If our country's management system is a pyramid, then grass-roots cadres are the foundation and base of the pyramid and a powerful guarantee for the operation of state management. They work in the front line, mingle with the broad masses of the people, and are the executors of national policies and regulations. Whether the party's core position can be established depends on improving the overall quality and combat effectiveness of grass-roots party organizations. It is particularly important to strengthen the quality construction of grass-roots cadres and establish and improve the incentive mechanism for the training and selection of grass-roots cadres.

With the deepening of the reform of China's cadre and personnel system, the innovation of the training, selection and incentive mechanism for grassroots cadres has been paid more and more attention. Local organizations and departments are actively carrying out relevant research and exploration, and strive to establish a scientific and systematic training, selection and incentive mechanism to promote the healthy growth of grassroots cadres.

First, the main problems and reasons in the current training and selection of grassroots cadres

(A) limited administrative establishment, insufficient sources and poor "export" coexist

At present, the system of training, recommending and selecting cadres does not meet the needs of the development of the new era and lacks the necessary incentive mechanism and flexible space. The imperfection of the cadre personnel system has affected the diversification and institutionalization of the training and selection methods of grassroots cadres. For example, the mechanism for cadres to go up and down has not really been established, and the channels for cadres to go down are not smooth, which will inevitably hinder the channels for grassroots cadres to go up; Some outstanding grassroots cadres are difficult to enter a higher level of leading cadres because of the influence of identity, education and other factors.

Since 2005, due to the reform of township institutions, the reform of local party and government leading bodies and the adjustment of administrative establishment after the promulgation and implementation of the Civil Service Law, the number of leading bodies of grass-roots party and government organs, as well as the establishment of county-level bureaus and township civil servants have been greatly reduced. In recent years, the separation of enterprise restructuring and administrative organization establishment, coupled with the need to digest the original cadres, party and government organs at all levels have strictly controlled the establishment, and outstanding young cadres in enterprises and institutions have been enriched to administrative units at all levels through open selection, resulting in fewer opportunities for promotion and appointment of outstanding grassroots cadres. On the other hand, due to the imperfect elimination mechanism, some incompetent cadres have occupied their posts for a long time, which also makes it difficult for grassroots cadres to be promoted and used.

(B) poor communication, objective conditions hinder the progress of grassroots cadres.

Although the exchange of cadres has been increased and the interaction between cadres has been enhanced, overall, the stamina is insufficient. From a vertical perspective, it pays special attention to "choosing the lower faction" and ignores "choosing the upper faction" to some extent, making it difficult for talents who really join the grassroots to stand out. From a horizontal perspective, due to the influence of cognitive problems, professional quality and occupational differences, there are still situations in which it is difficult for cadres to communicate and the number of exchanges is small.

In addition, due to relatively difficult conditions, heavy tasks, low pay, limited development space, far away from the organization's sight and other factors, some grassroots cadres are unstable and vulnerable, and their personal interests outweigh the collective interests; Learning is not active enough, becoming a mere formality, paying insufficient attention to current affairs and politics at home and abroad, and being confined to one's own circle; Lack of professional knowledge and execution ability, some cadres lack the basic business knowledge of their own departments and are not familiar with business operation processes, which leads to low work efficiency and failure to complete the work assigned by the leaders on time. Moreover, the training of organizations at all levels is too little or mostly a mere formality, which does not pay attention to reality and cannot improve the enthusiasm of grassroots cadres to participate in training, resulting in the low overall quality of grassroots cadres.

(C) Young, highly educated and high-quality grassroots cadres are the bottleneck of promotion.

Being young, highly educated and highly qualified, as an important employment principle of the central government, has been vigorously promoted in various places in recent years. It should be said that the young, highly educated and high-quality cadres have a positive effect on cultivating reserve cadres and optimizing the cadre structure, which is also a great progress in China's personnel system. However, due to the conditions of grass-roots work, some cadres have worked too long in this department and the cadre structure is aging. Even if you have solid grassroots work experience and are ambitious, you can only flinch in front of age, education and quality. "A cup of tea, a cigarette, chatting online for half a day", pessimistic and disappointed about the future, leaving the leadership position prematurely is not conducive to the unity of cadres, but also a waste of talents. At the same time, due to the small proportion of young cadres at the grassroots level, some cadres do not understand computer operation and cannot keep up with the development concept of modern society. They only rely on their original experience step by step and lack innovative work, so they can't serve the masses well.

In some places, the imbalance between male and female cadres at the grass-roots level is due to the nature of work, but the training and selection of outstanding female cadres cannot be relaxed. Develop socialist democratic politics, guarantee women's right to participate in politics, and promote the harmonious development of all work.

(4) Some grassroots cadres are limited by their professional quality, and their performance is not outstanding and their growth is not fast.

In recent years, the new cadres in grass-roots administrative units come from a single source, mainly demobilized military cadres, university graduates or some rural grassroots cadres, or are limited by their professional knowledge or experience, so it is difficult to make outstanding achievements in a short time. There are also some grassroots cadres whose ideological education is immature and not good at mediation. Most of the problems are left to the higher authorities to deal with and upgrade the problems. Moreover, some cadres have a strong sense of bureaucracy, can't serve the masses well, and look at problems from the perspective of the masses, resulting in tension between cadres and the masses, which is not conducive to the unity of cadres and to encouraging the training and selection of grassroots cadres. There is a relative shortage of high-level compound talents with certain grass-roots work experience, profound qualifications and solid professional knowledge.

(5) The evaluation criteria and methods are not comprehensive enough, and the training and selection are not systematic and standardized enough.

In recent years, although some grassroots cadres have been promoted through cultural quality examinations in some places, there is still room for improvement in the ideological quality inspection, ability quality evaluation and work performance determination of grassroots cadres. In the selection of grassroots cadres, there is a phenomenon of "encouraging young people" because of the particularity, limitation and relevance of interests, while there is a phenomenon of "seeking perfection and blaming" in units with narrow evaluation scope and complicated interpersonal relationships, both of which may lead to "distortion" of democratic evaluation results.

In addition, not only the mechanism is not perfect, but also some outstanding grassroots cadres are mostly "robbed" by county-level departments. Coupled with the relatively superior conditions of county-level units, some talents are unwilling to stay in towns and villages, resulting in many county-level departments and few outstanding talents in towns and villages. There are a large number of vacancies in township administrative institutions, but the number of open recruitment places is too small every year, resulting in more recruitment of cadres and serious aging of cadres, which often happens in cadre selection.

Two, improve the training and selection of grassroots cadres incentive mechanism countermeasures and suggestions

In recent years, local organizations have conscientiously implemented the spirit of "Opinions of the Central Organization Department on Paying Attention to Selecting Cadres of Party and Government Leading Organs from Grassroots Units and Production Frontiers", and made efforts to build a training and selection mechanism for selecting leading cadres of party and government organs from grassroots units in accordance with the idea of "cultivating abilities, creating achievements and selecting cadres at grassroots units". It has played an important demonstration role in improving the source and experience structure of party and government cadres and stimulating the vitality of grassroots and government cadres. An important step has been taken in promoting the reform of adhering to and improving the selection system for grassroots cadres, which has played a positive role in promoting the growth and promotion of grassroots cadres. However, the existing incentive mechanism for training and selecting grass-roots cadres is not perfect enough to truly reflect the actual working ability and social work level of grass-roots cadres. Moreover, the training and selection methods are time-consuming, costly and often lack continuity. Therefore, to solve the problem of cadre training and selection, we must change the past practice of attaching importance to use and neglecting training incentives, put an end to cronyism, adhere to "people-oriented", adhere to openness, fairness and justice, adhere to meritocracy, establish and improve a scientific incentive mechanism for cadre training and selection with a scientific training and selection method and an objective attitude.

(A) pay attention to practical training, and effectively enhance the practical work ability of cadres.

To improve the long-term mechanism of grassroots cadres' practical training, we should constantly explore and form an employment mechanism that is conducive to the emergence of compound cadres in practice, constantly improve the pertinence, systematicness and effectiveness of practical work, strive to create a good environment that is conducive to the emergence of grassroots frontline cadres, and ensure that the training of grassroots frontline cadres is effective. The first is to train cadres and improve their quality. The growth of a cadre needs various exercises. Leading cadres, in particular, should have all-round good qualities. The exchange of cadres is the need of training and training cadres in multiple positions and cultivating high-quality cadres. The second is to provide a platform and opportunities for cadres to exercise and grow, organize young cadres to participate in various trainings, and invite experts and scholars to provide counseling at different levels to enhance their professional ability.

Highlight post characteristics, pay attention to performance ability, adhere to the principle of having both ability and political integrity, select and use grassroots cadres, and change "desktop nomination and selection" into "field selection" to build a development platform for grassroots cadres to stand out. Insist on putting young cadres in suitable posts for training and exercise, and consciously let young cadres take on more tasks in their current posts. When encountering problems and difficulties, don't guide them first, but see what new methods they have, which is more conducive to work innovation, thus promoting their independent innovation ability. Strengthen the training and training of grassroots cadres, so that those outstanding grassroots cadres who have both ability and political integrity, take root at the grassroots level and are willing to contribute can stand out and be selected to leadership positions, further improving the trust of cadres and the masses in the selection and employment of party committees and the recognition of appointed cadres. In addition, in the work, help the grassroots to foster strengths and avoid weaknesses, and solve the problem of how to seek advantages and avoid disadvantages. Through education, we should guide grassroots cadres to love their jobs, study hard, do their duty step by step, keep forging ahead, and hone themselves in work practice, no matter what jobs they are engaged in or what positions they are in.

(B) the introduction of human resources management concepts, scientific and reasonable staffing.

Adhere to the open, fair and just system of selecting and appointing cadres, and resolutely put an end to and stop the unhealthy trend of cronyism and cronyism. As Comrade Hu Jintao said, when selecting cadres, we should pay special attention to those cadres who have worked in places with difficult conditions and jobs for a long time. Pay more attention to those cadres who are not vain and unpractical; For those cadres who work hard and pay attention to laying the foundation for long-term development, we must not treat them badly, so as to ensure that the cadre team is lean, honest and efficient by strictly controlling the entrance.

First, pay close attention to the selection of cadres. When selecting cadres, we should have a good "four customs": First, academic qualifications and majors. The selection and appointment of grassroots cadres must have a good academic record. Generally speaking, you must have a full-time bachelor degree or above. At the same time, we should also consider the major, and the subject structure should be as broad as possible, especially the majors of law, management and secretarial science. The second is age and experience. We should give consideration to two aspects: young people are in their prime, but they have little experience and lack of experience, and old people are experienced but lack of energy. The third is the ideological and political barrier. We must strictly control ideology and politics to ensure political firmness, good conduct and excellent work style. The fourth is the examination inspection. Organize the examination and inspection in strict accordance with the procedures, and at the same time adhere to the post trial system until the comprehensive quality and work level meet the corresponding requirements and standards, and they are officially hired.

The second is to do a good job in cadre management. Establish a "people-oriented" management idea, introduce the concept of human resource management into the management of cadres, and arrange work from the areas where each cadre is best at, so that they can give full play to their potential. Establish and implement the target responsibility system according to the actual work, tap people's potential, do what they can, strengthen communication, encourage cadres to express their opinions and make suggestions, and make administrative decisions transparent and democratic. Only by clarifying the post responsibilities and staff responsibilities can we establish a relatively fair incentive mechanism for cadres.

The third is to scientifically set posts and personnel. Starting from sticking to the post is conducive to solving the problem of people handling affairs, and the number of posts is1/5; It is helpful to solve the problem of inaction by obeying the law and discipline, and the number of posts is1/5; Starting with the completion of work tasks is conducive to solving work problems, and setting up posts accounting for 3/5 of the establishment; Starting with perfecting the incentive mechanism, we can solve the problem of unwilling to do extracurricular work and implement the employment system.

The fourth is to expand the channels of selection and appointment. Strengthen the exchange and promotion between grassroots cadres and cadres of higher-level units, and change the situation of being able to go up but not down. Highlight performance selection and actively provide a stage for grassroots cadres and officers to display their talents. When promoting and using cadres, we should dare to break the traditional concept of "seniority" and boldly select and appoint outstanding grassroots cadres to important positions. Let work performance, work ability and mass recognition become an important basis for selecting and appointing cadres, and effectively stimulate the entrepreneurial enthusiasm of grassroots cadres. For outstanding grassroots cadres, it is necessary to increase the promotion efforts, and for cadres who do not perform well in county-level units, let them exercise at the grassroots level and effectively change their work style. More posts will be created to give grassroots cadres the opportunity to serve as the leading bodies of township or county-level units. For those who are particularly outstanding, they can break old ideas and get promoted without exception.

(3) Strengthen quality education and training and improve the competition mechanism.

1, focusing on quality education and training of cadres.

The education and training of cadres should be based on the principle of "what to do, what to learn, what to lack, and what to make up for", and organically combine the requirements of the party and the state, the needs of posts and the needs of cadres themselves, so as to teach students in accordance with their aptitude and be targeted.

First, we should give full play to the functions of training institutions. Administrative colleges, party schools and other cadre education institutions should take various forms and carry out training at different levels and stages. It is necessary to change from "single type" to "diversification", adhere to the methods of combining key training with rotation training, systematic training with special training, medium-and long-term training with short-term training, centralized training with on-the-job self-study of cadres, and continuously expand the extension of internal training, external training and self-study of cadres; It is necessary to organize leading cadres and outstanding young and middle-aged cadres to participate in high-level training in a focused and planned way; It is necessary to integrate education and training into cadre training by means of attachment, dispatch, assignment and exchange, so that cadres can enrich their experience and increase their talents through practice.

The second is to do a good job in the education and training of different types of cadres. For party and government cadres, efforts should be made to strengthen party spirit education, enhance ruling consciousness, improve ruling ability, and strive to cultivate a team of party and government cadres who are politically reliable, capable, excellent in style, trustworthy by the people and good at promoting scientific development; It is necessary to train professional and technical personnel in a planned way, in different fields, in different categories and at different levels, and strive to train a team of professional and technical personnel who are good at promoting theoretical innovation, scientific and technological innovation, cultural innovation and management innovation.

Third, do a good job in education and training in combination with the actual work of cadres. At present, it is necessary to closely combine the ongoing in-depth study and practice of Scientific Outlook on Development, put Scientific Outlook on Development in a prominent position, and carry out cadre education and training from the combination of theory and practice; It is necessary to focus on improving the scientific development ability of leading cadres, strengthen the research on major theoretical and practical issues, take the good experiences and practices created by cadres and the masses in practice as vivid teaching materials, and take studying and solving new situations and problems faced by reform, development and stability as an important course; Put party spirit education in a more prominent position, constantly strengthen the education of the party's loyalty to the people, conscientious work education, moral sentiment education and anti-corruption education, and urge leading cadres to earnestly "stress party spirit, value conduct and set an example"; According to the personalized and differentiated needs of cadres' all-round development and healthy growth, characteristic courses are developed in scientific decision-making, crisis handling, psychological adjustment, behavior training and media application. , further enrich the scientific literacy, humanistic literacy, information technology, official etiquette and other aspects, and comprehensively improve the comprehensive quality and working ability of cadres at all levels.

2. Strictly control the selection of cadres and further improve the competition mechanism.

In all the work of government agencies, we should correctly advocate the competition between people in morality, talent, diligence and performance, and carry out appraisal competitions. It is necessary to introduce a competition mechanism, encourage cadres to compete moderately and orderly, and strive for survival by performance and development by competition. Accurately grasp the principles and requirements of post exchange and competition, make overall arrangements for every link and step, such as scheme formulation, democratic evaluation, democratic recommendation and organization inspection, and carefully organize to ensure the healthy and orderly development of the work.

The selection of cadres should pay attention to the following four aspects: First, ideological and political. Strict ideological and political checks to ensure a firm political stance, excellent moral style, remarkable achievements in production, and good ideological style, work style and life style. The second is education. When selecting and appointing cadres, we should ensure good academic performance, resolutely refuse to hire those whose academic performance is not up to standard without special circumstances, and introduce professionals such as management, management, law and secretarial as needed. The third is experience and ability. On the one hand, we should take into account that young people are active in thinking, brave in innovation and strong, while old people have rich experience. On the other hand, young people have little social experience, while old people are old-fashioned, lacking in innovation ability and energy. The fourth is assessment publicity. According to the procedure, all aspects of the assessment will be strictly carried out. After passing the examination, it will be publicized and recognized by the broad masses of cadres and masses. In addition, when selecting and appointing cadres, we should try to avoid the emergence of "airborne troops", which will not only be detrimental to the internal harmony of the organs, but also greatly dampen the enthusiasm of young cadres and have a negative impact.

(4) Pay attention to performance supervision and assessment, and improve the system of rewards and punishments for cadres.

We should combine material incentives with spiritual incentives to fully mobilize the enthusiasm and creativity of cadres. Grass-roots cadres in the front line of production, shoulder heavy tasks, face many contradictions, and take care of the details, which is very hard. Therefore, material incentives and spiritual incentives are indispensable, promote each other and take sides, and the effect will be greatly reduced.

On the one hand, strengthen the supervision of cadres and implement performance appraisal. It is necessary to strictly manage requirements, take effective measures, establish a superior supervision and restraint system, highlight superior restraint, establish a scientific performance reward system and a regular appraisal system, improve the social appraisal system, strengthen public opinion restraint, implement a regular self-inspection and rectification system, and highlight self-restraint. Using quantitative indicators to comprehensively analyze and measure cadres' morality, ability, diligence and performance, multi-angle and multi-level assessment, taking sub-item evaluation first, comprehensive evaluation later, and finally rating, so that the assessment results are concise and sensible.

On the other hand, establish positive and negative models and strictly reward and punish. Set up advanced models and implement example encouragement. We should always pay attention to cultivating and establishing advanced models with the characteristics of the times, adopt various forms to publicize advanced deeds and work spirit, and use typical guidance and advanced guidance to let everyone learn from examples, catch up with pacesetters, and inspire everyone's enterprising spirit and sense of honor. For those cadres who have worked at the grassroots level for a long time, who are fair and decent, work hard and have outstanding achievements, we should realize reuse and promotion, solve the problem of political growth of grassroots cadres, and let grassroots cadres feel that their work has made progress. Effectively use negative examples and implement disciplinary incentives. While carrying out positive incentives, we should also pay attention to grasping negative examples and implementing disciplinary incentives. That is, the staff who are content with the status quo, do nothing and violate the law and discipline must be punished. Disciplinary measures include giving party discipline, political discipline, demotion and salary reduction, elimination from last place, and being laid off. In addition, for those who are not suitable for office work, they can also have reasonable exchanges and make appropriate adjustments to give full play to their own specialties.

In addition, in the annual cadre adjustment, all units can take out certain leadership positions and compete for posts among grassroots cadres. Adhere to the combination of reserves, eliminate hidden steps in the appointment of grassroots cadres, and timely select reserve grassroots cadres with outstanding performance to directly serve as substantive leading cadres.

For example, enterprises publicly praise and issue certificates to cadres, which enhances their sense of honor, makes cadres have the desire for promotion or salary increase, and greatly stimulates their enthusiasm and creativity. But if the enterprise does not take the next step, this kind of spiritual encouragement will soon disappear slowly. Therefore, spiritual incentives need material incentives to consolidate and strengthen. A good leader should know how to stimulate the potential of cadres, let cadres realize their own value and motivate themselves to make continuous progress. This requires leaders to base themselves on the needs of cadres, understand their practical difficulties, meet their needs appropriately according to the situation, and stimulate their sense of belonging in order to achieve the incentive effect.

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