Make up for the missing part.

"Wang Lianchang asked to change careers!" This is a news that happened in a certain regiment of this group army last March.

Because of his inexperience in leading troops, Wang Lianchang had problems one after another. In desperation, he wrote a report to the head of the team and asked for a career change. Coincidentally. The deputy battalion commander of a regiment was given an administrative warning because of unclear command procedures when organizing the live ammunition shooting of recruits' light weapons.

In the investigation, the group army working group learned that the problems that lack professional knowledge and want to do are representative among grassroots cadres. According to the analysis of the "one class" of the Party Committee, the incompatibility between the ability and quality and the post requirements is the key to the grass-roots cadres' request for career change and problems. Based on this situation, they even played three moves:

Build a talent ladder. They adopt the way of "living in the battalion company and training in the brigade", and divide the system according to departments, and guide the brigade to do a good job in on-the-job training of grassroots cadres in stages and batches according to the principles of small concentration, regularization and diversification, so as to ensure that grassroots cadres are trained in rotation once a year. In the training of new cadres, the members of the brigade party Committee adopted the method of "helping the construction" to guide the new cadres face to face to "play the first three feet well", help them get on the horse and send them a ride; In the training of college students' cadres, we should follow the principle of "being a soldier for one month, being a monitor for one month, and training for another month" to help them improve their first-time job ability.

Make up for the deficiency. Based on the principle of supplementing what is lacking and practicing what is weak, they strive to improve the ability of grassroots cadres to control troops, organize training and grasp implementation.

Bridge between heart and heart. The group army actively adapts to the new situation that the number and frequency of training in military academies and universities have gradually increased in recent years, insists on sending students' indicators to the grassroots, leans towards outstanding young deputies and equipment and technical support cadres with development potential, and makes full use of the advantages of colleges and universities to reserve development potential for grassroots cadres. For those who have good comprehensive quality and outstanding academic performance, they should be promoted by the school and reserved posts, properly arranged and given priority.

Wang Lianchang, who once made a "career change report" to the regiment, now makes the company "croak". At the end of last year, his company was commended by superiors as an advanced unit in grassroots construction.

Management does not leave blank spots

There is a cadre in a regiment who is recognized as a "reassuring cadre" in the camp. But on a vacation, because my friend was careless, I did something that made the leader "uneasy". The leaders of the group army feel that grassroots cadres at all levels are not lacking in education. Why are there loopholes? The problem lies in the lack of a long-term mechanism to strengthen the construction of grassroots cadres and relax the education management of "assured cadres".

In order to correct this problem, the main leaders of the group army spent more than 30 days conducting a comprehensive investigation on thousands of grassroots cadres from five aspects: ideological education, organization and management, training and improvement, care and care, and assessment and appointment. On this basis, the Group Army issued five normative documents, such as Opinions on Further Strengthening the Construction of Grass-roots Cadres and Detailed Rules for the Education and Management of Grass-roots Cadres, which clearly defined the specific responsibilities of party committees and organs at all levels in grasping the construction of cadres, further rationalized the "integrated" relationship, and effectively achieved the deployment of work, the application of strength and the "one chess game" to solve problems.

The group army also moved forward the discipline supervision barrier by means of unannounced visits and surprise inspections, requiring brigade leaders to know the number of cadres in their own units, know where everyone is, what they are doing, when they will come back, know their actual performance abroad, and know the main problems and difficulties that need to be solved.

"There is no trivial matter in front of the regulations, and the implementation of the' iron law' is not discussed." Last year, the Party Committee of the Group Army seriously investigated and dealt with the problems of many people taking extra leave and individual demobilized cadres not leaving the team on time.

Let the flying "kite" keep going. In the past, cadres who went abroad for study and training were a difficult point in military management. In recent years, the group army has adopted a new method: using holidays to recall people who have gone abroad to study or train, and all brigades and regiments focus on special education and heart-to-heart, so as to know their thoughts and learning situation in time, help them solve problems, and grasp the initiative of grassroots cadres' management education.

Pay attention to winning and using talents

Once, a regiment conducted a live-fire drill. A battalion commander who is good at managing and leading troops at ordinary times has made a fool of himself in the pull of troops: he is not proficient in equipment technology, is not familiar with command procedures, and has poor coordination ability with neighboring troops. The drill failed as a result.

The problems exposed in the drill made the "team members" of the Party Committee of the Group Army reflect: to train and appoint cadres, we should change from being accustomed to using "management-oriented" cadres to focusing on winning.

In March last year, the post of deputy chief of staff of an anti-aircraft artillery brigade was vacant, and many people stared at this position. The Party Committee of the Group Army took a fancy to Chen, the battalion commander of the sixth battalion of the brigade. Chen has a comprehensive quality, and his battalion has been commended by his superiors as "advanced battalion for grass-roots construction" and "first-class unit for military training" for two consecutive years. Instructor Chen He was also praised by his superiors as "a pair of good officials" and won the third class merit. Some people think that Chen has only been in the post of battalion commander for more than two years, and it is not too much to mention it too quickly. However, the Party Committee insisted on using the standard of "winning" to appoint cadres and promoted Chen as the deputy chief of staff of the brigade.

In training and appointing cadres, the "first class" of the Party Committee of the Group Army insists on "not looking at relationships, looking at achievements, looking at strength, not looking at diplomas, looking at grades", insisting on fairness and justice, and appointing people on their merits. Before selecting and appointing cadres every year, the deputy secretary of the Party Committee of the Group Army personally takes the lead, and selects "elite soldiers and strong generals" from the organs to form a joint investigation team, and conducts a "joint examination and joint investigation" on cadres recommended by the grassroots around five aspects: morality, ability, diligence, performance and physical fitness. In order to test the fairness and justice of the "joint examination", after the primary units reported the pre-selected objects, the Party Committee of the Group Army sent people to kill the "returning carbine", that is, organized a joint inspection team to return to the primary units to conduct a "joint investigation" on the pre-selected objects one by one, and took the methods of unannounced visits, individual conversations, mass reconsideration, follow-up inspection, etc. to check whether the leading organs violated the rules, whether the selected objects had any relationship, and whether the scores of the evaluated objects were moisture.

Over the past two years, this group army has successively promoted more than 50 outstanding grassroots cadres under the age of 32 to the leadership positions of the group, and the masses are generally satisfied. ?

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These are just theories! !

The key is you! !

Your personality is more cheerful! Stomach function is a little weak! I haven't slept well recently! Hypotension! Tall!

You are smart and capable! Not very professional! Act arbitrarily! No big picture! Not bad popularity! Poor control! !