Investigation report on team construction of national tax system

Investigation report on team construction of national tax system

Cadre education and training is a pioneering, basic and strategic project for the construction of cadre team, an important front-end link in the process of cadre training and growth, and an important way to comprehensively improve the quality of cadres. "On-the-job training is the main form for grassroots tax authorities to carry out cadre education and training. How to effectively carry out on-the-job training needs us to explore in practice for a long time. The author tries to talk about the existing problems and improvement measures in on-the-job training at present, and discuss them with you. First, the problems in on-the-job training

In recent years, closely centering on the theme of tax work and the growth and development of cadres, the District State Taxation Bureau has insisted on on on-the-job training, highlighting the ideological realm and post ability improvement training work such as "grasping theoretical study, enhancing party spirit cultivation, grasping skill study, optimizing knowledge structure, grasping moral study, cultivating noble personality, grasping law and discipline study, and promoting clean tax payment", and the comprehensive quality, law enforcement level and post performance ability of cadres have been greatly improved, which has provided a guarantee for completing all tasks in the overall situation. However, due to the differences in the age and educational background of trainees in various units, there are still several problems in the current on-the-job training: Please indicate the source of Www.Tz365.cN's article for reprinting.

(A) training awareness is not in place. Some comrades have insufficient understanding of the connotation and significance of "training cadres on a large scale and greatly improving their quality" and implementing on-the-job training. They always think that whether they can learn or not can adapt to their jobs, treat education and training negatively, and lack the passion and motivation for active learning.

(2) The training content is not comprehensive enough. In practical work, we pay more attention to the training of job skills and business knowledge, but not enough training on "Xiu De", "responsibility" and "discipline" such as party spirit cultivation and style cultivation.

(C) the training methods are not flexible enough. The training method basically follows the traditional indoctrination method of "one person speaks and everyone listens", which does not combine training and learning with problem solving and cannot stimulate students' interest in learning.

(D) The training mechanism is not perfect. Although there are educational and training work arrangements and leading institutions, due to unclear responsibilities and inadequate implementation of responsibilities, there is a coping phenomenon in on-the-job training, and the operating mechanism of "work-study combination" has not really taken shape.

(5) The training foundation is not perfect. In the routine operation of education and training, we pay attention to the completion of various shifts (time), ignoring the knowledge demand of trainees and the identification of training knowledge application, and the training can not achieve good results.

Second, further deepen the idea of on-the-job training.

(A) should pay attention to strengthen the guidance of on-the-job training and learning.

As a grass-roots national tax department, improving the comprehensive quality and post competence of cadres and workers is the basis of national tax development, and on-the-job training is to improve.

The "main channel" for cadres and workers' comprehensive literacy and post competence. To carry out on-the-job training, we should first guide cadres and workers to understand that "learning is the way to increase knowledge, and knowledge is the capital of life", understand the meaning of the core concept of "applying what you have learned, applying what you have learned and combining work with study", and then establish the concept of "lifelong learning". Secondly, it is necessary to guide cadres and workers to establish a sense of "filling shortcomings". Carrying out on-the-job training is not only the inevitable choice of "doing the right thing" and "doing the right thing", but also the practical need of building a high-quality national tax talent team with firm politics, courage to innovate, diligence and honesty, truth-seeking and pragmatism, and being good at promoting scientific development. If you don't strengthen your study, your knowledge will age, your thinking will become rigid and your ability will deteriorate. Only by constantly accepting new knowledge and information and mastering the post skills and knowledge that you should know and know can you enhance your ability to perform your duties. Www.Tz365.cN

(B) should correctly choose the content of on-the-job training and learning.

The Outline of the National Medium-and Long-Term Talent Development Plan (XX-2020) clearly points out that it is necessary to build a "four-in-one" cadre training and education system with theoretical education, knowledge education, party spirit education and practical training. On-the-job training, as an important carrier to implement the project of improving cadres' quality and ability, should ensure that the political quality and professional level of cadres and workers are significantly improved and their ability to perform their duties is significantly enhanced. According to the knowledge gap between cadres and workers in ideological and political, policies and regulations, job skills, party style and discipline, management science and other aspects, the training content should be selected according to the training principles of "practicality, practicality and effectiveness" and "popularization, strengthening and upgrading". Only by highlighting the demand orientation of cadres and workers, based on solving practical problems, improving work efficiency, and innovating the training content according to people's posts, can we effectively solve practical work problems such as unfamiliar policies, inaccurate business, unrealistic work style and unclear thinking. While enhancing the sense of responsibility, team spirit, service awareness and efficiency awareness of cadres and workers, we will transform the training knowledge into practical operation and problem-solving ability, and constantly improve strict, fair, civilized and efficient law enforcement skills.

(c) Innovative on-the-job training and learning methods should be developed.

The key to on-the-job training is to keep pace with the times, teach students in accordance with their aptitude, and highlight the forward-looking, systematic, targeted and practical nature of learning. In practice, to enhance the effectiveness of cadre education and training, we must persist in studying and solving all kinds of law enforcement risks and problems existing in the current work, and adopt on-the-job training methods such as "centralized training", "intensive training", "classified training" and "on-the-job self-study". On-the-job training activities are solidly carried out in flexible and diverse ways such as "backbone lectures", "expert lectures", "experience exchange", "problem analysis", "case discussion", "reading exchange" and "skill competition". By using traditional teaching methods and modern teaching methods, classroom learning is combined with problem discussion and practical application to further improve the participation of cadres and workers and the relationship between teachers and students.

(D) On-the-job training and learning mechanism should be established and improved.

On the basis of establishing and improving the learning and training system of the central group of the party group, on-the-job training, assessment, rewards and punishments, etc. Adhere to the education and training of cadres as an important channel for inspecting and discovering cadres, take the study and training of cadres as an important basis for evaluating cadres, select cadres with real talents and practical knowledge to leadership positions, and encourage cadres and workers to become professional backbone talents in tax work through study and practice. At the same time, it is necessary to further improve the evaluation system of cadre learning and training. Assessment is the "wind vane" of civil servant management. Only when the implementation of on-the-job training and post skill standards is included in the performance appraisal, the learning attitude and performance of cadres and workers, the mastery of political theory, policies and regulations, professional and cultural knowledge, the proficiency of post skills and the ability to solve practical problems are reported on a monthly (quarterly) basis, and the assessment results are implemented in the usual assessment and annual assessment, can party member cadres be encouraged and driven to pay more attention to learning and advocate learning.

(5) Do a solid job in the basic work of on-the-job training and learning.

In order to ensure the orderly development of on-the-job training and achieve practical results, we must vigorously promote the "demand-oriented, order-based training" model, carry out in-depth demand investigation according to the principle of "what to do, what to learn, what to lack, and what to make up", make overall consideration of organizational needs, post needs and personal needs, and enhance the pertinence and practicality of training content; Properly handle the contradiction between work and study, make overall arrangements for study and work time, and avoid delaying work due to study or study due to work; Solidly carry out training effect evaluation. Many lessons in daily work show that the success or failure of a job depends on a person's sense of responsibility and whether a team strictly "checks". The same is true of training. After the completion of training-related activities, we need to know how effective the training is and whether it can achieve the expected goals. This requires us to assess according to the post skill standards to see if there are still some wrong behaviors such as illegal implementation of policies and procedural errors after passing a certain business training. Organic integration of in-service training teachers. Focus on selecting business experts and business backbones with rich practical experience and high theoretical and teaching level from their own units as part-time teachers for on-the-job training; Establish on-the-job training information registration. In accordance with the requirements of "one person, one table, one bureau and one account", we will further improve the training time and content of cadres and workers.

Article II Investigation Report on Team Building of National Tax System

As the name implies, revitalizing human resources is to integrate, adjust, develop and utilize existing human resources from the perspective of efficiency, so as to achieve the strategic objectives of the organization. So, how to revitalize the grassroots national tax human resources? Combined with the present situation of national tax in * * * county, the following opinions are put forward. I. Basic status quo

(1) Old age and low level. There are 155 national tax employees in our county, with an average age of 43 years, of whom 145 are over 35 years old, accounting for 93.55% of the employees. The aging of the team and the gradual failure of the collection and management force have become an unavoidable status quo of our county's national tax. Only 9.3% of the people in the county's national tax bureau are deputy directors, with 4 officials at the official level 1, 5 officials at the official level, and 5 officials at the official level. 63% of the people at these levels are veteran cadres and 37% are county leading bodies.

(2) High diploma and low quality. With the continuous improvement of the education level of cadres, the diploma of cadres has changed obviously from low to high. Up to now, our county's national tax system has people with college education or above 1 person, accounting for 97.4% of the on-the-job personnel. However, in terms of quality, the overall education level is low, which is difficult to meet the needs of practical work. Second, the computer application skills are not high, few people know how to computerize accounting, and a few cadres can't operate microcomputers; Third, book knowledge and practical operation ability are "two skins", and some cadres speak book knowledge clearly and have poor work performance; Fourth, there are fewer people with accounting knowledge, and most cadres are afraid to enter the enterprise because they don't know the accounts.

(3) High standards and low passion. It can be said that our county's national tax system, whether it is a work system or a clean government system, whether it is a work point or an assessment method, not only has a clear goal, but also has a high standard, which fully reflects the guidance of national tax leaders, but there are also some low performances behind the high standard. First, the quality and efficiency of work are not high. In performing their duties, they often point fingers, go through the motions and just talk, and have a strong perfunctory work attitude. Second, some cadres have no sense of urgency, poor initiative and belong to their own work. The leader will not urge them to do it. Some middle-level leading cadres usually don't care about the work in their own offices. How is the work going? My heart is a mess; Third, a few cadres have a negative working attitude, lax discipline, slow action and poor overall awareness, which leads to the disconnection of work.

Second, the existing problems

(A) personnel management measures are not hard.

1. The constraint mechanism is not perfect. Due to the lack of a cadre management system that matches the civil service law and the clean government system, the unwillingness to go to work and perform their duties can not be restrained, and the problem of "a mouse excrement spoils a pot of porridge" can not be solved, which seriously affects the combat effectiveness and enterprising spirit of the cadres.

2. Lack of communication mechanism. The most precious thing between people is sincerity, trust and respect, and its bridge is communication. Cadres in the front line of taxation are practitioners of all kinds of work, so what kind of work should we do? How many people are used in which position? With what kind of people? They have the most say. However, in practice, there is no such communication mechanism to communicate with cadres and brainstorm. We didn't tap the inner motivation of cadres from the heart and listen to their opinions and suggestions.

3. The personnel and post allocation are unscientific. The staffing is not determined according to the post workload, but the number of people is determined according to the unit (room). According to the job responsibilities of some administrative units (offices), generally 1 or 2 people can complete the workload, but the staffing has reached more than 3 people. Since then, not only some idle people have appeared, but also the strange phenomenon of "some people don't use it, others borrow it conveniently", which has caused a waste of human resources.

4. The rotation is not strong. Due to various reasons, over the years, nearly 30% of the national tax posts in the county have been changed, and some comrades have stayed in specific posts for a long time and become "post-insurance" cadres. Since then, they have shown the knowledge that individuals depend on posts and posts, and their comprehensive ability to engage in business work is poor. People who are engaged in administrative work do not understand business, but they cannot manage enterprises for a long time. People who have been managing enterprises for a long time have not improved their business ability and have strong working ability.

(B) the quality management effect can not be achieved.

First, the training method is single, some knowledge can be learned from books, and some knowledge needs to be obtained from practice. This requires a variety of training methods, complement each other and help each other, in order to achieve a certain training effect. At present, the training methods of national tax in our county are limited to two points, one is pre-test training, and the other is superior training. Ignore pre-job training, follow-up training and furnace-returning training.

Second, the training concept is one-sided, without starting from improving the overall quality of cadres. The training object is divided into two parts: the county bureau and the grassroots, and the training content is divided into two parts: administrative and professional training. This concept of "training what you do, training what you don't do, training what you don't do" has caused the following situations: the administrative department doesn't know the special tax terms and dares not express them, and the business department has a low level of political theory and dares not speak.

Third, form is emphasized, but actual effect is ignored. First, in order to cope with the expert and post examinations held by superiors, we adopted top-notch methods for special training, and did not promote learning through examinations to the height of improving the quality of all staff; The second is to pay attention to the process, but ignore the essence, lacking the concept of "looking back". How do you master what you have learned? Cadres have not been evaluated; Third, the teacher mechanism is not in place, mainly because we have not established our own teacher team, and every training is to temporarily determine the tutor. Due to insufficient preparation for preparing lessons, the training effect is not good

(3) Lack of motivation for passionate management.

At present, the reasons for the decline in the enthusiasm of grassroots national tax cadres are reflected in two aspects.

On the one hand, political treatment is insufficient. The Civil Service Law stipulates the levels of leadership positions, from the deputy at the township level to the principal *** 10 level. Non-leadership positions, from clerk to inspector ***8. However, 90% of the cadres in our bureau have worked for decades and still remain at the level of "clerks". Vertically, the national tax authorities are the vertical units of the country, and the promotion authority is at the higher level. The staff of the higher-level national tax authorities have a high starting point, and they can be promoted to the deputy department level or deputy director level after one or two years of work, while the grassroots personnel have a low starting point and are still a dusty little official no matter how dedicated they are. Horizontally, the promotion authority of grass-roots administrative units is in the county government, and the administrative cadres who have served for more than ten years are basically above the township level. Being civil servants and working in the front line, grass-roots national tax officials do not have the same political treatment, which leads to grass-roots national tax cadres "preferring death to surrender".

On the other hand, the economic treatment is insufficient. As we all know, some grass-roots national tax cadres sharpen their heads and jump into or retreat from the sea in economically developed areas because the economic treatment of grass-roots national tax cannot meet the immediate needs of life. Especially in poor areas, the per capita income and expenditure standards of grass-roots tax authorities are low. After deducting reasonable expenses such as vehicle fees, house maintenance fees and office expenses, we can only maintain the basic salary of cadres, so what can we do to motivate cadres? Look at the price increase around you. Two years ago, the price per square meter of real estate in our county was 700 yuan, and now it has risen to 2,400 yuan per square meter. Cadres can only buy 0.7 square meters of real estate without eating or drinking, and they have to support their families. "300 lychees a day, I will grow up to be a Lingnan person." If there is proper economic treatment, will grass-roots national tax personnel feel uneasy at work?

Third, revitalization measures.

(A) update ideas, revitalize the brain.

1. Establish the concept of "people-oriented". "Huainan citrus bitter, Huaibei bitter" is often used to describe the importance of the environment to human development. Although the aging of personnel is the status quo of human resources in grass-roots national tax, these personnel have long working years and rich work experience, and strive to create opportunities, make full use of their talents, stimulate their passion and exert their potential;

2. Establish the concept of "putting down the burden and starting the machine". First of all, we should lift the burden from the spirit, restrain the negative attitude, turn ideological pressure into motivation, and bring the grass-roots national tax team well. Secondly, to do a good job in the political and ideological work of cadres from the perspective of civil servants, we are faced with lively and subjective people, who can promote their work and cannot be replaced everywhere. We should take effective measures to guide them to establish a sense of public servants and realize their tax obligations from the depths of their souls. Third, establish and improve the mechanism of doing practical things, actively strive for promotion indicators from superiors, and let cadres have hope in political treatment and work hard. At the same time, it is actively suggested to narrow the difference in economic treatment between developed and backward areas, and implement the economic treatment of "urban and rural planning, no difference", so that grass-roots personnel can feel unnecessary "jump" and make the grass-roots front line truly become the main battlefield and important stage of taxation.

3. Establish the concept of "contingency". Contingency management refers to the measures that management depends on the environment and constantly changes the employment according to the different environment. Grass-roots national tax work should face four groups: taxpayers, higher authorities, local governments and parallel functional departments. This requires selecting and appointing people according to different groups, especially in the selection and appointment of middle-level leading cadres, and the conditions and qualities should be targeted. The inspection department and the tax source management department must select cadres with high professional quality, solid accounting knowledge, strong law enforcement ability and excellent clean government construction; The tax service department must send cadres and leaders who have good service attitude, are proficient in microcomputer operation, know business operation procedures and can audit tax returns; All administrative departments and business departments should select cadres with high writing ability, organizational ability and coordination ability, certain social relations and strong professionalism. At the same time, dynamic management is implemented, and middle-level leading cadres are adjusted in time according to the changes of the group's environment and ability.

(B) regular assessment, revitalize knowledge.

First, establish a quality evaluation mechanism, regularly conduct "point-to-point" analysis according to the learning content and cadres' work achievements, evaluate the gap between cadres' professional knowledge and actual efficiency, and "return to the furnace" retraining for those who are not strong enough and have low work efficiency. Second, find the right way to improve talent management. On the issue of talents, the most scarce is professionals. In reality, the grassroots tax team really needs a large number of cadres who know accounting knowledge. In terms of import, the recruitment of tax civil servants has not yet set the conditions for professional counterparts. In this regard, according to the current situation of basic national tax human resources, through the way of "stabilizing the existing, introducing the urgent need, cultivating the top, tapping the potential and supplementing the follow-up", the target management of high-quality talents is implemented. Third, further improve the training mechanism. First, scientifically and flexibly determine the training time and carry out pre-job training to lay a solid business foundation for cadres to carry out their work; Second, organize cadres to carry out immediate training on the newly introduced tax policy in time to ensure the timely implementation of the new policy; Third, the implementation of "teacher-free" training, regardless of administrative and business departments, the implementation of full participation in training, improve the overall quality; Fourth, establish their own teaching staff, and select cadres with high professional quality and strong expression ability as training counselors by tapping internal talents; Fifth, the implementation of diversified training methods, starting with "experts leading" and "famous teachers pointing", through the methods of general training for all staff, rotation training for backbone students, in-depth training for top students, and promoting learning through examinations, has cultivated a team of talented people with continuous peak and fighting capacity.

(C) dynamic management, revitalize the post.

First, set up posts because of things. Because the nature of each post is different, the business volume is also different. Therefore, in post setting, we should proceed from the pursuit of work efficiency, determine job responsibilities according to the nature of work, and determine posts according to the number of job responsibilities and the size of business volume. The key point is to balance the workload of each post, ensure that everyone has something to do, do enough and do well, and let cadres feel that different posts have the same workload. It is forbidden to set up posts for one thing and one person to avoid the phenomenon of having nothing to do or doing things without passion. Second, job selection. Employing people by post, not every position is one-on-one to arrange suitable talents. Advocate the awareness of bold use of people and making them available to everyone. "The wooden stick is a weapon for hitting people, a tool for moving stones, and a material for processing plants." The key is to see how it works. At the same time, we should pay attention to optimizing the combination, using various types and different levels of talents in the same post, combining people with posts and improving the comprehensive business ability of cadres. It is forbidden to "compete for posts" at will. Now is not the time to reduce staff, so this method is not needed, otherwise it will cause instability. Third, regular rotation. "Running water does not rot, and the family is not harmonious." The same is true of rotation. On the one hand, it can curb dishonest behavior in building a clean government. On the other hand, we can find the differences of cadres' personal abilities, adjust their posts in time and improve work efficiency.

(D) Incentive mechanism, full of passion.

Motivation is not only a good way to tap the potential of human resources and improve their quality, but also an important measure to mobilize their enthusiasm, initiative and creativity.

1. Establish a scientific assessment mechanism. Clear the special assessment institutions, formulate feasible assessment methods and operational assessment indicators according to the post responsibilities of each post, and implement the "100 scoring system" to assess the energy level and performance of cadres. It is forbidden to advance energy level excitation. If it is subjectively determined at the beginning of the year that one type of personnel has a high energy level and the other type of personnel has a low energy level, it will lead to the low-level personnel being inactive due to psychological imbalance, and the work will be pushed to the high-level personnel, resulting in a working situation of "waiting, leaning and stopping".

2. Establish a perfect reward system. Reward is different from assessment, which is to link performance pay or work bonus with work efficiency, distribute it in proportion, and get more for more work, which is equivalent to the piece-rate wage form of enterprises; Reward is an encouragement to people or collectives who have outstanding work performance, outstanding work performance or outstanding deeds to give certain honors and material benefits. On the basis of adhering to the combination of material incentives and spiritual incentives, the grass-roots national tax reward system can set up "four aspects" awards, namely: advanced individual award, advanced unit award, outstanding contribution award and business expert award. At the same time, there should be strict selection procedures in the reward system to prevent the tendency of "three modernizations". First, the selection method should prevent the tendency of "taking turns to sit in the village"; The second is to prevent the tendency of giving priority to the first impression, loving my house and my dog, or "hating monks and robes"; The third is to prevent leaders from "speaking in one word", flouting the system and setting prizes at will.

3. Establish an effective punishment system. Broken window theory told us that if the window of a house is broken and no one repairs it, other windows will soon be broken inexplicably; In a very clean place, people are embarrassed to throw garbage. Once there is garbage, people will throw it shamelessly. There is no doubt that if we ignore a small problem and lead to disorder, more people will be hinted or indulged, thus affecting the overall situation. In this regard, in view of the factors that affect the passion of grass-roots work, on the basis of clarifying the content of "punishment" in the civil service law and combining the current situation of grass-roots national tax, the "Disciplinary Punishment System for Work Discipline of Grass-roots National Tax Organs" is formulated to curb negative work discipline and bad work behavior through publicity, notification, normative restraint and handling according to the civil service law.