Improve the overall level of front-line cadres

Whatever is lacking, make up for it

"Company Commander Wang requested a change of career!" This happened in March last year in a certain group army A piece of news from the group.

Due to lack of experience in leading troops, Captain Wang's company encountered problems one after another. In desperation, he wrote a report to the regiment leader requesting a career change. No coincidence. A deputy battalion commander of a certain regiment was given an administrative warning for causing an accident due to unclear command procedures when organizing small-arms live ammunition shooting for new recruits.

The Group Army Working Group learned during the investigation that the problems of lack of professional knowledge and inability to do what they want to do are somewhat representative among grassroots cadres. The "first group" of the party committee analyzed that the incompatibility between ability and quality and job requirements is the key to the grassroots cadres' request to change careers and the problems that arise. Based on this situation, they made three moves:

Building a ladder of talents. They adopt the method of "food and accommodation in the camp and company, and training in the brigade", divide the system according to the department, and according to the principles of small concentration, regularity and diversification, guide the brigade in batches to grasp the on-the-job training of grassroots cadres, ensuring that every year Conduct rotation training for grassroots cadres. In the training of newly appointed cadres, members of the brigade party committee adopt the method of "sit down and help build" to guide the newly appointed cadres face-to-face to "kick the first three kicks" and help them get on the horse for a ride; in the training of college student cadres, according to the principle of "become a soldier first" One month, then serve as squad leader for one month, and then train for another month” approach to help college student cadres improve their first-level job abilities.

Make up for the shortage. Based on the principle of making up for what is lacking and training what is weak, they strive to improve the three abilities of grassroots cadres: the ability to control troops, the ability to organize training, and the ability to implement.

Build a bridge between hearts. The group army has actively adapted to the new situation of the gradual increase in the number and classes of training in military and civilian academies in recent years, insisting on tilting the schooling indicators towards the grassroots level, favoring outstanding young battalion and company deputies and equipment and technical support cadres with development potential, and making full use of the advantages of the academies. Build potential for development of grassroots cadres. For those with good overall quality and outstanding academic performance, methods such as promotion in school and reserved positions will be adopted, and they will be properly arranged and given priority.

Company Commander Wang, who once made a "diversion report" to the regiment, now leads the company to "croak". At the end of last year, his company was commended by his superiors as an advanced unit in grassroots construction.

Leave no blank spots in management

There is a cadre in a certain regiment who is recognized as a "trustworthy cadre" in the camp. But during a vacation, due to careless friendship, he did something that made the leader "uneasy." The leaders of the group army feel that the education of grassroots cadres at all levels has not been neglected. Why are there still loopholes? The problem lies in the lack of a long-term mechanism to strengthen the team building of grassroots cadres, and the education and management of "reliable cadres" has been relaxed.

In order to correct this problem, the main leaders of the group army led the working group to spend more than 30 days on thousands of grassroots cadres from the five aspects of ideological education, organizational management, training and improvement, care and care, and assessment and appointment. Conduct a full investigation. On this basis, the Army Group issued five normative documents including the "Opinions on Further Strengthening the Construction of Grassroots Cadre Teams" and "Detailed Rules for the Education and Management of Grassroots Cadres", and clarified the specific responsibilities of party committees at all levels in building the cadre team. The regulations further straightened out the relationship between "combination" and effectively arranged work with "one order", used strength with "one game of chess", and solved problems with "one effort".

The group army also adopts the methods of no greeting, overt and covert visits, and surprise inspections to move the disciplinary supervision frontier, requiring the brigade chiefs to achieve "four clarifications" on grassroots cadres, that is: be clear about their duties. The number of cadres in the unit who are out in the field should be clear about where each person is, what they are doing, and when they will return. They should be clear about the actual performance in the field and the main problems and difficulties that need to be solved.

“There is no small matter before the laws and regulations, and there is no negotiation in the implementation of the ‘iron law.’” Last year, the Army Party Committee seriously investigated and dealt with issues such as multiple requests for leave that exceeded the leave limit and individual demobilized cadres who did not leave the team on time.

Let the flying "kite" stay on the line. In the past, cadres participating in training abroad were a difficulty in army management.

In recent years, the group army has adopted new methods: using holidays to recall personnel who are studying or training abroad, and each brigade and regiment will conduct special education and heart-to-heart talks to understand their thoughts and learning status in a timely manner, help them solve problems, and master the management of grassroots cadres. Educational initiative.

Focus on winning with capable people

Once, a certain regiment conducted a live-fire drill. A battalion commander who was usually good at managing and leading troops made a fool of himself when pulling troops: he was not proficient in equipment and technology, unfamiliar with command procedures, and had poor coordination with neighboring units. As a result, the exercise failed.

The problems exposed during the exercise made the "squad members" of the Army Party Committee reflect: to train and appoint cadres, we must change from being accustomed to using "managerial" cadres to focusing on the need to win.

In March last year, the position of deputy chief of staff of a certain anti-aircraft artillery brigade was vacant, and many people were eyeing this position. However, the Army Party Committee took a fancy to Chen Zhengmian, the commander of the sixth battalion of the brigade. Chen Zhengmian has comprehensive qualities, and his battalion has been commended by his superiors for two consecutive years as "Advanced Battalion for Grassroots Construction" and "First-Level Military Training Unit." Chen Zhengmian and instructor Zhang Jihong were also commended by their superiors as "a pair of good officers" and were awarded third-class merit. Some people think that Chen Zhengmian has only served as battalion commander for more than two years and should not be promoted too quickly. However, the party committee insisted on appointing cadres based on the criteria of "win the fight" and promoted Chen Zhengmian to deputy chief of staff of the brigade.

In the training and appointment of cadres, the "squad members" of the Army Party Committee insist on "not looking at relationships but political performance, not looking at reputation but looking at motivation, not looking at diplomas but looking at level", insisting on fairness and justice, and appointing people on their merits. Before the selection and appointment of cadres every year, the deputy secretary of the group army party committee personally takes charge and selects "elite soldiers and generals" from the government agencies to form a joint inspection team. "Joint examination". In order to test the fairness and impartiality of the "joint examination", after the grass-roots units reported the pre-selection candidates, the Army Party Committee sent people to "return the gun", that is, organized a joint examination team to return to the grass-roots units to conduct "joint investigations" on the pre-selection candidates one by one, and adopted a clear investigation. The methods of unannounced visits, individual interviews, mass reconsideration, and follow-up inspections are used to check whether the leadership agencies have violated regulations, whether the selected candidates have indiscriminate relations, and whether the performance of the assessment candidates is not satisfactory.

Over the past two years, this group army has promoted more than 50 outstanding grassroots cadres under the age of 32 to leadership positions, and the masses are generally satisfied. ?

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These are just theories! !

The key is you! !

You have a cheerful personality! The stomach function is a little weak! I haven't been sleeping well lately! Low blood pressure! The figure is relatively tall!

You are smart and capable! Not very professional! Do things arbitrarily and casually! No big picture view! Popularity is pretty good! Poor control! !