First, the difference between full-time players and active servicemen.
(A) different management standards. Active duty officers and soldiers are generally managed according to regulations, while full-time firefighters are contracted, and corresponding management regulations are generally issued in various places. Management regulations are generally based on the labor law and combined with the actual situation of the army. The management system of most full-time firefighters is similar to that of the army, such as requiring full-time firefighters to exercise and train every day. However, in the specific operation process, there are differences between the management methods of active officers and soldiers and full-time firefighters. For example, in marriage and love, leave to visit relatives and so on. Active servicemen are strictly in accordance with the regulations, while full-time players are in accordance with the labor contract. The troops cannot strictly restrain marriage and love.
(2) Different welfare benefits. Full-time firefighters live in the army 24 hours a day, shouldering the task of combat readiness and fire fighting and rescue. Compared with other positions, their wages and welfare benefits are lower, while the wages of active squadron cadres and non-commissioned officers are relatively higher than those of full-time firefighters. Some full-time firefighters have a certain psychological comparison with them. At the same time, full-time firefighters' participation in training and duty is easy to cause some injuries, the troops have no special funds, and the personal medical insurance of full-time firefighters is difficult to meet the needs. In addition, in some matters related to personal interests, such as joining the army, joining the party, learning skills, etc., only active firefighters are considered. A long time will inevitably lead to the unequal psychology of full-time firefighters. As an active force, the fire fighting forces have invisibly caused the self-identity and superiority of active cadres and soldiers, and also produced unequal psychology for full-time firefighters, which has affected the normal work of the troops.
(3) Different team qualities. Compared with the officers and men in active service, the ideological consciousness, cultural quality and physical quality of full-time firefighters are generally not high. Full-time firefighters generally have some ideological problems, such as fear of hardships and difficulties in training and work, boredom with ideological and political education, and lack of political progress. Full-time firefighters have poor physical fitness, poor professional skills and lack of fighting spirit. There is still a certain gap between them and the officers and men in active service in military and political quality, so it is difficult for them to play their due role in accident handling.
(4) Full-time firefighters are highly mobile. At present, the serious problem of the loss of full-time firefighters is very obvious. There are many main reasons, such as long working hours, high work intensity and low welfare benefits. Here, the author investigates the motivation of full-time firefighters to join the team. The motivation of full-time firefighters to join the team is different: some work in the fire brigade to solve the employment problem. Among these players, they are basically satisfied with the current treatment. They want to exercise themselves in the fire brigade, but they are worried about the future. Considering how to find a way out after the contract expires, most full-time firefighters regard fire fighting as a temporary way of employment. Some people use the fire brigade as a springboard. Most of these players just graduated from school, young and inexperienced. Especially in the current difficult employment situation, they have a clear attitude towards working in the fire brigade and regard the working hours of the army as a transitional period. Once there is a good opportunity and a more suitable job, they will immediately cancel the contract and leave. Some are under pressure from their parents. These people have good family conditions and were unemployed at home before joining the team. Their parents were worried that they would not study well in society and sent them to the army. Because they can't stand the discipline and strict management of the troops, they leave and stay at will, which affects the normal duty preparation and the security and stability of the troops to a certain extent.
Second, the reasons for the differences
(A) Full-time firefighters' social recognition is not high. Due to the lack of unified legal provisions and policy guidance, there are many puzzles in how to treat and build this team, whether it is the government, the employer, the society or the signing players themselves, resulting in an embarrassing situation of low social recognition, low personal development expectations and low corresponding treatment guarantee. The first is the embarrassment faced by the government. Due to the lack of legal definition of identity, full-time firefighters are often managed and used as "temporary workers". Even if some counties incorporate full-time firefighters into government undertakings, there are still problems of low rank and no room for improvement. The second is the embarrassment faced by employers. The fire department only establishes a labor contract relationship with full-time firefighters according to the labor law and contract law, so the management and use are difficult to be consistent with the reality that the troops are on duty 24 hours a day, and the relevant treatment and protection can't keep up. The third is the embarrassment faced by full-time firefighters themselves. At present, most of the service agreements between each brigade and some full-time firefighters are signed every three years. Most full-time firefighters eat a "youth meal". Once the fire department no longer uses them, the problem of re-employment has become their biggest worry. Their own development prospects are uncertain, which makes them only regard the fire fighting profession as a means of making a living and an expedient measure during their service in the fire department, lacking long-term thinking, sense of honor and mission, which affects their work.
(2) The political and economic benefits of full-time firefighters are relatively low. At present, the average annual income of full-time firefighters recruited and used in our city is low. Their current economic income is obviously not commensurate with the heavy tasks they undertake. In terms of political treatment, because of their non-active status, they have no chance to get meritorious service, promotion and take exams, and they have no sense of belonging to the army, which affects their enthusiasm for work. On the issue of medical security and social pension, although we have handled medical insurance and industrial injury insurance for them, it is still incomplete. These differences greatly affect the work enthusiasm and overall morale of full-time firefighters.
(C) The competitive incentive mechanism of full-time fire brigade is not perfect. At present, although the detachment has taken measures such as performance appraisal to manage full-time firefighters, it has not yet established a set of perfect competitive incentive mechanisms such as management, employment, assessment, rewards and punishments, dismissal, etc. It is linked to the assessment results, but in fact, as long as there are no big mistakes during the work, even if there are some mistakes, the salary is not much different. At the same time, active firefighters can be promoted and promoted on time because of their outstanding performance, but full-time firefighters can't be promoted to the next level or the next level no matter how outstanding their work is. Under such a management mode, they will only think that "doing more and doing less, doing good and doing bad" and will not realize the sense of crisis of survival of the fittest. There is an idea that it is just passable. Don't work too hard. The whole team will lack excellent competition and positive spirit.
(4) The quality of the players themselves is still lacking. Although most full-time firefighters have received intensive training and professional skills training from the fire brigade, most of them are "amateurs" in fire fighting business, and they don't know much about it. At the same time, although they have received pre-job training, there is still a certain gap in military quality and political quality, especially the lack of resolute work style.
Third, pay special attention to the countermeasures of full-time fire brigade and personnel management
(1) Establish a scientific and long-term management system. Fire fighting profession is one of the most risky occupations, and the personnel engaged in this profession should be highly affirmed and recognized from the system. The public security fire department should ask the government to strengthen legislation, clarify the requirements of team building standards, staffing, funding guarantee, operation management, etc., and bring them into the legal management track, establish a long-term mechanism for the stable development of full-time fire teams, and do things in strict accordance with the rules. Starting with personnel recruitment, we should unify standards, broaden channels, standardize selection procedures, and select the best candidates; Establish a perfect vocational training system to improve professional quality; And adjust the level and treatment appropriately to form a virtuous circle of competitive incentive mechanism.
(two) strict management, strengthen business guidance. First of all, we should constantly strengthen ideological and political education, improve our sense of purpose and service, plan, arrange, educate and study ideological and political work with the active fire brigade, so as to ensure that time is not short, content is not leaking, and standards are not lowered, and lay a solid ideological foundation for full-time firefighters through strong ideological and political work. Secondly, we should be strict in style and discipline. Timely carry out rectification activities of work style and discipline education, enhance the concept of law and discipline, sense of responsibility, and standardize the order of duty, internship, work and study. By rewarding diligence and punishing laziness, rewarding Excellence and punishing inferiority, we will resolutely correct the phenomenon of looseness, dispersion and chaos in the ranks and put an end to violations of discipline and law. Third, the active fire brigade should strengthen the professional training guidance for the full-time fire brigade, organize regular business competitions and carry out joint drills. All levels of the detachment will strengthen the professional guidance for full-time team members to carry out fire hazard investigation and rectification, patrol and fire safety publicity, and give full play to the role of this team.
(C) people-oriented, optimize the working environment. First, we should properly handle the issue of wages and benefits. Poor pay is an important reason why full-time players are passive and unenthusiastic, and improving wages and benefits is an effective way to solve this problem. The public security fire department should actively ask the government to increase the wages and benefits of full-time firefighters every year in a planned way, do a good job in welfare protection, relieve the worries of full-time players, and actively create an environment where people can stay. Second, it is necessary to carry out cultural and recreational activities and constantly enrich the amateur life of full-time players; Improve living and office conditions and create a good working environment.