Non-commissioned officers are the backbone and backbone of army building. With the development of the times and the reform of the military service system, the proportion of non-commissioned officers in the army is increasing. After the promulgation and implementation of the new Regulations on the Service of Soldiers in Active Service in China People's Liberation Army, the proportion of non-commissioned officers and conscripts has increased from less than 10% to 68%, and a large number of professional and technical backbones have been reserved for public security fire fighting forces. Most non-commissioned officers have become the managers and main force of the public security fire brigade. Recently, the author conducted an in-depth investigation on the current situation of management education for non-commissioned officers and the regularization of troops, and talked about his own views and suggestions.

First, the current development trend of non-commissioned officers

(1) There are more and more channels for non-commissioned officers. The quality of soldiers determines the overall level of team building, while the quality of non-commissioned officers determines the overall level of team building. With the aggravation of "urgent, difficult, dangerous and heavy" tasks, more and more cutting-edge equipment and information technology are used. Many conscripts are incompetent and need a large number of non-commissioned officers with rich practical experience, high cultural quality and excellent professional skills. Among these talents, non-commissioned officers who grow up from the army can hardly meet the needs of real development and need to attract high-tech talents from all walks of life. In recent years, it has become a development trend to recruit non-commissioned officers from citizens with professional skills in non-military departments and recruit fresh graduates to serve as non-commissioned officers. The participation of these high-quality and high-tech talents has greatly enriched the composition of the army and improved the overall quality of soldiers, which is of great significance for realizing the modernization of army building and improving the combat capability under modern conditions, especially high-tech conditions.

(2) The proportion of non-commissioned officers, especially senior non-commissioned officers, is increasing day by day. With the reform of the non-commissioned officers system, the proportion of non-commissioned officers in the fire brigade is increasing, gradually increasing to more than 60%, and non-commissioned officers have become the core force of fire fighting and rescue and army building. In recent years, the increasingly complex and arduous duty tasks require more talents with excellent psychological quality, solid professional basic knowledge and skilled professional skills. The cultivation of these abilities and the acquisition of experience require long-term study and time precipitation. General conscripts or young noncommissioned officers are difficult to be competent, but more middle and senior noncommissioned officers are needed. The increase of non-commissioned officers, especially the increase of middle and senior non-commissioned officers, has enhanced the vitality and vitality of the army, and at the same time brought new problems that cannot be ignored to the management education of the army.

(3) Under the new situation, the requirements of specialization, functionalization and integration are getting higher and higher. With the rapid development of social economy and the continuous progress of science and technology, the tasks of fire fighting and rescue, emergency rescue and disaster relief are becoming more and more dangerous, arduous and complicated, and high-tech operations and information-based command have become the trend. In this new situation, in the operation and use of equipment, combatants should have skilled professional operation ability and quick control ability of new equipment, so that equipment can give full play to its tactical and technical performance; In the organization and command of field operations, we should have intuitive decision-making ability, agile thinking ability and rich practical experience. As the absolute main force of long-term fighting in the front line of fire fighting and rescue, non-commissioned officers naturally become the main target of high-tech application and high-tech equipment use, and it is even more inevitable to develop a professional, functional and comprehensive non-commissioned officers team.

Second, how to scientifically develop the ranks of non-commissioned officers and actively promote the regularization of troops.

(1) Strengthen structural adjustment and rationally optimize the ranks of non-commissioned officers. We will thoroughly implement the spirit of the reform of the non-commissioned officers system, comprehensively strengthen the macro-control of officers and men, rationally allocate the proportion of non-commissioned officers, and establish a team of non-commissioned officers with scientific and reasonable structure. Fully combined with the needs of development and realization, we should actively guide the grassroots to rationally allocate the proportion of police officers, non-commissioned officers and conscripts, optimize the structure of officers and soldiers, actively do a good job of connecting up and down, pay attention to the hierarchical management of soldiers, and gradually enhance the awareness of systematic management of troops. At the same time, timely, accurate and comprehensive collection, feedback, adjustment and control of personnel management activities, so that the purpose of management education is clear and measures are in place.

(2) Improve the training mechanism and expand the reserve of outstanding talents. First, carry out training and education in a down-to-earth manner to comprehensively improve the quality of non-commissioned officers. Around the law of military development and relevant regulations, various measures are taken to improve the knowledge structure of non-commissioned officers and improve their professional and technical level and discipline ability. Incorporate the training of non-commissioned officers into the agenda and work plan to make the training of non-commissioned officers sustainable, institutionalized and standardized. In strict accordance with the requirements of the new establishment, we will strengthen training and education by specialty and post, actively promote on-the-job training in the army, organize regular rotation training for non-commissioned officers at different levels, and enhance political awareness, ideological awareness and practical experience. The second is to strictly implement the assessment of non-commissioned officers, rewarding the excellent and punishing the poor. In the daily personnel management, it is necessary to formulate and improve the quantitative assessment system for non-commissioned officers, take the quantitative achievements of non-commissioned officers as an important indicator and basis for promotion assessment, and clearly refine the quantitative reward and punishment measures. Corps and detachments regularly (semi-annually or quarterly) go to the grass-roots squadrons to evaluate the comprehensive performance of non-commissioned officers, eliminate incompetent non-commissioned officers, and effectively form a good competition mechanism of "those who are capable are superior and those who are mediocre are inferior" to ensure the overall quality of the non-commissioned officers. The third is to actively innovate the post platform and expand the outstanding backbone team. Combining closely with the actual needs of military development in the new period and actively innovating the military management mode can appropriately increase new good posts at the grassroots level. For example, set up assistant squadron leader, acting platoon leader, equipment technician, etc. Organize business skill competitions and competitions regularly, and carry out campaign activities such as operation experts, red-flag car drivers and star chefs, so as to set off a good atmosphere of competition, learning, catching up and helping in the army.

(3) Improve the management system and give full play to the role of non-commissioned officers. First, establish rules and regulations and gradually standardize the management system. On the one hand, establish and improve the quantitative assessment system for non-commissioned officers and increase the management of non-commissioned officers. We can learn from the practice of cadre performance appraisal, refine the daily performance and work situation of non-commissioned officers into work indicators for quantification, and promote management with the system. On the other hand, it is necessary to constantly improve the reward and punishment system and the competitive incentive mechanism for non-commissioned officers. Reward diligence and punish laziness, reward Excellence and punish inferiority, and eliminate the fittest. For those noncommissioned officers who are not correct in attitude, unstable in thinking, inactive in work, disobedient to management and uneasy about fire control work, timely arrange demobilization or transfer to other jobs, promote the formation of the ranks of noncommissioned officers and maintain the healthy development of the ranks. The second is to further strengthen the discipline construction of work style and actively shape the taste of non-commissioned officers. Strengthen the sense of "ordinary soldiers" of non-commissioned officers, guide non-commissioned officers to straighten their positions and treat themselves as ordinary soldiers at all times. In daily work, business and study, we must resolutely obey management and order prohibition, and give full play to the role of backbone and pioneer. Actively carry forward the fine traditions of the fire fighting forces, take the lead in setting an example, do a good job in mentoring and be a model for stabilizing the troops. We will carry out a series of special activities in a timely manner, such as observing discipline and law, respecting teachers and loving soldiers, rectifying work style and discipline, and studying rules and regulations, and do a good job in cultivating the sense of discipline of non-commissioned officers and actively shaping the image of "soldiers." Third, scientifically and reasonably guide education and actively establish the image of non-commissioned officers as "officials". Strengthen education and guidance, and improve the "official" consciousness of non-commissioned officers. Give full play to the backbone role of non-commissioned officers in daily management, delegate appropriate rights, let non-commissioned officers participate more in military management and research and decision-making on major issues, solicit and listen to the opinions and suggestions of non-commissioned officers extensively, increase the weight of their speeches, and establish the prestige of non-commissioned officers as "officials." At the same time, establish the banner of excellent non-commissioned officers in the army, flaunt their role, and guide non-commissioned officers to set an example, set a benchmark and set an example for soldiers everywhere in daily management education.