How to realize from identity management to position management

Personnel system reform is promoted by classification

"People can enter or not leave, positions can be moved up or down, people are allocated to eat from a big pot, and egalitarianism is practiced." The interviewed experts pointed out that this is the reason why public institutions The chronic disease of the personnel system's rigid management characterized by status. After the 14th National Congress of the Communist Party of China proposed to gradually establish and improve the personnel system of classified management in 1992, the pilot reform of the personnel system of public institutions was launched. After 2000, with the full implementation of the employment system and the official launch of open recruitment, as well as the gradual implementation of job management , the reform gradually accelerated.

"Public institutions themselves are a very complex system. To promote the progress of its personnel system reform, we must first carry out classified reform of public institutions." Zhu Li, professor of the Public Management Teaching and Research Department of the National Academy of Administration Experts believe that only when the classification reform is in place can the personnel policies of public institutions be more scientific and rational.

Different personnel management systems will be implemented after the classification of public institutions. For example, institutions engaged in public welfare services shall implement the personnel management system of institutions with the employment system and job management system as the main content; institutions undertaking administrative functions and converted into administrative agencies shall implement the civil service system; institutions engaged in production and business activities shall be converted into administrative agencies. For enterprises, a labor contract system is implemented.

Among the institutions engaged in public welfare services, the public welfare category is more public welfare and is responsible for compulsory education, basic scientific research, public culture, public health and basic medical care at the grassroots level. For basic public welfare services such as services, resources cannot or should not be allocated by the market; the second category of public welfare is responsible for public welfare services such as higher education and non-profit medical care, and resources can be partially allocated by the market. "In short, the first category of public welfare provides basic public welfare services and cannot generate income in the market; the second category of public welfare provides public welfare services and can obtain some income in the market." Wang Yukai explained, "The general direction of the personnel management model is the same. We need to shift from traditional identity management to position management.”

High-level officials have different definitions of the personnel management systems of these two types of public welfare service institutions: public welfare institutions in the first category shall set up posts within the approved establishment and standardize them. Personnel management, invigorate the internal employment mechanism; the second-category public welfare institutions shall set up posts within the registration establishment, giving the units flexible personnel management rights.

Since public welfare institutions in the first category rely on full appropriation from the national finance, their personnel establishment must be approved by the relevant national establishment departments, and their personnel’s wages, welfare benefits, etc. are contracted by the national finance. Therefore, public welfare institutions in the first category are The preparation control is relatively strict and is of an approval nature.

As for the second category of public welfare, since a considerable part of its income can be obtained through marketization, its personnel establishment only needs to be decided by the unit and filed with the superior department, and it no longer requires the approval of the superior department. . In other words, public welfare institutions of the second category belong to the national fiscal balance allocation, and the amount of allocation is fixed. They can decide how many people they need to hire and do not need to go through the approval process.

It is understood that different management methods for different types of public welfare institutions in terms of employment contracts, job settings, open recruitment, competitive recruitment, etc. will continue to be explored and improved. At the same time, with the advancement of the reform of the personnel system of public institutions, we will also do a good job in the transition of personnel from public institutions to administrative agencies, and the connection of personnel and labor policies in the conversion of public institutions to enterprises and restructuring.

Can come in, come out, go up or down

The employment system is a basic employment system for public institutions. Its main system goal is to break the traditional identity management and shift from fixed employees to Contract employment changes from identity management to position management. The basic institutional goals of the employment system can only be realized and completed through job management.

Liu Xia, director of the Talent Team Construction Research Office of the Chinese Academy of Personnel Sciences, believes that the employment system and the job management system are interdependent and interactive. Post management is an intrinsic requirement for the implementation of the employment system, and post management is the deepening and concreteness of the employment system. Both of them embody the main content of the reform of the personnel system of public institutions.

“According to the requirements of the central government, gradually improve the employment mechanism of public institutions based on contract management, and explore specific methods for implementing employment contract systems in different industries and types of public institutions.

Wang Yukai said that implementing the employment contract management system and standardizing staffing management in public institutions is the basis for the reform of public institutions.

Issues of identity, management and execution are highlighted. The implementation of a unified employment contract system will change this situation. "Zhu Lijia said.

In the new deployment, personnel in key positions and backbone personnel of public institutions can be employed on a long-term basis in accordance with relevant regulations to maintain the relative stability of the team. On the other hand, the post management system It will be fully implemented. The state determines the general job categories and levels of public institutions, and public institutions independently determine positions and hire personnel in accordance with relevant regulations, and implement post-positioning, competitive recruitment, and contract management.

< p> Positions in public institutions will be divided into three categories: management, professional and technical, and work skills. Each category of positions will be divided into several levels, and the highest level of control and structural proportional regulation will be implemented to form a dynamic management mechanism.

"There should be specific quantitative requirements for the qualifications and abilities of each position, so that talents can be 'matched'; at the same time, the salary and benefits for each position should also be determined, and whoever is in the position will get the corresponding salary. The remuneration no longer takes into account seniority and length of service, but assessment based on position, salary determination based on position, and training based on position, so as to achieve a comprehensive post management system. ”

The employment system and position management will break the shackles of the solid identity of personnel in the original public institutions and aim to form an employment mechanism in which “people can come in and out, and positions can be promoted and demoted.”

Zhu Lijia believes that public institutions should expand their horizons in selecting and employing people through open recruitment, correct the atmosphere of selecting and employing people, and strictly control the import of personnel. He suggested that in particular, an examination recruitment system should be implemented, and open recruitment should be based on information. Openness, open process, and open results.

In the future, talent recruitment in public institutions will adopt a more flexible, more diverse, and more competitive mechanism, breaking restrictions on identity, qualifications, etc., and selecting talents according to job requirements. , Only in this way can we truly put an end to unhealthy tendencies such as backdoors and nepotism.

According to authoritative sources, public recruitment information service networks for public institutions will also be gradually explored and established, with global leaders for key positions and major projects in public institutions. The recruitment system is also being explored. According to the reform schedule, relevant policies and regulations will be improved by 2015 to standardize the open recruitment system for public institutions.

At the same time, competitive recruitment will also be promoted. The induction system will help outstanding talents stand out and gradually achieve promotion and promotion. We will establish and improve an assessment method that is based on the employment contract and job responsibilities, focuses on work performance, and is based on the satisfaction of the service recipients. The assessment results will be used as a basis. Adjust personnel positions, wages, and the basic basis for terminating and renewing employment contracts, and give full play to the incentive and restraint functions of the reward and punishment system in personnel management.

The export of personnel is also one of the focuses of deepening the reform of the personnel system. . The interviewed experts pointed out that it is necessary to unblock the personnel exit of public institutions and expand the normal exit channels for personnel.

"The implementation of the employment system clarifies at the system level whether staff can enter or leave, making their normal exit a priority." a normative phenomenon. "Zhu Lijia said that the "export" of personnel involves two levels of problems. One is the dismissal and withdrawal of personnel who do not meet the job requirements; the other is the free flow of talents, which is caused by salary, benefits and work expectations. It will also become a normal phenomenon for employees to "resign" from the company. "We need to broaden the dismissal channels and exit mechanisms. The most important mechanism is two-way dismissal. "

"The employment system and position management have established the two reform goals of being able to move up and down, and being able to enter and exit," Wang Yukai said. This has found a breakthrough for the personnel system management of public institutions; To make the export of personnel smooth, it is necessary to establish and improve the pension insurance system of public institutions and the retirement system of public institutions that are compatible with the employment system and job management system. Only in this way can the "export" problem be truly solved from the institutional level.

Supporting reforms need to be followed up

“Having a good plan and reform strategy is only a prerequisite for smoothly advancing the reform of public institutions. The problems and difficulties encountered during implementation will certainly not cause problems. We relax. "Wang Yukai believes that promoting the reform of public institutions must be coordinated with government reform.

From the perspective of high-level requirements for further reform of the personnel system, corresponding personnel mobility policies, socialized personnel file management systems, professional title system reforms, placement policies for unemployed personnel, personnel supervision, management and services, personnel policies and regulations Supporting reform measures such as system construction also need to be followed up simultaneously.

Focusing on the overall situation, Wang Yukai believes that there are "four hurdles" that need to be solved:

First, how to classify public institutions scientifically and rationally? How to correctly apply the classification standards deployed by the central government in practice, especially when some public institutions have dual or even triple attributes, not only performing certain administrative duties, but also providing some public welfare services and even engaging in some business activities; some institutions Internally, it is divided into administrative personnel managed by civil servants and professional technical personnel and management personnel belonging to business attributes. How to categorize 1.26 million different types of public institutions in a reasonable, orderly, fair and just manner is a challenging matter.

Second, how to effectively "stripping"? The separation after classification is real and directly involves the vital interests of many people. During the divestiture, full consideration has been given to the design of national policies, such as "old methods for the elderly", "methods for the middle-aged" and "new methods for new people", and clear policy boundaries have been formulated. However, in actual implementation, there are many challenges to be faced. Each individual person needs to work hard to turn resistance into motivation.

Third, how to achieve social coordination of elderly care? Establishing a socially coordinated pension security system is an important part of the reform. Not only can we not simply change from traditional workplace pension to social pension, but we should also initiate relevant supporting reforms, such as solving the relative balance of the pension levels of enterprises, institutions and civil servants.

Fourth, can an effective system and mechanism be built? This will be the ultimate test of whether the reform is successful. For example, how do the employment system, income distribution system, leadership system, operating mechanism, etc. within a public institution adapt to the overall reform of the public institution; what kind of changes need to be made to the management system of the public institution and the relationship model with the traditional higher-level party and government agencies? Adjustment and reform; how to establish the legal person governance structure of public institutions in practice, etc.

“Only when these fundamental issues are put on the reform agenda at the same time can it be possible for the reform of public institutions to truly achieve substantial progress.”