Research on Risk Prevention and Control of Duty Corruption

The first thing to consider is what is the source of risk? Second, how to prevent it? It is impossible to solve this problem completely, because after all, those knowledge and technologies exist in the individual's mind. So what are the risks of practicing? Personally, it is nothing more than two aspects: first, the brain drain of enterprises leads to the lack of competitiveness of enterprises; Two, because of brain drain, leading to technology leakage (external) and the loss of key technologies and experience (internal).

In view of the above problems, enterprises can take relevant measures from the following aspects:

First, strengthen the selection and control of talents in core positions. Improper selection of talents in core positions will be the direct source of risk.

On the one hand, through recruitment, it is necessary to strictly control the selection of talents for core positions from outside. In addition to paying attention to whether the knowledge, skills, experience and basic qualities of talents meet the post requirements, we should also pay attention to the following aspects: 1) Are the values and cultural concepts of talents integrated with corporate culture? That is, the problem of cultural adaptability; 2) Does the career goal of talents match the development of the organization? 3) Stability and risk assessment of talents. How to evaluate and consider the above three aspects in an interview can't be finished in three or two sentences. The author will specifically elaborate and share in future blog posts.

On the other hand, when selecting some people from within for training, we should also pay attention to the quality of personnel, especially the personal development plan, development potential and professional ethics of candidates.

Second, how to motivate and retain core talents? Choosing the right person for the core position does not mean that it will not be lost in the future. In order to retain core talents and create greater value for enterprises, enterprise managers and even bosses have to be willing to spend their thoughts and money in this regard. To retain core talents is simply to "retain people with feelings, retain people with treatment, and retain people with career", and each enterprise also has its own killer. So what are the better practices? The following points are for your reference:

1) Take training as the main means of retaining people. The training here is not general training, but training for the shortcomings of core talents. For example, usually many technical core talents in our enterprise are not good at writing, communication and interpersonal communication. In fact, this problem not only affects the teamwork of enterprises, but also affects the happy work of talents themselves, their own development and their long-term stay in enterprises. If we aim at these problems, we can organize some training in communication skills, teamwork and interpersonal communication. It doesn't have to cost a lot of money, but it can have different effects.

2) Set up career development channels to make core talents feel hopeful. Most people have the goal and ideal of "climbing up". For example, for some core technical talents, many enterprises easily fall into a misunderstanding in this respect: for outstanding technical talents, they always want to be promoted to managers. In fact, the promotion mentioned here is only promotion to management. The answer is obviously no, for some core technical talents, we often find that in management positions, they either failed to make achievements and finally left; Or they just gave up. In fact, not all technical talents are suitable and willing to be managers. Then enterprises are required to set up corresponding career development channels for these key positions, such as Huawei's dual-channel development mechanism based on qualifications, which can solve the development problem of such talents well.

3) Develop personalized incentive measures. When it comes to incentives, you can name a few or even dozens, but I think the incentives for core talents must be personalized and set according to their needs. These needs come from their life, family and work. We need to know more about mining. For example, I used to have a colleague who was sent by the company to work in Latin America and held an important position, but he stayed for two years. He was a young man when he went. He was unmarried and got married more than a year later. After marriage, the couple can't be separated casually, and it is inevitable that there will be problems such as poor working conditions. Later, when the department head realized the problem, he tried to mobilize the employee to bring his family to the area and help persuade his family to go to the area. In addition, the company also has a mechanism of "following the army" for family members. When family members arrive in the local area, the company also provides corresponding language training and living arrangements. Later, the employee stayed in Latin America with peace of mind. Therefore, it is very important to give personalized incentives to the needs of core talents. Sometimes, problems that cannot be solved by high pay can be solved by this measure.

Third, establish a risk prevention mechanism. Mainly to solve the company's core technology leakage, reduce the loss caused by the loss of good internal management methods and experience.

First of all, how to solve the leakage of core technical secrets? Different companies have their own different practices, but Huawei, where I worked before, has some mature and effective methods for your reference: 1) Establish an information security management mechanism to standardize the management of confidential information from the source to prevent the disclosure of confidential information from causing huge losses to the company; 2) Management through patent application. In the future, enterprises will pay more and more attention to intellectual property rights. Through patents, enterprises can well preserve core technologies and prevent others from stealing and copying them.

Secondly, how to pass on good internal methods and experiences? I suggest you pay attention to the cutting-edge research results in knowledge management. In this regard, let me give a simple example: an enterprise with an imperfect management foundation recruited a training manager. When the manager first came, he had no idea about the management status of this enterprise. It took him more than a year to make the work go smoothly. In this process, he encountered many problems, solved many problems and accumulated many good experiences and methods. Later, he left the company except for a few systems. Later, the company hired a training manager, who had to sort out a lot of his work almost from the beginning, because many problems had never been encountered before, so he had to gradually improve his work experience in solving problems. In this way, it took nearly a year to sort out various problems slowly. I am thinking that if the former training manager can record some of his work experience and methods at that time, then the later training manager will get started faster and solve the problems at work better. In fact, this phenomenon can be found everywhere in domestic enterprises.

So, how to solve this kind of problem? This is the category of knowledge management. Today, I will simply share with you a few small methods:

1) For the system, it is necessary to refine relevant rules, streamline and standardize related matters, and establish detailed normative documents.

2) Organize and save important records such as documents and videos of important meetings and seminars for classified retrieval.

3) Establish the operation manual of relevant posts, define the job category, operation process, common problems and countermeasures of a post, and constantly improve and optimize it. For latecomers, it will be easy to solve many common problems by inheriting and optimizing on the basis of this specification, thus improving work efficiency, shortening adaptation time and saving a lot of costs for enterprises.

The above are just some superficial views and suggestions of the author. Welcome to exchange and study.

How to fulfill the duties of township party secretary

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Publisher: Yin Yong Date of publication: 2007-0 1-28 Times of visit: 6 1 15.

Come out, get excited, get together.

the Chen Dynasty

As the main person in charge of the township, the secretary of the township party Committee shoulders the important responsibility of revitalizing one party's economy, enriching one party and ensuring one party's safety. It is necessary to take care of the overall situation and not monopolize the power; It is necessary to be responsible to the superior, resolutely implement the party's line, principles and policies, complete all tasks assigned by the superior, and be responsible to the subordinate, safeguard the legitimate rights and the wishes of the masses of the village (neighborhood) people's self-governing organizations, and not force orders; We should not only concentrate on ensuring the realization of the overall goal, but also fully take care of the interests of all parties. The characteristics of villages and towns determine that the party secretary has great responsibility, little power and miscellaneous affairs, directly facing the masses and being in the front line of various contradictions. Therefore, the secretary of the township party committee should not only follow the general leadership science in his work, but also explore and grasp its special laws in order to fully and effectively play a leading role. According to my practical experience as Party Secretary of Tangzhen, Party Secretary of villages and towns should focus on three aspects.

First, out of ideas.

Putting forward clear and scientific development ideas is conducive to taking the overall situation into consideration, enhancing the sustainability, planning, foresight and initiative of development, reducing the blindness, one-sidedness, randomness and passivity of work, rallying people's hearts and unifying their will, and inspiring the broad masses of cadres and masses to move forward towards a unified goal. The primary duty of the township party secretary is to put forward practical working ideas in time and find a development path that reflects the characteristics of the times and conforms to the local reality. For example, when we were in Shangtang Town, according to the characteristics of the town (Chengguan Town, Yongjia County) with both urban and rural functions, urban areas, plains and mountainous areas, on the basis of in-depth investigation and full grasp of the situation, we put forward four macro-strategic ideas: first, the development strategy of "three circles" in agriculture, that is, developing vegetables and eggs and building a non-staple food production circle around the city; Focus on improving the yield, quality and the ability of drought and flood protection, and build a commodity grain production circle in the outer suburbs; Develop fruit trees and medicinal materials and build a comprehensive agricultural development circle in mountainous areas. The second is the industrial "223" development strategy. That is to build two industrial production bases (textile industry base and clothing industry base), cultivate two pillar industrial chains (textile printing and dyeing clothing industry chain and building materials industry chain), and support 30 key industrial enterprises. The third is the urbanization development strategy of "central breakthrough and three-sided expansion". Fourth, the strategy of building a civilized town with the main contents of creating a civilized demonstration town, strengthening the town through education, family planning Hongqi town and safe community. For the above development strategies, we have formulated a series of specific policies and measures to implement them. For example, in view of the "three circles" strategy of agriculture, a set of implementation plans of "planning guidance, typical demonstration, policy incentives and technical services" has been formulated, and unified and standardized government subsidies and incentive standards have been implemented for the development of various agricultural characteristic industries. At each stage, we also put forward phased development goals, tasks and measures in time. Practice over the past few years has proved that these ideas and policies have won the resonance of the broad masses of cadres and people, inspired people and promoted development. The ranking of the town's comprehensive economic strength among more than 300 towns in Wenzhou rose from 28th in 1997 to 28th in 2 1. The level of urbanization has reached a new level, social undertakings have made all-round progress, and it has become a city-level civilized demonstration town, a strong education town and a county-wide family planning red flag unit.

Second, excitement.

People-oriented, fully promoting the broad masses of cadres and the masses to achieve the established development goals, is a very important basic skill of the township party Committee secretary. After the objectives and tasks are determined, the secretary of the township party Committee should not only constantly cheer for his subordinates and mobilize them to implement them, but also set an example for the masses with a firm political stance, strong dedication, extensive knowledge, outstanding professional ability and clean and honest political conduct. It is necessary to comprehensively use spiritual encouragement, survival of the fittest, system norms, economic rewards and punishments, discipline and other means to give people motivation and pressure, stimulate the enthusiasm of all parties, and achieve political harmony. In this regard, starting from the reality of Shangtang Town, we have formed a set of practices by distinguishing the different characteristics of the members of town-level leading bodies, town organs, village (residential) cadres and ordinary people in the town. For the members of the town-level leadership team: First, a reasonable division of labor, bold decentralization. Not only do we assign suitable jobs to each team member so that they can give full play to their talents, but we also assign all the four deputy town-level researchers who retired to the second line to serve as deputy commanders and consultants in relevant key projects (special tasks), thus pushing everyone to the front desk. At the same time, under the premise of taking the overall situation into consideration, we should fully decentralize the power, let the deputy have the right and responsibility, let everyone have a sense of mission, responsibility and trust, and avoid the phenomenon that a few people act and most people watch the play. The second is to improve the system and promote democracy. A series of rules and regulations, such as rules of procedure, meeting system, document approval system and financial approval system, have been formulated successively for party committees and other teams to standardize the operation of power. All major issues are submitted to the Party Committee or the meeting of the three teams for collective study and decision in accordance with relevant regulations, and no one can act arbitrarily. Before the meeting to study the problem, the opinions of the mayor and the leaders in charge are generally sought first, and the opinions of major issues are widely listened to in advance. Therefore, every team meeting can successfully form a resolution, which not only avoids the phenomenon of indecision or even fierce quarrel, but also promotes the unity and harmony of the team and enhances the unity, cohesion and combat effectiveness of the team. Third, adhere to the style of stressing the truth and the little truth, be tolerant and humble, take credit for others, and even suffer for others.

For town organs and village cadres: First, according to the policy of "four modernizations" and the principle of having both ability and political integrity, appoint or recommend members of town organs, departments, stations and village-level teams, boldly employ a group of outstanding young cadres, and establish a reserve cadre team of village (neighborhood) teams. Second, more than 20 systems have been formulated and implemented successively, such as the Measures for the Appointment of Resident Cadres, the Measures for the Assessment of Resident Cadres, the Measures for the Assessment of Family Planning, and the Measures for the Assessment of Village (Residential) Cadres, with the focus on breaking the iron throne and establishing an employment mechanism for the survival of the fittest; Get rid of the big pot, directly link work performance with economic interests, and change the unreasonable phenomenon of egalitarianism or paid status, and economic treatment has nothing to do with work performance; Strengthen discipline and change laziness and weakness. The third is to care about the work and life of cadres. As long as the policy allows and the conditions are met, we should try our best to help solve the practical difficulties encountered by cadres. The family members of cadres are sick and sick, so try to come to the door to express condolences. After work, I often find some cadres to talk about their thoughts and family, giving them a warm and friendly feeling.

For the ordinary people in the town: First, the education of agricultural and rural modernization, the education of situation and tasks, the education of getting rich and thinking about the source, the education of getting rich and thinking about progress, and the education of Theory of Three Represents Theory are continuously and extensively carried out, so as to mobilize the people in the town to work hard to achieve the goal of modernization. The second is to establish the "Eight Ones" system for the members of the three teams in the town to contact the village (residence), enterprises, schools and the masses, the responsibility system for the cadres in the town and the responsibility area system in party member, and mobilize the cadres party member to do practical things and do good deeds, solve problems for the masses, straighten out the people's feelings and resolve contradictions. The third is to establish a pairing assistance system for township departments, enterprises, economically strong villages and poor villages, and mobilize every cadre of township organs to help a poor household, subsidize a poor student, and often give send warm and love to the poor people.

Third, catch up.

Modernization requires not only individual enthusiasm, but also unified thinking and joint efforts, and all forces need to accomplish common tasks and goals simultaneously. This requires effective coordination among all parties. Township work is complicated and complicated, and the task of coordination is particularly heavy. In addition to coordinating the relationship with higher authorities and departments, members of the leadership team at the same level and internal departments, the coordination under it is more extensive. Such as site selection, land requisition and demolition, working relationship between villages and towns, disputes over rights of villages and towns, emergencies and important civil disputes in capital construction. , all need township coordination, and major thorny issues often need to be coordinated and solved by the main responsible persons. These township double coordination usually have the following characteristics: First, it involves a wide range. Coordinating and solving a problem often directly involves the vital interests of thousands of families, and the masses are more sensitive. Second, the concentration is low. The object of coordination is often village autonomous organizations, while village cadres are often unable or afraid to make decisions on issues involving the interests of the masses, and township leaders need to do many things. Third, rural people's legal concept, policy level and cultural quality are uneven and difficult to unify. Therefore, in coordination, we should pay great attention to methods and strategies. According to the author's practical experience, the most basic thing is to grasp four points: First, the combination of principle and flexibility. Coordination should adhere to principles, safeguard the seriousness of policies and regulations and safeguard the overall interests. Without these, principles will be traded and coordination will lose its foundation. However, if the principle goes too far and the provisions are simply and rigidly locked, coordination will be difficult to succeed and a more serious imbalance may occur. Therefore, we should be flexible, flexible, innovative and adventurous, and make necessary compromises or concessions within the scope of conditions. Over the past few years, more than ten projects such as Huancheng North Road, River-crossing Bridge and Tang Zhong Tunnel in Shangtang Town have encountered fierce and complicated contradictions in site selection and land acquisition. Because of the combination of principle and flexibility, the contradiction was finally solved and the project construction was carried out smoothly. The second is the combination of "bright" coordination and "dark" coordination. In the successful coordination of dozens of civil disputes with sharp and complicated contradictions, we usually adopt the coordination mode of combining light and shade, concealing first and clarifying later. That is, back-to-back first, black-box operation, left and right accommodation, and multi-party coordination to solve contradictions. Hold a meeting when conditions are ripe, make it clear, reach an agreement and shake hands. If the "dark" work doesn't arrive home and the meeting is held in a hurry, it is very likely that the two sides of the conflict will be tit for tat. Instead of solving the problem, it will deepen the contradiction. The third is the combination of "soft" coordination and "hard" coordination. "Softness" means active communication, full ideological work, moving with emotion, understanding with reason, sincerity with emotion, and stone as the opening. "Hard" means using the coercive power of policies and regulations and necessary administrative measures. Soft and hard means should be properly used together, so as to achieve both rigidity and softness, complement each other and complement each other. The fourth is the combination of "cold" coordination and "hot" coordination. To coordinate the work, we should choose the right time and grasp the temperature. When it is cold, it will be cold, and when it is hot, it will be hot. When the coordination object has emotional outbursts, mental disorders and loses his mind, he should be calm, patient and calm, and cannot play hardball. When the coordinated parties have reached a consensus and shown their willingness to reconcile, they should strike while the iron is hot, deal with it in depth and meticulously, and make concerted efforts with Qi Xin to promote reconciliation.