A preliminary study on the evaluation system of government cadres

　　The way to govern is to use people. The General Secretary of the Supreme Leader pointed out that selecting good cadres requires a scientific and effective mechanism for selecting and employing people. The assessment and evaluation of cadres is a systematic project, which is the pre-existing and basic work of cadre selection and appointment. Different regions and departments have different needs for talents, talent reserves and work objectives and tasks, so the assessment and evaluation systems to be established have different emphases. It is of great significance to establish a fair and transparent cadre assessment and evaluation mechanism based on the actual situation of the institution, depending on the situation and time, for selecting and employing people reasonably and promoting the construction of the cadre team in the institution.

　　First, the importance and necessity of establishing a fair and transparent evaluation system for cadres

　　Under the current cadre management system, the motive power source of government cadres’ counselors mainly comes from three levels: adherence to ideals and beliefs, annual advanced and outstanding selection, and promotion of posts and ranks, especially the latter two have become rigid measures for party organizations at all levels to restrain and motivate cadres. It is necessary to establish a fair and transparent evaluation system in order to give full play to the guiding and encouraging role of cadre selection. One is to overcome the need of "rule by man". Without a systematic evaluation system that speaks with facts and is guaranteed by the system, the evaluation and selection of cadres can easily fall into the strange circle of "personal evaluation" and "personal evaluation". No matter how wise and scientific the decision-making of the first-level party group is, how fair and decent it is, it will still attract a variety of suspicions and unwarranted comments from cadres and workers and weaken the credibility, cohesion and combat effectiveness of the party organization. The second is the need to keep the wind and discipline clean. The lack of a fair and transparent evaluation system will lead some cadres to "seek the background", "cultivate relationships" and "consider people without thinking about things" in order to promote their personal positions and ranks and select the best candidates first, and even produce the idea that "it is better to report to the leaders for half a day after working hard for a year". In the long run, it will undermine organizational discipline and violate the rules of selecting and employing people, which will make it difficult to eliminate bad style. The third is the need for selecting and evaluating cadres. With the implementation of the Civil Service Law, the revision of the Regulations on the Selection and Appointment of Leading Cadres of the Party and Government, the promulgation of Several Provisions on Promoting the Promotion and Appointment of Leading Cadres (Trial), Four Supervision Systems for the Selection and Appointment of Cadres, and the Regulations on the Work of the Party Group in the Communist Party of China (CPC) (Trial), the management authority of cadres has been decentralized step by step,In particular, the responsibility of selecting and appointing cadres is aggravated, and an all-round and in-depth investigation of cadres has become an important prerequisite for party organizations at all levels to perform their duties. Establishing a fair and transparent evaluation system is an important way to deeply inspect cadres, which can effectively avoid the phenomenon that cadres and officials seek things in a mere formality, make superficial remarks and engage in ostentation, and avoid the phenomenon that leaders do what they see, do what they do when they are in their place, are busy all day and accomplish nothing at the end of the year.

　　Second, explore the path of establishing a fair and transparent cadre assessment and evaluation system

　　The assessment and evaluation of cadres is the inherent requirement of strictly administering the party and cadres. In the final analysis, it is the comparison between people, which involves many factors and is very complicated. It is difficult to quantify them all and it is impossible to be absolutely fair and equitable. On the object of evaluation, we should adhere to the same level of job evaluation, and set different evaluation contents for different jobs. In the evaluation focus, it is necessary to design detailed indicators around the functions and main tasks of the organs in combination with the specific reality of the organs. In principle, the energy should be quantified as much as possible, and the areas that cannot be quantified should be improved as much as possible, and the channels and levels of evaluation should be broadened, so as to be objective and fair. The first is to subdivide the types of talents. On the basis of formulating the "Personnel Demand Plan for Government Offices", the existing talents are subdivided. Talents in general organs can be divided into professional, managerial, transactional and compound types. They are not completely independent, but have different biases. A dynamic database of mutual transformation is established to lay the foundation for "selecting people by posts". The second is to strive for the right position. Before adjusting the use of cadres, widely collect the job expectations of cadres as a reference for the use of cadres. Under the same conditions, as far as possible, arrange cadres to the expected posts, and strive for cadres to be in their positions, give full play to their talents, and seek political affairs, which can not only effectively stimulate the enthusiasm of cadres, but also improve the satisfaction of cadres’ use. The third is to set the evaluation coefficient. The functions and tasks undertaken by different positions of the organs are different, so it is difficult to reflect fairness when they are put on the same level. On the basis of detailed job responsibilities, a higher weight coefficient is set for jobs with heavier responsibilities and tasks because of the difficulty in completing their tasks.On the contrary, set a lower weight coefficient, and closely combine it with the main functions and annual key tasks of the organs. The fourth is to formulate quantitative indicators. The formulation of quantitative indicators is an important orientation, which varies from organ to organ and depends on the actual situation of cadres. It is not static but relatively stable. According to the unified requirements of "morality, ability, diligence, performance and honesty", the first-class indicators are formulated. The formulation of secondary indicators mainly highlights the characteristics of institutions, adheres to the problem orientation, and is closely related to the style of institutions, the ideological trends of cadres, the overall quality of the team, and the weight of work tasks in a period of time. The indicators describe the performance of problems directly, increase the weight of outstanding problems, and avoid "generalization and generalization" while taking into account the overall investigation.

　　Third, establish a guarantee mechanism for the effective implementation of the cadre assessment and evaluation system

　　A fair and transparent cadre assessment and evaluation system is an institutional arrangement, and its vitality lies in strong implementation, and the key lies in good implementation. First, leaders attach importance to and change their ideas. Leaders should attach great importance to it and consciously make decisions according to the results of the evaluation system. We should have an open mind and accommodate talents who hold different opinions but can do things well. We should respect power and facts, focus on the problems and opinions in the process of system operation, correct mistakes in time, and continuously inject new vitality into the perfection of the system. The second is to establish a talent training and transformation mechanism. It is necessary to establish a medium-and long-term plan for the training of talent teams, formulate targeted training plans of different stages and types, enrich carriers and broaden channels, pay attention to the pertinence, effectiveness and practicality of training talents, gradually cultivate different types of talents into compound talents and versatile cadres, and update the talent database in time according to the training effect and personal growth. The third is to establish a post rotation mechanism. Post is an important platform for talents to temper and grow. Without weakening the overall execution or having little impact on the completion of the annual tasks, we should try our best to rotate posts according to the specific positions and cadres’ competence, and gradually establish a regular rotation system for cadres, and establish a complete ledger of cadres’ assessment results in units of years. The fourth is the application of evaluation results. As an important basis for the selection and appointment of cadres, the ledger of evaluation results over the years is publicized. In principle, the selection and appointment are based on the ledger of evaluation results. We can’t let "the evaluation results are linked to the proposed cadres" stay in oral and written documents, and establish the authority of the evaluation system.

　　(Author: Autonomous Region Department of Industry and Information Technology)