Investigation and Thoughts on the Open Selection of Leading Cadres at County Level Bureaus by * City National Tax System

I. Basic practice of publicly selecting leading cadres at county level bureaus

On the basis of a comprehensive investigation, extensive discussion and in-depth discussion on the leadership of the county-level bureau of the city's national tax system, the party group of the Suihua City State Taxation Bureau decided to openly select seven young cadres as deputy directors or discipline inspection leaders of the county bureau. In order to do this work, the Suihua City State Taxation Bureau established a public selection work leading group led by the top leader, set up an office, and in accordance with the provisions of the Central Organization Department on the open selection of leading cadres, and closely combined with the actual work. The work implementation plan clarifies the guiding ideology, working principles and openly selected positions, scope, qualifications, conditions, procedures and methods of the open selection work. The specific implementation steps are as follows:

Announce. The first is to publish files and publicize the positions, conditions and specific requirements for open selection. The second is to mobilize ideas and widely publicize the purpose and significance of publicly selecting leading cadres.

Recommended registration. First, the organization recommends that the party groups of the county bureaus, after obtaining their consent, recommend the registration in the name of the party group. The second is personal self-recommendation. The cadre himself will go directly to the Municipal Bureau of Public Selection and Leading Group Office to register with the relevant documents. The city's national tax system recommended a total of 107 people.

Qualification review. First, for the organization's recommendation personnel, the party committees of the county bureaus will conduct the preliminary examination, and the municipal bureau will openly select the leading group office for review. Second, for individual self-recommended personnel, the Municipal Bureau of Public Selection and Leading Group Office is responsible for review. After review, all 107 cadres who are recommended to apply for registration are eligible for public selection.

Written test and interview. The written test is closed book. The content is three parts: public subjects, professional subjects and essay writing. It mainly tests the candidate's political theory level, tax business knowledge, ability to analyze and judge problems and comprehensive ability of words. After the written test, according to the written test scores, the top 35 cadres will be interviewed according to the ratio of 1:5 from high to low. The interview adopts a structured interview method, which mainly tests the candidate's logical thinking ability, organizational coordination ability, language expression ability and decision-making ability, adaptability, innovation ability, business ability, instrument temperament and so on. After the interview, the scores of the written test and the interview results will be calculated in a ratio of 5:5, and the top 21 cadres will be determined according to the ratio of 1:3 from high to low.

Organizational inspection. After the exam, the 21 cadres who were short-listed were publicized and organized for inspection. According to the five criteria of morality, energy, diligence, performance and honesty, we adopt a combination of qualitative and quantitative methods to examine the work performance within 8 hours and the socialization outside 8 hours by examining the forms of investigation, democratic evaluation, and interviews. A comprehensive review of the situation. After the expedition, the Municipal Bureau of Public Selection and Leading Group Office conducted a qualitative analysis of the results of the survey, and quantified the demographic assessment, leadership experience and inspection opinions according to the ratio of 2:3:5, and comprehensively calculated the survey results. Finally, the test scores and the test scores are combined to calculate the total scores in a ratio of 6:4. The top 14 candidates are selected according to the ratio of 1:2 from high to low.

Appointment of the party group. The Municipal Bureau held a party group meeting. In accordance with the principle of democratic centralism, through the full discussion of the members of the party group, the decision of 14 candidates was decided by secret ballot, and seven outstanding young cadres were promoted to enter the county-level IRS leadership team. The seven proposed candidates for the remaining unapproved appointments will be included in the newly mature reserve cadre team, and will be focused on training. When there is a vacancy in the leadership position of the county bureau, priority will be given to the appointment.

2. Effectively selecting and selecting the leading cadres of county-level bureaus

Breaking the ideological concept of seniority. In the work of publicly selecting and leading leading cadres, we adhere to the principles of openness, equality, competition, and merit-based, and increase the intensity of selecting outstanding young cadres, completely breaking the ideological concept of seniority and making a group of outstanding young cadres stand out. Among the seven young cadres selected and appointed, the oldest is 37 years old, the youngest is 25 years old, and the average age is less than 31 years old. It optimizes the leadership structure of the county bureau and improves the combat effectiveness of the leadership team. Openly select and appoint leading cadres, and further improve the cadre incentive mechanism, so that the cadres realize that cadre promotion and appointment is an ability to compare and demonstrate performance in an open environment. This has greatly motivated cadres to study hard, improve their quality, and actively strive for progress. The enthusiasm has established a good employment orientation in the city's national tax system.

Overcome the unhealthy trend in selecting and employing people. In the whole process of publicly selecting leading cadres, we implemented “one difference in the end” and “sunshine competition”, effectively solving the unhealthy trend of pulling people, walking the road, running officials and officials. "One difference in the end" refers to the implementation of the difference recommendation, the difference assessment, the difference brewing, and the difference vote; "sunshine competition" refers to the openness of the selection process, the results of each stage are open, enhance transparency, and widely accept public supervision. At the same time, openly select leading cadres, select outstanding talents by means of examinations, and include the criteria for selecting and hiring people in the form of test questions. The scientific and objective evaluation criteria are used to measure the ability and quality of the candidates, reducing the human factors in the process of selecting and employing people, and promoting the excellent factors. Choose the best.

Achieve rational allocation of human resources. The open selection of leading cadres in the whole system broke the geographical restrictions, expanded the scope of selection of cadres, and solved the shortage of some units and the shortage of other units. For example, the State Taxation Bureau of Luling County is a small bureau. However, through public selection, five people have entered the proposed candidates, and two have been elected to the leadership of the county bureau, realizing the rational allocation of leaders. In the appointment of the leading cadres of public selection, in accordance with the age, personality, temperament, professional expertise of the proposed candidates and the needs of the leadership of the county-level IRS, among the seven cadres promoted, except one lesbian, All of them have implemented exchange avoidance and exchanges in different places, and they have done their best to make the best use of their talents and improve the overall function of the leadership of the county bureau.

Improve the scientific nature of the work of selecting cadres. We put the key points of openly selecting and leading cadres in the three aspects of written examination, interview and organization inspection, and adopted quantitative assessment methods to avoid subjective randomness and make the work of publicly selecting leading cadres more scientific and rational. Through the written test to test the knowledge quality of the candidates, through interviews to assess the ability and quality of the candidates, through organizational inspection to control the political quality, performance and public recognition of the candidates, to ensure that outstanding talents were selected.

Third, some inspirations from the public selection of leading cadres at county level bureaus

Doing a good job of thinking is the basis for doing a good job in open selection. The open selection of leading cadres is a key issue of concern to the majority of cadres and workers. In this regard, we specially issued a notice requesting the county bureaus to increase their propaganda efforts, do a good job of thinking, and change the “one-year life-long test” for some leading cadres at the county-level bureau, “the ability to do the test is not as good as the test” and the “new period”. Misunderstandings such as 'the imperial examination system' and "the candidate's default" have enhanced their awareness of participating in competition and self-confidence in meeting challenges. A total of 107 cadres in the whole system signed up for the public selection, and the ratio of the required 7 positions was 15:1, which laid a solid foundation for the selection of excellent and excellent.

Strengthening leadership is the prerequisite for doing a good job in open selection. The open selection of leading cadres is currently an effective system for selecting and appointing cadres. In order to do a good job in public selection, the party group of the Municipal Bureau held several meetings to conduct repeated research and in-depth discussions on the importance and necessity of the open selection work, and unified the ideological understanding of the members of the party group. The main leaders and supervisors of the Municipal Bureau personally took the lead and actively participated in the whole process of public selection. From the formulation of the plan and the establishment of the principles to the implementation of the organization, the party committees of the municipal bureau strictly controlled the public, ensuring the smooth progress of the open selection process. .

Adherence to standard operations is the key to doing a good job in open selection. The open selection of leading cadres is extremely complicated and difficult to do. It is easy to have problems of one kind or another. In this regard, we strictly follow the provisions of the open selection scheme, standardize operations, and implement steadily, enhancing the planning, procedural, rigorous and confidentiality of the public selection work, so that scientific arrangements can be made at every step and every step. Strengthening confidentiality measures to ensure that the public selection work is carried out in an orderly manner. Especially in the key aspects of the written test and interview, we hired experienced experts and deputy directors and comrades in the province to take the exam, hired the police invigilator, and strictly followed the relevant regulations in the process of proposition, judgment and interview evaluation. Standardized operation ensures that the public selection work is impartial and eliminates the public's ideological concerns of “black-box operation”.

Implementing effective supervision is a guarantee for doing a good job in open selection. The open selection work is closely related to the vital interests of the cadres and has attracted the attention of the majority of cadres. Only by implementing effective full-time supervision and enhancing the transparency of the work can the public be convinced and open selection work can achieve good results. In our work, we have always adhered to the principles of fairness, justice and openness, and we have put together four barriers in expanding the people's right to know, participate and supervise. The first is to strictly open the public and public relations. From the implementation of the implementation plan, to each specific step, it has been carried out in public, not only allowing the candidates to specify specific time limits and requirements, but also allowing the cadres to understand and master in a timely manner, and to announce the city bureau’s report phone, thus ensuring The effective implementation of supervision has been unanimously recognized by cadres and workers. The second is to strictly enforce self-discipline. Starting from the leadership, starting from the members of the party group, comprehensively raising the sense of responsibility and overall awareness of the open selection work; the three chapters of the law, not to mention the disadvantages of open selection, do not do things that are not conducive to open selection, and strictly investigate the behavior harmful to open selection. It has done a fair job, does not wish, does not confuse the opening, and guarantees the fair conduct of the open selection work. The third is to strictly control supervision and control. In accordance with the principle of early intervention and prior supervision, the discipline inspection and supervision department actively participated in the whole process of public selection, fully exerted its functions, implemented effective supervision, and received good results. The fourth is to strictly investigate the responsibility. Strict organizational discipline and strict accountability system. It is clearly stipulated that if the leading cadres are found to be guilty of fraud, etc., no matter who is involved, they must be given administrative sanctions. If the candidates are found to have fraud problems, they must not only be disqualified from the election, but also be held accountable for their administrative responsibilities. It can not be promoted and reused within 3 years, thus effectively guaranteeing the smooth completion of the work of openly selecting leading cadres.