A few days ago, Jinan relied on the resources of the government cloud platform to build a civil servant's usual assessment management information system, which was piloted in six units including Jinan Customs and Jinan Development and Reform Commission.
As the basic link in the construction of civil servants' team, civil servants' assessment is of great significance to correctly evaluate the performance of civil servants' ability and political integrity, promote diligence and integrity, and build a high-quality ruling backbone team. This time, Jinan pilot launched the civil servant's usual assessment management information system, moved to the "cloud", and fully applied information technology to the civil servant's assessment management, which not only replaced the complicated paper work, but also made full use of the functions of big data processing, storage and query, and integrated the fragmented records, making the usual assessment easier and more convenient to operate, effectively realizing the refined, professional and networked management of the assessment work, improving the efficiency of the usual assessment work and reducing the administrative operation cost.
In fact, the assessment of civil servants is a very complicated work, with a wide range of contents, scope and radiation, and it is inevitable that some specific problems will arise. At present, the evaluation index system of civil servants in some areas is unscientific, not targeted, the evaluation content is empty and abstract, it is difficult to evaluate, and it is a mere formality in work. Some assessment mechanisms are single, and assessment indicators are not set according to the actual situation of specific posts and units, and key indicators do not highlight key and difficult work, resulting in similar assessment indicators and lack of scientificity and feasibility, which affects the fairness, objectivity and accuracy of assessment; The usual assessment is somewhat imperfect, and the usual performance of civil servants is not included in the annual assessment. It is obviously not authoritative to rely solely on the year-end assessment. These have greatly affected the construction of civil servants.
Fortunately, relying on the resources of the government cloud platform, Jinan has set up a management information system for civil servants' peacetime assessment, and used the cloud platform to complete the work of civil servants' peacetime assessment records to help "remember". Moreover, after the authorization of the system, departments and staff at the same level can also check each other's assessment information, and leaders can also browse, like and make comments on the pages of ordinary civil servants at the grassroots level, which has changed the previous practice of writing comments and scoring directly based on subjective impressions. Avoiding "human contacts" not only makes communication between superiors and subordinates more convenient, but also makes the assessment of civil servants more fair, just and open. Through horizontal comparison and top-down supervision, we urge employees to complete their work plans and form an atmosphere of catching up with learning. This further reduces the space for civil servants to be "lazy", inaction and slow, so that "doing nothing for the official" has nothing to hide.
The author believes that this time, relying on the resources of the government cloud platform, Jinan will build a civil servant's usual assessment management information system, use "big data" to help civil servants assess, make full use of modern information technology, turn temporary assessment work into daily work, refine reference elements, establish a scientific civil servant assessment system, and promote civil servants to enhance service awareness, improve administrative ability and standardize service behavior.
In fact, the online assessment of civil servants has caught up with the "east wind" of big data, and it is a great innovation to bring the assessment of civil servants into the information track. But at the same time, we should also see that the evaluation results have come out and must not be "shown" and become a mere formality. It is necessary to establish an implementation mechanism, cash the assessment results in time, apply the assessment results to all aspects of civil servant management, such as rewards and punishments, training, communication and promotion, combine the assessment results with administrative accountability, affirm the advantages, point out the shortcomings, check and fill the gaps, arrange training, rotation training and attachment training in a targeted manner, and constantly recharge their batteries to replenish energy and fuel for themselves. Through objective, fair and impartial assessment, we can find talents, eliminate mediocre people, improve working methods, optimize personnel allocation, improve work efficiency, ensure that civil servants who are young and have both ability and political integrity can be retained and promoted, and incompetent civil servants can be exempted or retired, leading a clean and honest employment orientation and ensuring the benign operation of civil servants.
The above is what Bian Xiao shared for you about using "big data" to run the civil service appraisal. For more information, you can pay attention to the global ivy and share more dry goods.