深圳某光电公司,在创业初期即提出了一个“常春藤”计划,以期权薪酬的方式,吸引和保持核心人才。“在前二年,的确起到了很大的作用。但随着时间的流逝,不少员工看到公司上市遥遥无期,抱怨不断,以薪酬太低为由而离职的核心员工逐渐增加。”该公司人力资源总监对此忧心忡忡。在此之前的2003年,曾经以期权 A photoelectric company in Shenzhen, in the early days that is proposed an “Ivy” plan, with option-based compensation to attract and retain core personnel. “In the first two years, it did indeed play a big role, but as time went by, many employees saw the company going public in the foreseeable future, complaining constantly, and the core employees leaving for low pay increased gradually.” The company’s director of human resources is worried. Prior to 2003, had the option