Why are large companies different? At large companies goals are not as ambitious (10% growth vs. 200% growth) and employees typically don't have the equity potential that they have at startups. Most importantly, financial goals are much better understood and typically achievable. Startups forecast based on what's possible. Large companies forecast based on what's probable. It's easier to bonus employees on the latter than the former.

????So bonuses aren't a good recruiting tool. Or a good retention tool. Or a good motivation tool. For these reasons, bonuses damage culture and focus the team on the wrong objectives.

????What compensation tool is effective for recruiting, retaining, and motivating employees at a startup? Equity. Pay employees a fair salary for the stage of the company and keep everyone aligned to the extraordinary equity potential of huge growth. If the company achieves a 4X plan, the company's equity has appreciated more than if it achieves a 3X plan. When employees don't quite achieve plan, they understand that the equity hasn't appreciated as much, but they are still rewarded for the forward progress with assumed appreciation of their stock. Employees have no financial incentive to sandbag because trying to achieve ambitious goals is how they maximize the equity reward.

????Best of all, equity has the potential of paying out orders of magnitude higher than any potential bonus.

????Eric Paley ( @epaley) is managing partner at Founder Collective. This post originally appeared on his blog.

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