Yesterday, Zeng Zeng, an officer of the Cadre Section of the Division's Political Department, informed him that at 8:30 a.m. this morning, the political commissars, directors, and cadre unit chiefs of all regiments went to the conference room of the Division's Political Department for a meeting. Pen, fun, and www.biquge.info

Yang Wenbin received the notice, and after receiving the notice, he separately notified the political commissar, the director, and the head of the cadre unit to attend the meeting.

At eight o'clock this morning, the political commissar, the director, and the head of the cadre unit set off for the division headquarters in a jeep. It was almost time for lunch when they returned.

As soon as the head of the cadre unit returned to the office, he opened the file bag, took out a stack of meeting materials, handed it to Yang Wenbin, and said, "You can take a look first." Later, there is a director who goes to the political department of the division to report the materials that need to be written, and you can prepare them. ”

Yang Wenbin took the material and looked at it.

The first is the "Implementation Measures for Comprehensive Incentives for Cadres" issued by the division party committee.

In it, it mainly stipulates the relevant provisions of the comprehensive incentive of cadres.

First, comprehensive incentives should be given in terms of assessment and use.

For example, the annual and quarterly evaluations of cadres are divided into four grades, namely, excellent, competent, basically competent, and incompetent.

Among them, 20% are excellent and 70% are competent. 7% are basically competent and 2-3% are incompetent.

Then, from among the outstanding cadres, the first cadre is selected, and the proportion of the first cadre does not exceed 5% of the total number of cadres. From among the incompetent cadres, the bottom 1% of the cadres are evaluated.

Then the first cadre is encouraged, and the last cadre is eliminated.

How to motivate the first cadre?

The first is to skip the level of promotion.

For cadres who have been rated as the first for two consecutive years, who have served for four years in a regular position and have served for four consecutive years, they can be directly promoted to the main post at the next higher level;

For those who have been awarded second-class meritorious service for four years, or who have served for four consecutive years, they may be promoted to the next higher level of the main position;

For technical cadres who have won or won the National Science and Technology Progress Award, they can be promoted by skipping the level.

The second is to promote in advance.

Those who have been rated as the first cadre for two consecutive years may be given priority in promotion or half a year in advance.

The third is normal promotion.

Cadres at the rank of regular rank, who are in the rank of regular officer, in the post of regular officer, in the rank of regular battalion, or in the main battalion, need to serve for at least three years to the post at the next higher level, and for cadres at the deputy rank of deputy company or deputy battalion, they need to serve in their current post for at least two years.

During their tenure, cadres must be rated as excellent or competent before they can be promoted. Where there is incompetence or basic competence, they are not to be promoted.

How are the last cadres eliminated?

The document stipulates that cadres who are rated as incompetent or basically competent in the current year will not be promoted in that year!

The last cadre is produced from among the incompetent cadres.

Cadres who have been rated as incompetent for two consecutive years generally need to be reassigned to lower-level positions, and those who are close to the age of changing jobs may be transferred to a new job ahead of schedule.

Cadres who were rated as the last cadres. Give a change to a subordinate position, or deal with a change of employment.

This is to encourage cadres from the promotion and use of cadres.

The second is to use economic means to incentivize

First, for cadres who are rated as incompetent in the year, the 13th month's incentive salary will not be paid at the end of the year.

The second is for cadres who are rated as incompetent on a quarterly basis. Deduct the cadre's post allowance for the month.

And the reward salary and post allowance that will be deducted from the penalty will be rewarded to the cadres who are rated as excellent. The shortfall shall be made up by the regiment.

Third, priority should be given to the division of rooms and the formalities for accompanying the army.

Company cadres who have been rated as the first in two consecutive years, who have served in the military for 14 years or more, and who meet the requirements for joining the army by one year may go through the formalities of joining the army one year in advance with the approval of the division's political department.

Under the same conditions, for cadres who have been rated as the first for two consecutive years, priority can be given to room allocation.

Fourth, priority in enrollment and recuperation.

Cadres who are rated as outstanding will be given priority to be sent to military academies and academies at all levels for study and training, and to medical institutions to participate in recuperation.

After studying this document in the division, Yang Wenbin's scalp was numb, and he was originally rated as an incompetent cadre, and the consequences were so serious. He didn't even know that before.

But what if everyone is competent and there is no incompetence? Yang Wenbin's mind was full of questions.

The second document is the "Several Provisions on Strengthening Cadre Management Education" issued by the Political Department of the Division.

It contains detailed regulations on the management measures for cadres in the camp, school enrollment, hospitalization, vacation, and so on. It emphasizes both management within eight hours and management beyond eight hours. Emphasis is placed on the management of leading cadres as well as the management of ordinary cadres. It not only emphasizes the self-management of cadres, but also emphasizes the standardized management of the organization.

The leave regulations in it are the same as the previous leave management content.

The third material is the experience of the 446th Infantry Regiment in implementing the system of first incentive and last elimination.

They introduced the experience and practice of conducting competent evaluation of cadres and then carrying out comprehensive incentives in combination with quarterly two-way evaluations.

The material is very long, and Yang Wenbin looks at it very carefully. He felt that this empirical material was still relatively operable. It's really worth learning from.

The fourth material is the task.

It reads that the divisional political department is scheduled to listen to the reports of the directors of each regiment on the implementation of the first incentive and the last elimination of the regiment next Wednesday. The circular makes it clear that a battalion can be used as a practical example to illustrate the practice of encouraging cadres at the top and adjusting them at the bottom.

A battalion, how to write it? Although he goes to the battalions every week to check the performance of the cadres in office, it has been half a year since Yang Wenbin came to the cadre unit to help with the work. But she felt like she was faced with menial and specific tasks every day. Regarding the appointment of cadres in each battalion, he really didn't calm down to think about and sum up.

How to write it? He took the roster of cadres and flipped through it.

Artillery battalion, it seems, the characteristics are not very prominent. At the end of the year, several cadres were adjusted, but only one of the cadres was promoted to the deputy battalion, and there was another accident on August 1 last year, and the impact was really not good.

In the tank battalion, the range of cadre changes is very large, and two company commanders were arranged to transfer at the same time at the end of last year, but the main reason is that the age has reached the line, and there do not seem to be many promotions.

In the third battalion, the extent of cadre changes this year is not large; the instructors have changed jobs, and the instructors of the artillery battalion have taken over; the commanders of the companies have basically been newly readjusted only last year, and the commanders are all relatively young and capable, and their characteristics are not very prominent.

In the second battalion, the situation of the cadres is similar to that of the third battalion, and the commanders of the company are all shrewd and capable. The deputy positions are all relatively capable.

Looking at the first battalion again, at the beginning of this year, the cadre reshuffle was the largest.

The deputy battalion commander was transferred, and the former company commander of the first company was promoted to deputy battalion commander.

The former instructor of the second company was transferred to another job, and the deputy instructor was promoted to instructor.

The former company commander of the third company was promoted to the organ at the beginning of the year, and the deputy company commander took over as the company commander.

The former company commander of the First Artillery Company was promoted to the organ at the beginning of the year, and the deputy company commander took over as the company commander.

Their change is the biggest, such a big change, what kind of standard is their employment based on, how do they reflect the first incentive, the last elimination? There should be a place to dig in this.

But how to write this experience? Yang Wenbin couldn't find a clue.

When it was time to eat, he went to the cafeteria with the flow of people and took a bite.

When I returned to the office, I still picked up the pen and started there, but concretely, still, I felt like I couldn't start.

He took the cadre roster of the first battalion, found out the cadre registration form, and looked at each person's resume, length of service, specialty, and the results of the cadre competency evaluation in the past three years.

After reading this, although I felt that I had a deeper understanding of the cadres of the first battalion, I still felt that it was still very superficial, dry, and could not be connected.

Lack of deeper, deeper understanding.

I held it for noon, but I still didn't hold back a few words. Here, he remembered a saying, there is no right to speak without investigation.

Instead of staying in the office behind closed doors, it is better to go to the first camp to find out and ask Instructor Liu.

By the way, he was born as the head of the propaganda unit, and he used to deal with big materials, so isn't it a piece of cake to write some experience materials.

If he is a little more modest, can he give himself a little bit?