A case study of seeking human resources selection or recruitment in public sector.

Committee A was established in June 2000, based on the merger of several functional departments. With the deepening of the reform of urban management system in a city, the scope and content of the functions of Committee A have changed greatly. With the adjustment of functions and offices, the human resource allocation needs of Committee A have also changed. On the one hand, "people follow things", according to the adjustment of functions, draw some people accordingly; On the other hand, the newly established office needs posts, and all the staff are not yet in place. The personnel department of Committee A is confused about the allocation of human resources: What kind of talents does Committee A need? How to acquire these talents?

Second, the project demand analysis

During the project negotiation, the project team of Gao Shuang Center learned that the main problems that Committee A needs to solve in this consultation are:

1. The current capacity and quality of the Committee;

2. What aspects of talents are lacking in the cadre team of Party A;

3. Ways and countermeasures to acquire needed talents.

The project team suggests starting with the functions of Committee A, analyzing and forecasting the current situation and future development needs of Committee A's human resources, and making a scientific and applicable human resources plan in line with the actual work of Committee A, so as to make the construction of cadres adapt to the work of Committee A..

After careful analysis and research, communication and consultation with the personnel department of Party A, the project team determined that this consulting project was to formulate the 20** -20** human resources plan of Party A.

Third, the project analysis

(A) In-depth analysis of project requirements

The project team once again communicated with the Personnel Department of Party A to understand the whole story of Party A's project requirements. The Personnel Department said that in recent years, the Committee believes that although the existing personnel have higher academic qualifications, judging from the situation reflected by the leaders of the Committee to various offices, the quality of the personnel team is still lacking. The director and deputy director added last year have not yet been elected. Due to the lack of talent pool in the Central Committee of the Communist Party of China, there are many vacancies in department-level leadership positions, three of which are currently held by the Central Committee of the Communist Party of China leaders.

Regarding the current personnel situation in the Committee, the personnel department of the Committee believes that the organizational adjustment in the city has objectively impacted the personnel work of the Committee in recent years. After the establishment of the new Committee in the city, relevant personnel will be transferred from the whole Committee system, including outstanding cadres in their prime of life, which is a "brain drain" for the Committee, and the functional scope and office settings of the Committee have been adjusted many times. On the other hand, Committee A is in the period of the transformation of government functions and the reform of urban management system, and it is urgent to re-examine the demand for human resources, systematically and comprehensively sort out the existing human resources management, and transform the traditional personnel management into modern human resources management. Facing the complicated personnel work, Party A hopes that the project team can provide concrete and operable measures and suggestions.

(B) the attempt of human resources planning of government agencies

As the basic method and technology of human resource management, human resource planning was first adopted by enterprises and then extended to the public sector. In China, the human resource planning of public sector is still in the exploratory stage. Because the functions of government agencies are stipulated in the "three-set" plan, and the corresponding staffing and leadership positions are allocated, personnel management is carried out in accordance with the national civil service law and relevant laws and regulations, and the environment, emphasis, application methods and means of human resource planning are different from those of enterprises.

Specifically, as a government department, firstly, the establishment and number of posts of Committee A have been relatively fixed, and the supplementary space of human resources is limited, so it is impossible for enterprises to put forward quantitative demand for human resources according to the development goals of products and services. Second, the salary of civil servants can not reflect the difference between ability and performance, and the material incentives are limited. Third, the current "export" of civil servants is not smooth, it is difficult to effectively carry out "survival of the fittest", and the pace of human resources renewal is slow. In addition, government departments are mostly engaged in research, coordination and service, and it is difficult to predict the demand for human resources by establishing econometric models. The existence of the above constraints is the biggest difficulty in formulating the human resource planning of this project.

(3) the focus of the project

The project team will focus on strict "entrance" management and stimulating internal vitality. In accordance with the Civil Service Law, policies and regulations on cadres and personnel, and relevant regulations, we will implement measures for the construction of cadres in the central and municipal committees and the reform of the cadre system, and do a good job in human resources planning in combination with the work functions of Party A and the actual work at present.

In terms of research ideas, the project team takes the construction of human resource management mechanism as a way to promote the innovation of human resource management mechanism, coordinate all aspects of human resource management, enhance the resultant force of various mechanisms, give full play to the normative and guiding role of the mechanism, and gradually improve the scientific, institutionalized and standardized level of Party A's cadre personnel management.

Fourth, the project implementation plan

(a) Revision and improvement of job descriptions.

Job analysis and job description are the basis of human resource management activities. At this stage, by analyzing the function orientation of Committee A, we can understand the functions that Committee A will carry out or strengthen at present and in the future, analyze the responsibilities and qualifications of each position, and prepare for the next analysis of human resources requirements.

The work at this stage is organized by the Personnel Department of Party A, and the project team provides technical guidance.

(b) Assessing the current human resources situation.

Through questionnaires, interviews and evaluation tools developed by Gao Shuang, the project team comprehensively analyzed the cadre team structure, the ability and quality of department-level leaders and ordinary cadres, assessment, training, rotation exchange and other human resources management, grasped the specific problems existing in Committee A, evaluated the existing human resources situation, and based on this, combined with the overall functions of Committee A and external environmental factors, formulated a human resources plan.

(C) the determination of human resources planning objectives

The project team proposed that the overall goal of the human resource planning of Committee A from 20AA to 20bb is to initially establish a human resource management working mechanism that is compatible with the cadre management mode with responsibility management as the core. On the basis of optimizing the allocation of internal human resources, we will constantly improve the mechanism of personnel training, selection, evaluation, use and encouragement to stimulate vitality and form a new situation in which people make the best use of their talents.

(D) Measures and suggestions for the implementation of human resources planning

The project team put forward measures and suggestions to strengthen the construction of cadres in Party A from six aspects: the selection and appointment of leading cadres, the exchange of cadres in rotation, assessment and training, the construction of reserve cadres and the construction of incentive mechanism.

Verb (abbreviation of verb) project experience sharing

The deepening of the reform of the cadre and personnel system in China and the gradual improvement of the national civil service system are the institutional environment of this project. The measures and suggestions in the human resources planning report must conform to the cadre and personnel policies, regulations and relevant provisions. At the same time, China's cadre and personnel reform and civil servant management reform are still in progress, and the supporting specific operation methods need to be improved and explored in the reform practice. The project team pays attention to the direction of reform, and draws lessons from the experience and methods of other committees and bureaus, and puts forward consulting suggestions for the practical problems of Committee A.