近年来，高盛、华为、阿里、海尔、复星等著名企业纷纷导入以"利益共享"为核心的合伙人制度，使得核心人才与公司形成利益、事业、命运共同体。东方甄选"小作文事件"后，迅速提拔董宇辉为公司高级合伙人，重新梳理了公司与超级人才的利益关系。

事业合伙人机制是一种新型的组织形式，它通过将员工视为企业的股东和合伙人，激发员工的创造性和积极性，提高企业的效能。为取得更好更长远的发展，未来更多的优秀企业将会考虑选择在内部实施合伙制，跟核心贡献员工从雇佣关系走向合伙关系。如何制定有效的事业合伙人机制？上海美国商会诚邀您参加3月27日（周三）下午1:15-3:20在杭州中心举办的Workshop：事业合伙人体系建设。本次活动将通过案例分享+研讨环节的形式，深入探讨合伙人机制的实施要点。

如有问题请联系：Jiaqian.lu@amcham-shanghai.org 或 6169-3032

议程：

1:15-1:30 签到

1:30-2:00 复星合伙人体系搭建经验分享

• 合伙人标准如何制定？包括领导力模型、通用能力框架等
• 以绩效为核心，形成人才评估的"一人一表"干部档案，为当前及后续干部个体的发展任用提供基础
• 帮助企业对合伙人群体开展周期性盘点，包括盘点流程、人才标准、盘点输出结果，过往盘点分析
• 对合伙人进行分类分层，并匹配短中长期激励，如设计绩效奖金、成长奖、分红权、股权方案

2:00-3:20 研讨环节

• 创业企业，核心骨干难招、难留、难出成效，原因是什么？（薪酬竞争力弱、股权激励失效、没管理标准、领导力缺失等）
• 核心人才的通用能力模型包括哪些？要如何评估？
• 合伙人管理的具体行动指南是什么？改善计划怎么做？
• "同心聚力"的合伙人组织，需要哪些机制保障？

In recent years, companies such as Goldman Sachs, Huawei, Alibaba, Haier, and Fosun have introduced a partnership system with "interest sharing" as the core, allowing the company and its key talents to form an inner circle with common interests and careers. After the "essay incident" in East Buy Holding Ltd, it quickly promoted Dong Yuhui to the company's senior partner, reorganizing the interest relationship between the company and its key talent.

The business partner mechanism is a new organizational form that stimulates employees' creativity and enthusiasm and improves the efficiency of a company by treating employees as its shareholders and partners. To achieve better and longer-term development, more outstanding companies will consider implementing such mechanism in the future, moving from an employment relationship to a partnership with their core contributors. How to develop an effective business partner mechanism? AmCham Shanghai invites you to our Workshop: Building a Business Partner System, held in our Hangzhou Center on March 27 (Wednesday) from 1:15-3:20 pm. This event will explore in depth the key points of implementing the partnership mechanism through case sharing and discussion sessions.

Agenda:



1:15-1:30 Check in

1:30-2:00 Fosun Partner System Building Experience Sharing

• How are partnership standards established? Including leadership models, general competency frameworks, etc.
• With performance as the core, a "one person, one form" cadre file for talent evaluation is formed to provide a basis for the development and appointment of current and subsequent individual cadres.
• How can companies conduct periodic inventory of partner groups, including inventory processes, talent standards, inventory output results, and past inventory analysis?
• Classifying partners and match short, medium and long-term incentives, such as designing performance bonuses, growth bonuses, dividend rights, and equity plans.

2:00-3:20 Discussion Sessions

• For startup companies it is difficult to recruit, retain, and produce core members. What are the reasons? (Weak salary competitiveness, invalid equity incentives, lack of management standards, lack of leadership, etc.)
• What does the general competency model of core talents include? How to evaluate?
• What are the specific action guidelines for partner management? How to make an improvement plan?
• What mechanisms are needed to guarantee a partnership organization that "works together"?