How to strengthen the management of supernumerary personnel in county-level metrological verification institutions

First, the current situation of supernumerary personnel in county-level metrological verification technical institutions

1. Lack of sense of belonging and belonging of "belonging to one's own home".

Due to the shackles of ideas, some supernumerary personnel relaxed their requirements in thought and behavior, were satisfied with completing their tasks at work, and lacked the sense of ownership and the concept of taking the bureau as their home. Non-staff personnel always feel that they are "outsiders" and don't know how long they can do it.

2. The structure is complex and the treatment is low. In terms of academic qualifications, the first academic qualifications of non-staff personnel are uneven.

In management, some units implement the personnel agency system, some units implement the labor dispatch system, and some units implement the direct employment system. The treatment of non-staff personnel is lower than that of non-staff personnel under the same conditions, and "equal pay for equal work" has not been realized. In terms of social security, some units pay institutional insurance like staff; Some units pay employee insurance for them, or pay "three insurances", "five insurances" or "five insurances and one gold"; Some units do not pay any insurance for them.

3. Different recruitment channels and strong personnel mobility.

Some units recruit supernumerary personnel and implement "unified examination" after approval by superiors; Some units are recruited according to "blood relationship, popularity" and so on. Moreover, it has not been approved by the competent department, nor has it been assessed. It has no preconditions such as education and age, and it is very arbitrary. In addition, frequent personnel turnover has seriously affected the development of metrological verification, which is not conducive to improving the efficiency and quality of verification.

Second, the main problems in the management of supernumerary personnel

1. has not formed a scientific and reasonable management mechanism.

Metrological verification technical institutions belong to the nature of public institutions, and the personnel system management is not innovative and the reform autonomy is not high, especially the management of supernumerary personnel is far from standardized, legal and orderly. There is no unified management model for the recruitment, use, management, wages and benefits of non-staff personnel.

2. Selective implementation of relevant laws and regulations, the rights and interests of non-staff personnel can not be fully guaranteed.

There are many grounds for the management of supernumerary personnel, but in practice, each unit either attaches importance to one thing or ignores another. The coverage of labor contracts signed by public institutions is narrow, and the insurance and treatment stipulated in the labor contract law are not implemented in place.

3. The incentive mechanism is not perfect, and the enthusiasm and initiative of non-staff personnel are not fully mobilized.

First of all, the salary of non-staff personnel has not formed a scientific and reasonable salary system, and the income gap between the same job and non-staff personnel is too large, which directly affects the enthusiasm and initiative of non-staff personnel. Secondly, in terms of professional title evaluation, post setting and grading, the development space of non-staff personnel is limited, and it is difficult to reach the main management posts and key technical posts. Finally, in terms of performance, non-staff personnel can't reflect their work results well, which is often a foregone conclusion and can't give full play to their work potential.

Three. Opinions and suggestions on the management of overstaffed personnel

1. Strengthen educational guidance and improve quality and ability.

First of all, guide non-staff personnel to establish the idea that there is no trivial matter in metrological verification, constantly enhance their professionalism and sense of responsibility, and realize the unity of their own values and the overall goal of the team. Secondly, it is a noble and sacred occupation to educate non-staff personnel to engage in metrological verification, so that they can fully understand the status and role of metrological verification and feel proud to join the metrological verification team. Third, organize them to learn professional knowledge and political theory in the form of out-of-town training and centralized education, so as to provide quality and ability guarantee for completing metrological verification. Finally, cultivate their awareness of obeying the law, strict style and strict concept of organizational discipline, and safeguard the image of individuals and units everywhere.

2. Strengthen management and improve the effectiveness of management.

First of all, it is necessary to obtain the consent of the competent personnel department before recruitment, formulate a recruitment announcement, and implement "one exam to the end" to recruit social job seekers with good ideological quality, strong dedication, high education level and business counterparts to the required positions. Secondly, combined with the post distribution of non-staff personnel, their departments are responsible for daily management, not only to manage their work, but also to manage their thoughts and behaviors. Those who don't want to manage, manage badly and manage badly will be investigated for the responsibility of the department head. Thirdly, non-staff personnel should also be included in the assessment system, and their ideological performance, performance of duties, compliance with rules and discipline, honesty and self-discipline should be assessed, and moral and material rewards should be given for good performance, and warnings or even dismissal should be given for poor performance. Finally, leaders in charge and heads of departments should often talk with supernumerary personnel, and rely on them to do their work in time to prevent them from losing control of their thoughts and losing their behavior.

3. Improve the incentive mechanism to stimulate internal potential.

First of all, respect their right to participate in democratic management, democratic election and democratic supervision of the internal affairs of the unit, give full consideration to their political aspirations, treat employees in the party, the league and the evaluation equally, and enhance their sense of ownership. Secondly, we should try our best to solve the living difficulties such as accommodation, catering and transportation. For supernumerary staff, we should do a good job of visiting when they are sick, sending greeting cards on their birthdays, and providing relief to employees in difficulty, so that they can feel the care of the organization and the warmth of the big family of the unit. Third, do a good job of passing, helping and leading, and improve the ability to perform their duties. Provide them with opportunities for learning and training, and let them "recharge" and "refuel" frequently. Care about their work and improve their skills. Finally, unless there are rigid rules in the policy, the treatment between the two should be as close as possible, such as the physical objects issued by the unit, the sightseeing tours organized by the unit, and the health checkups conducted. In particular, the various treatments stipulated in the Labor Contract Law and relevant laws and regulations should be implemented to the letter and truly "retain people with appropriate treatment".