"The way to govern is not before employing people." The key to the growth and cultivation of good cadres is to use them. If you don't use it, or use it badly, there will be no good cadres in the end.
To employ people correctly, we should use cadres scientifically and rationally, recommend talents in an eclectic way, and teach students in accordance with their aptitude. Only in this way can good cadres emerge continuously and their intelligence and wisdom can be fully released.
1. Use it in time to prevent seniority.
The growth and progress of cadres has its own specific laws, and the training and use of cadres also has a strong timeliness. We should make good use of cadres in the golden age, give full play to their talents and maximize their talents.
However, in the process of promoting and using cadres in some places, it is often just a question of seniority, seniority and balanced care, not who is better and who is more suitable; Some places think that young cadres are young, junior, "hairless and unreliable" and are unwilling to provide young cadres with promotion opportunities.
"To some extent,' seniority' reflects the relationship between tenure and work experience, and the necessary steps and qualifications are also necessary conditions for accumulating work experience, which is reasonable. However, if cadres are promoted and used regardless of their quality and ability, they will be discouraged by' seniority', and everyone is rushing. " Liu Jiaoshou, deputy director of the Research Center for Examination and Evaluation of Leading Cadres of the National School of Administration, said.
The Outline of the National Medium-and Long-Term Talent Development Plan (20 10-2020) emphasizes: "Pay attention to the cultivation of compound talents, and get rid of the concept of seniority and egoism." Zhou Xinmin, executive director of the China Leadership Science Research Association, believes that from the perspective of the long-term development of the cause of the party and the country, we should boldly select some young cadres who have been honed in a difficult environment and proved to be excellent in practice and have good training prospects.
Breaking the seniority theory is not blindly pursuing the rejuvenation of cadres. The use of cadres in the later period may lead to "Feng Tang is easy to get old and Li Guang is difficult to seal"; However, cadres use it early, and although they are passionate, they lack the necessary experience to perform their duties and positions, which is difficult to motivate and ultimately is not conducive to the growth and progress of cadres.
Scientific use of cadres should pay attention to the "golden period" of ability and rationally use cadres of different ages. Liu believes that young cadres who are growing up should be more "young", dare to give them a burden and arrange them to exercise in a planned way; For young cadres who are truly talented and mature early, we should dare to use them in an eclectic way and not be timid. However, they must abide by the relevant regulations and procedures for promotion, and at the same time make strict and detailed regulations on abnormal conditions to prevent them from doing "out of line" things in the name of "abnormal"; For mature cadres, we should give full play to their corresponding post functions, mobilize the enthusiasm of cadres of all ages, and maximize their work potential.
Use its advantages to make people fit for the post.
A study by Harvard University in the United States shows that without rational use and effective incentives, the development benefit of talents can only be 20%-30%, but scientific rational use and good incentives will be 80%-90%, which reflects the importance of scientific and rational use of talents from one side.
The key to the growth and cultivation of good cadres is to use them. If you don't use it, or use it badly, there will be no good cadres in the end. "A good horse can take risks, and ploughing is not as good as cattle. A strong car can carry heavy loads, and crossing the river is not as good as a boat. " Knowing people, knowing people better and making good use of them. Who to use, in what position, we must proceed from the needs of the work, select people according to their needs, and make people and posts suitable, otherwise it will only lead to insufficient efforts of cadres themselves, and there are still many problems, which will make it difficult to open up the situation.
In recent years, Shanxi has made a useful exploration in the adaptation of people to posts. 20 1 1, Shanxi regards experience performance evaluation as an important part of public election, and is given the greatest weight, accounting for 40% of the total test score. It is the first time in China that the evaluation of experience performance is an important part of public election. The evaluation of experience and performance emphasizes "what you have learned, what you have managed, what you have done and what you have achieved", quantifies the experience, work experience, education and training and work performance of cadres, and evaluates the degree of matching with the positions you apply for.
Zhang Xiaoyong, director of the applied law department of Beijing Vocational College of Political Science and Law, was appointed as the vice president of Datong University in Shanxi after winning the Shanxi public election in that year, and soon completed the role transformation. The reason why Zhang Xiaoyong can adapt to the new role so smoothly is precisely because the evaluation of experience and performance is regarded as a hard indicator in this public election.
"From the perspective of the selection and appointment of cadres, some assessment indicators are the same, which is a * * * requirement for leading cadres. However, it must also be noted that each specific post has different emphasis on cadres. Some positions emphasize the decision-making ability of cadres, and some positions pay more attention to the execution of cadres. " Liu said, "In addition, each cadre's work experience, education, personality characteristics and work expertise are different. Short and long. The same person is a talent in a certain position and may not play the same role in another position. "
In reality, the types of good cadres are really different: some cadres are brave in reform and innovation, looking for a breakthrough in reform; Some cadres might as well do their work in a down-to-earth manner and do all the work well; Some cadres are good at commanding the overall situation and coordinating various affairs; Some cadres are good at doing specific business, and strive for perfection in this respect ... Different types of cadres are suitable for different positions. Dislocation of cadres, small waste, big delay in career. Therefore, while establishing talent awareness, we should also do a good job in the evaluation and assessment of cadres, so that good cadres can adapt to their posts and make the best use of their talents.
Appointing people on their merits is not only for relatives, but also for benefits.
In some places, whether a cadre is good or not, the masses have a public opinion, practice is compared, and leading cadres know well, but in the specific employment, the results are far from the needs of the cause and the expectations of the masses. Among them, the selfish distractions of some leading cadres are "network of relationships" and "hidden rules". It is these unhealthy factors that have played a role, and the principle of "appointing people on their merits" has been put aside, and problems such as cronyism and cronyism have occurred from time to time.
Jiang, known by netizens as "following his father's footsteps", was appointed as the deputy magistrate of Jiedong County, Guangdong Province, at the age of 27. In the same month, his father, Jiang Jun, then the deputy magistrate of Jiedong County, was transferred to the vice chairman of CPPCC in this county. After investigation, Jiang's promotion did not conform to the regulations, and his appointment decision to be deputy head of Jiedong County and deputy head of Jiedong District (Jiedong was removed from the county on 20 13) was revoked.
Similarly, Wang Xi, whose education has not been certified by the state, was nicknamed "Xiangtan Goddess" by netizens, and was also illegally transferred to the Development and Reform Bureau of Yuetang District of Xiangtan City as the deputy director. After investigation, Wang Xi's father, Wang Dawu, was confirmed as the director of the major project office of Xiangtan Development and Reform Commission. Wang Dawu was subsequently dismissed, and Wang Xi's appointment decision was revoked.
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In fact, the "Regulations on the Selection and Appointment of Cadres" has clearly stipulated that "it is forbidden to ask for credit for one's spouse, children and other relatives, or to instruct secretaries and other staff around him to promote their posts", and "it is forbidden to engage in cronyism, cronyism, graft, and take revenge" ...
"The key to the problem is implementation." Zhou Xinmin said that the failure to effectively implement the existing system is the root cause of frequent violations.
At present, the Central Leading Group for Inspection Work has been stationed in some regions and units across the country to carry out inspections. In selecting and employing people, it is important to check whether there are unhealthy practices and corrupt behaviors such as buying and selling officials, canvassing and bribing elections, and promoting cadres in violation of regulations.
"It's not that we can't promote the so-called' official second generation' and' rich second generation'. If they really have both ability and political integrity, they can't avoid hatred when they are promoted externally, and they can't keep their relatives when they are promoted internally, but the promotion must conform to the procedures, be open and transparent, and stand the test. " Liu believes that if people with average moral integrity and opportunism are repeatedly promoted and reused, but cadres who are hard-working and don't want to run have fewer opportunities for progress, which not only violates relevant regulations, but also makes cadres and the masses have opinions and "cools people's hearts."
Yang Shanzhou, Li Linsen and other good cadres have set a good example for leading cadres.
Yang Shanzhou, then the "peasant secretary" of Baoshan District Committee of Yunnan Province, had several secretaries and had a good relationship with them, but he never used his power to promote any one; On the other hand, he boldly promoted many capable cadres who had nothing to do with him. It is Yang Shanzhou that makes a large number of young cadres stand out and become the effective force of local construction.
"Organization department is a ladder! The direction is crucial. " This is the principle that Li Linsen, then member of the Standing Committee of Wanyuan Municipal Committee of Dazhou, Sichuan, believed in. Someone once sent a bag of cash to Li Linsen, hoping that he could "take care of" when transferring cadres. Li Linsen's response is: "Money, I won't want it; Things, according to the policy. Organizers don't look at more money and less money! " With this guidance, the cadres and the masses will naturally be convinced.
Meritocracy, nepotism and nepotism are the bottom line of honesty and integrity that should be adhered to in selecting and employing people. Zhou Xinmin believes that in the selection and appointment of cadres, it is necessary to adhere to the use of cadres on the basis of performance, so that those who can do things have opportunities and those who can do things have a stage, so that honest people will not suffer losses and speculators will not benefit.