As we all know, the key to any work is people, and archival work is no exception. Under the new situation of deepening reform, how to build a team of archives cadres who are loyal to the party, outstanding in ability, deep in people's feelings and full of vitality is of great practical value and historical significance for promoting the deepening reform and scientific development of archives. In this sense, it is very important to make every archivist's profession develop. However, the professional level of county-level archivists is not optimistic.

First, what is the current situation of county-level file managers?

Take Dazhu County as an example. The county archives has 12 people, but there are 1 1 people. Among them, there are 2 people aged 50 and above, 6 people aged 35-49 and 3 people aged 34 and below; Postgraduates 1, 4 universities, 3 junior colleges, and 3 secondary schools and below; There are 0 archives majors, 4 junior colleges, 5 secondary schools and 2 on-the-job training and education.

The development of archives must have a professional team with reasonable structure. Although the existing personnel actively undertake the basic functions of receiving, managing and serving, and the team maintains the subjective enthusiasm of performing their duties, they still face problems that cannot be ignored, such as insufficient staffing, inactive cadre exchange mechanism, relatively closed thinking and lagging professional development. Judging from the above data, the number of professionals is obviously insufficient, and the number of professionals in the county archives department has not really formed.

Second, what are the reasons that restrict the professional development of county-level file managers?

Talent is the key factor of career development, and archives department is no exception. High-quality professionals have become the fundamental driving force and decisive factor for the development of archives departments. Then, what are the reasons that restrict the county-level archivists from growing into high-quality professionals?

Objectively speaking, first, the establishment standards of file managers are not implemented enough, and there is a shortage of personnel, so that on-the-job personnel are often busy with their affairs and have no time to take care of their career development; Second, the social atmosphere of caring for and supporting archives is not strong. Many people think that archival work is not a front-line work, but a second-and third-line logistics work, which does not affect important indicators related to economic and social development and progress, and it is difficult to achieve quantitative assessment. There is no separate score in the comprehensive evaluation index system of superiors to subordinates, which is not so urgent and difficult and will not easily affect the overall situation of development and stability; Third, the structural support of professional talents is weak. From the point of view of the file system itself, there is no personnel structure planning that considers the long-term development of the file cause as a whole. In the past, there was an objective phenomenon of caring for people, and some people were treated in the archives department when they were old.

Subjectively speaking, some archivists have their own misunderstanding, which leads to muddling along without seeking perfection or even progress. Among these file managers, the main point is that the file department where they work is very ordinary, and no matter what they do, their performance will not be as outstanding as other departments; I also think that the technical content of archival work is not high, and ordinary people can do it. Of course, they can do it themselves, and there is no need to put forward higher and stricter requirements for themselves.

Third, the county-level archives management major should keep pace with the times?

With the popularization of computers and networks, file management has entered the information age. Archives work has a certain position in the national information system. Archives departments must keep pace with the national informatization construction. In order to implement the outline of informatization construction of the National Archives Bureau, county-level archives departments have also attached great importance to informatization construction in recent years, so archives managers should learn computer, information technology and e-government, electronic archives and electronic archives management. This part of the content fully meets the needs of the development of society and archives work.

With the development of society, archives work also develops. In order to adapt to the development of archival work and meet the actual needs of archival work, the National Archives Bureau issued relevant standards and regulations. These newly promulgated standards and regulations are not only the contents that were not included in the previous textbooks, but also the contents that must be observed or have guiding significance in the actual archival work. Therefore, archivists must learn and master the new standards and norms of archival work of the state and archival system in time.

In a word, the development of society and science and technology will inevitably affect and promote the development of archival work. Archivists should understand and understand the environment and various factors that affect the development of archival work, and also understand the development of archival work itself. Only in this way can we correctly grasp our own direction, improve our work, stimulate our conscious desire for learning, and truly keep pace with the times.

4. What are the career development paths of county-level archivists?

Objectively speaking, the archives department should establish a guarantee mechanism to promote learning and continuously improve its service ability. It is necessary to increase the input of time, funds and organizational strength, and gradually establish a guarantee mechanism to promote learning. Guide and encourage archivists to establish the awareness of lifelong learning, support participation in learning, integrating theory with practice and open and transparent learning and training activities, and constantly improve the ability of archivists to serve the overall situation and the masses. Second, we must establish a dynamic assessment mechanism to continuously improve our ability to perform our duties. Efforts should be made to establish a dynamic assessment mechanism that is conducive to archivists' entrepreneurship. Fully draw lessons from and absorb the practical experience of performance management of public administration in modern society, explore the assessment method that the annual performance target is determined independently and linked with the work budget expenditure, respect the proportionality between individual ability and target, and adjust the index between the previous year and the next year to avoid a single linear index model, strengthen the efficiency and rigidity of assessment, and enhance the approval and support of file managers for assessment behavior. Third, establish a caring mechanism and enhance professional determination. We must adhere to the people-oriented principle and constantly establish and improve the care and assistance mechanism.

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