China organized personnel newspaper: how to solve the "recruitment difficulty" of grass-roots organs

Strengthen the recruitment of grassroots civil servants, so that outstanding talents can go down. Take measures such as relaxing qualification conditions, strict minimum service years, and encouraging local people to apply for exams to guide fresh graduates to take root at the grassroots level. Except for special posts, institutions at or above the municipal level employ grassroots work experience personnel with more than two years.

When recruiting students, we should increase the targeted recruitment of people with grassroots work experience and let local talents stay here. Provide more grass-roots posts, mainly for young, highly educated college student village officials, three-support and one-support staff and outstanding village party secretaries in the region. Establish a long-term mechanism for the normalization of open selection of grassroots civil servants, so that grassroots civil servants can move. Create a good environment for selecting and employing people and opportunities for self-improvement for the healthy growth and long-term development of grass-roots civil servants, and form a virtuous circle in which new civil servants come to the grass-roots level and superior civil servants come from the grass-roots level.

The organization department of Huaiyin District Committee of Huai 'an City, Jiangsu Province tilted the superior resources to the grassroots level.

First of all, we need to recruit excellent civil servants. For example, in the annual civil service examination, some central, provincial and municipal government positions have set the threshold for grassroots work experience. For grass-roots staff, it is necessary to relax the professional and age restrictions. Grassroots organs can recruit cadres more for outstanding village (neighborhood) cadres and outstanding rural party member. Secondly, in the selection mechanism of civil servants, grassroots work experience personnel should be given priority to ensure that those who have the ability to work at the grass-roots level can get fair and just competition opportunities. Thirdly, we should tilt some preferential policies and superior resources to the grassroots, create a good working and living environment for grassroots staff, and form a good situation in which they voluntarily work in grassroots organs and are willing to stay in grassroots organs.

The soft environment for the growth of Dylan Chen, the government of Quantang Town, Xiangxiang City, Hunan Province, is the key to optimize the growth environment of grass-roots civil servants.

The poor growth environment of grass-roots talents is the main reason that restricts the difficulty of recruiting and retaining people in grass-roots organs. Among them, there are some factors such as random and extensive management and seniority in different degrees. Only planting buttonwood trees can attract golden phoenix. For the grassroots, civil servants are the main part of the party and government talent team. A competitive and orderly selection and employment environment is an essential element to attract and recruit talents and stimulate the vitality of human resources. Therefore, the author suggests optimizing the growth environment of grass-roots civil servants, formulating the development plan of grass-roots civil servants, perfecting the training system of grass-roots civil servants, and building a platform for grass-roots civil servants to express their opinions, display their talents, grow and progress.

The Organization Department of Gaomi Municipal Committee of Shandong Province pays more attention to and cultivates constant sound transmission.

To solve the problem of difficulty in recruiting and retaining people in grass-roots organs, the author thinks that we can start with software and retain people with good organizational culture. Establish and improve the responsibility system for work and life care. Establish a heart-to-heart mechanism between leaders and colleagues and newly recruited civil servants. We should always talk with new civil servants and ask them more about their work and life, so that new civil servants can have a sense of belonging, have no worries and work at the grassroots level with peace of mind. Guide and train them politically. Provide a broad space and platform for newly registered civil servants to play their talents, pay attention to directional training, further examine their work level through various forms such as attachment and secondment, and promote them to more suitable leadership positions in time.

Zhang Hongbing C of Yunxi County Administration for Industry and Commerce, Hubei Province has only a rising channel, which is not enough to establish an incentive mechanism to encourage the grassroots.

I heard the feeling of grassroots leaders: the college student village officials or mature young cadres who were finally recruited resigned or left the exam a few years later because of poor treatment and hard work at the grassroots level. Villages and towns seem to be experimental fields for novices to get on the road. In order to break the deadlock that it is difficult for grass-roots organs to recruit and retain people, the author thinks that it is not enough to only have an upward channel. It is necessary to change the ecological environment of grass-roots organs' work, better and more accurately reflect the life value of grass-roots staff from the spiritual level to the material level, and let them have the source power of hard work, dedication and taking root at the grass-roots level. Establish an incentive mechanism to encourage taking root at the grassroots level. Break through the ceiling of promotion, innovate the assessment and incentive mechanism, and let a group of outstanding talents who take root at the grassroots level achieve institutionalized promotion and salary increase after working for a certain number of years. After several years, even if you have been doing the same work, your income can reach a certain level of leading cadres. At the same time, in terms of welfare benefits, try to tilt jobs to backward and remote areas. Only in this way can grass-roots civil servants no longer be official-oriented, truly settle down and be willing to take root at the grassroots level. While attracting talents to the grassroots, we should establish a smooth inflow and outflow mechanism, eliminate mediocre, lazy and scattered personnel, break the iron rice bowl, and form a sense of competition and crisis in which everyone is willing to work, everyone strives for the advanced and everyone strives for the backward.

Investigation on Weekly Difference of Organization Department of Yubei District Committee in Chongqing

The main reason why it is difficult for grass-roots organs to recruit people is that the grass-roots work is trivial and complicated, the conditions are difficult and the treatment is low. Therefore, the author suggests the implementation of differentiated performance. Tian Yang has tried out this policy and achieved certain results. According to the working conditions of township cadres and the severity of the natural environment, different special performance incentive bases are set. The more remote the geographical location, the more difficult the working conditions, the higher the base, and vice versa. At the same time, strengthen the training of grass-roots civil servants, training more than twice a year, and introduce the regulation that newly hired civil servants must work at the grass-roots level for more than three years before they can adjust their posts, which overcomes the randomness of the work arrangements of grass-roots staff to some extent. Mo Youhe, Organization Department of Tian Yang County Committee, Guangxi