Investigation Report on the Reform of Personnel System in Chongqing Public Institutions
Investigation Report on the Reform of Personnel System in Chongqing Public Institutions
Chongqing is located in the northeastern part of China's southwestern region and the upper reaches of the Yangtze River. In March 1997, it established a centrally administered municipality. It now has 14 municipal districts, 4 county-level cities, 17 counties and 4 autonomous counties with an area of 82,300 square kilometers and a population of 3,107. Million. More than 25,000 existing institutions have more than 495,000 people, covering research, education, culture, health, sports, agriculture and other industries. The total number of personnel is equivalent to the total number of institutional reforms of party and government organs. 5 times. Among them, there are about 334,000 professional and technical personnel in the institutions, accounting for 67.5%, and most of them are highly educated intellectuals. The personnel system reform of Chongqing's public institutions started relatively early, the supporting measures were relatively perfect, and the reform progress was relatively fast, leading the country.
I. Progress of the personnel system reform in Chongqing institutions and main practices
After the Tianjin Conference in 1999, Chongqing Municipality began to comprehensively start the reform of the personnel system of public institutions. In 2000, Chongqing Municipality held a mobilization meeting for the reform of the personnel system of public institutions. The plan took five years to complete before the end of 2004. By the end of August this year, there were 62 departments in 64 municipalities, 27 in 40 counties and districts, and nearly 200,000 people signed employment contracts, accounting for 42.9%. Among them, 13 departments and 7 county and district institutions have completed the recruitment and reform of the personnel system. In the reform, the number of diverted personnel reached 16,322, mainly concentrated in the education system. Through reforms, the autonomy of employers and the autonomy of internal income distribution have been expanded, the vitality of public institutions has been enhanced, and the enthusiasm and subjective initiative of managers, professional and technical personnel, and workers and staff have been greatly mobilized.
Strengthen leadership and ensure that the "issues of change" proceed in an orderly manner. In order to ensure the smooth progress of the personnel system reform of the public institutions, the Chongqing Municipal Personnel Bureau attaches great importance to the leadership and supervision role of the municipal party committee and the municipal government. The head of the leading group for the personnel system reform of the public institution was personally served by the mayor Wang Hongju. Comrade He Guoqiang, the former party secretary of the city, personally attended the meeting and made an important speech. The leading group for the reform of the personnel system of public institutions has to hold a special meeting every year to study the personnel system reform of public institutions. It has been held six times. Twelve of the "changes" files were approved by the Standing Committee of the Municipal Party Committee and the executive meeting of the government. They were jointly issued by the organization and personnel, which improved the authority of the archives. The Office of the Personnel System Reform Leading Group of the Institution has 4 full-time staff members and 3 part-time staff members. The executive deputy director is an assistant inspector of the Municipal Personnel Bureau, which is responsible for the specific operation of the personnel system reform of the public institutions. The municipal government allocates 100,000 yuan of business expenses to the "Earth Reform" Office every year, which is specially used for "issue reform" work. At the same time, Chongqing Municipality also regards the reform of the personnel system of public institutions as one of the important tasks of the “Development Deepening Year”. It has established a joint work conference system and a monthly notification system. According to the reform of the personnel system of public institutions, regular and irregular meetings are held. The main leaders of the department jointly held joint working meetings to coordinate and solve various problems arising in the reform. The Municipal Personnel System Reform Leading Group Office will conduct monthly statistics and notifications on the progress of system reform in counties, cities, districts and industries. The report directly leads the leaders of the county, city, district and various industries. The reforms are intensive and the results are markedly rewarded; if the leaders do not pay attention to them and the pace of progress is slow, they will not be qualified, and the units may not be rated as qualified. For units such as the General Office of the Chongqing Municipal Committee, because the reform plan was not reported in time, the office of the leading group of the institution dared to report directly to the secretary of the municipal party committee, and the situation of the pressure was obvious, which greatly mobilized the heads of counties, cities, districts and industries. The initiative and enthusiasm of the department to participate in the reform.
Increase publicity and create a good atmosphere. In the reform of the personnel system of public institutions, Chongqing pays more attention to the creation of a reform atmosphere. The specific performances are as follows: First, before the reform, the organization of capable personnel went deep into the surveys of counties, cities, districts and various industries, fully understood and mastered the nature, personnel composition, number of personnel, and sources of funding of the city's institutions, and achieved the base. The Qing and the reform of the Qing dynasty have laid a solid foundation for comprehensively promoting reform. The second is to convene a mobilization meeting for the reform of the personnel system of public institutions. The significance, objectives, measures, and related policies and regulations for the reform of the personnel system of public institutions are clearly defined at the lowest level, neither exaggerating nor concealing, and expanding the right to information of the grassroots. It has increased the enthusiasm and initiative of grassroots people to participate in the reform. The third is to publicize the reform of the personnel system of public institutions through the news media. Chongqing attaches great importance to the public opinion effect of newspapers, television, radio, Internet and other media. At the beginning of the reform, the major media in Chongqing concentrated on two months, and carried out special propaganda and reporting on the “issue reform” work to create a reform momentum. In the reform, every policy and work conference will be reported through various media, and the news media briefing will be held from time to time according to the needs of the "issue reform" work. Especially this year, Chongqing has all the policies and “question-and-answer questions” 56 on the Internet, which has expanded the publicity, enhanced the transparency of work, and created a positive reform atmosphere.
Grasp the pilot and progress steadily. The reform of the personnel system of public institutions involves a wide range of issues, the adjustment of the interest pattern is large, and the social response is large. A little carelessness will lead to various contradictions and become "passive" in passive. Chongqing believes that "things change" means "crossing the river by feeling the stones." On the giant view, we must actively build momentum, obtain support from all sides, form a consensus on reform, and grasp the pilot on the micro level and carefully advance it. In the pilot, Chongqing has mainly done two levels of work. First, at the county, city, and district levels, and second, at the level of scientific research, education, culture, and health. In the specific operation, Chongqing Municipality began to pilot the counties, cities, districts and industries with relatively good economic conditions and relatively difficult difficulty. After a successful experience, seize the opportunity and take advantage of the situation. On the point, with points to face, and gradually promote. Moreover, in the reform, Chongqing Municipality attaches great importance to the role of the incentive mechanism, and promotes the rapid, stable, and effective county, city, district, and unit through various forms, and commends and publicizes it through various forms. From the side, the reform of the county and various departments is enthusiastic.
Highlight the key points and push forward with all efforts. The first is to fully implement the full-time employment system. Mainly grasped the two barriers of competition for employment and the signing of employment contracts. In view of the common pattern of the management of the party and government cadres in the public institutions, as well as the issues of job title, lifelong tenure and personnel being able to enter and exit, the key implementation of the “double employment system” is to implement “open competition” for unit leaders or middle-level cadres. "employment" employment contract system, the implementation of the "open competition, two-way choice" employment contract system for general positions, the management personnel, professional and technical personnel, work and safety personnel are all included in the contract management, personnel and unit personnel relations become in line with market economic standards The contractual relationship between “negotiating between the two parties and hiring on demand”. The second is classification management. Set up a post for the job, and set up a post. The staff management level management system is divided into five levels, namely: second-level staff, second-level staff; third-level staff, third-level staff; four-level staff, four-level staff; five-level staff; six-level staff. The setting of the highest level of staff positions in different institutions shall be reported to the government personnel department for approval after approval by the competent department of industry. The staff level is subject to structural proportional control, and its structural proportion is determined by the government personnel department. The professional and technical personnel are evaluated and hired separately, and the post-employment system is applied to the workers. The third is the reform of the distribution system. It is mainly manifested in three aspects. A pair of different types of institutions implement different income distribution policies: the full-funded institutions implement the national unified wage system and wage standards, and implement the total wages. In the wage structure, the fixed portion is 70%. The live part is 30%; the differential appropriation unit is implemented in accordance with the unified wage policy and wage standards of the state, and the total wages are packaged or other management methods that conform to its own characteristics, and the transition to the self-support of funds can be made. The fixed part is 60% and the live part is 40%. Self-supporting institutions can be implemented in accordance with the wage system and wage standards set by the state. In the salary structure, the fixed part and the live part can choose 60%: 40% to 50%: 50%, conditional active trial wages The method of linking the total amount with the economic benefit index can also implement the enterprise management and the enterprise wage system, and achieve self-management and self-financing. The second is to implement different distribution policies for different types of personnel. The professional and technical personnel are divided into the job-level salary system, the job-post salary system, the art structure salary system, and the sports allowance bonus system. Among them, the job salary is a fixed part, and the allowance or post allowance is a living part. The management personnel implement the salary level of the staff position, which is divided into two parts: the staff position salary and the post target management allowance. Workers are divided into two categories: skilled workers and ordinary workers. Technical workers implement a technical-level wage system, which is divided into technical-level wages and post-subsidies. Ordinary workers implement a hierarchical wage system, which is divided into graded wages and allowances. Regardless of professional and technical personnel, management personnel, and workers, the wages are determined according to working conditions, workload, job nature, and dedication, and a normal capital increase mechanism has been established. The three have different distribution forms for different performances, turning state financial support into support for projects, and awarding outstanding talents. Mainly to improve the talent position allowance, the faculty members of the two academies and other different talents from the municipal finance to give 8,000 yuan, 3,000 yuan, 1,000 yuan per month job allowance; properly resettle the spouse children; enjoy medical treatment; establish a high-level personnel recuperation system; improve retirement Retirees who have made significant contributions to treatment and rewards. At the same time, for some important positions, Chongqing encourages trials of the annual salary system. This has greatly stimulated the creativity of various professional and technical personnel. At present, more than 6,000 units in Chongqing have carried out reform of the income distribution system. The fourth is to seize the difficult breakthrough. Endowment insurance is a "bottleneck" problem in the reform of the personnel system of public institutions, and is a key factor in dredging "exports." In terms of endowment insurance, Chongqing Municipality mainly adheres to the “old methods for the elderly and new methods for newcomers”. Personnel, security, finance, and preparation of the four departments issued a document on the restructuring of enterprises and diversion of personnel into the endowment insurance, that is, leaving the institution full of insurance, leaving no temporary insurance. The fifth is to insist on internal digestion and adopt six channels to properly resettle. Normal retirement. In the case of reform, if the statutory retirement age is reached, the professional and technical personnel of the deputy high titles and above may apply for extension of retirement in accordance with relevant regulations, and the rest shall retire; early retirement. In the reform, the financial allocation and part of the funded institutions, males 55 years of age, female professional and technical personnel over 50 years old, female workers over 45 years old and working years of 20 years, or working years of 30 years of staff, Early retirement may be handled in accordance with relevant policies, except for municipal management cadres and deputy senior officials and above. Special industry personnel such as high temperature and high altitude can be 5 years ahead of schedule. Early retirees enjoy the treatment of retirees in public institutions, and their sources of funding remain unchanged. Leave early in the post. In the reform, managers, professional technicians and workers close to the statutory retirement age should, in principle, leave their posts in advance, except for those who have the above titles in the municipal management cadres and deputy seniors. Among them, the self-supporting institutions can be relaxed for two years in advance. The early leavers do not occupy the establishment of the institution, do not promote the staff position and technical titles, and their working age is continuously calculated. The wages and benefits are the same as the incumbents, and the funds are settled according to the original channels. Resignation and dismissal. If the unit resigns after approval, the unit may, depending on the financial situation, grant a one-time subsidy as appropriate. If the dismissed person meets the conditions for receiving the dismissal fee, the dismissal unit shall issue the dismissal fee according to the prescribed standard. Self-employment or entering a business. Where self-employed personnel establish technology and economic entities, the taxation and industrial and commercial departments shall support them within the scope of national regulations. Laid off for employment. The period of appointment for layoff is two years. The first year is the waiting period, the second year is the custody period. During the term of employment, I enjoy my original basic salary. During the custody period, I enjoy the fixed part of the original basic salary, but not lower than the enterprise specified by the municipal government. Minimum wage standard for employees. If the employee has not been employed after the expiration of the custody, he may resign or be dismissed as required. At the same time, Chongqing Municipality also made separate provisions for the diversion and resettlement of the personnel of the institutions that were converted into enterprises and the units that were revoked. Sixth, the personnel dispute arbitration system was established and the personnel dispute arbitration work was carried out. Chongqing Municipality took the lead in promulgating the "Regulations on Arbitration of Personnel Disputes". In the case that the personnel dispute arbitration is not in line with the judicial system, in order to ensure the smooth implementation of the arbitration, the Chongqing Municipal Government has formulated the Arbitration Guarantee Regulations to directly enforce the arbitration. The assessment of the leaders of the unit, the promotion, and the capital increase are linked to ensure the smooth implementation of the arbitration results. The Chongqing Municipal Personnel Dispute Arbitration Commission has 21 members, the deputy mayor of the municipal government is the deputy mayor, and there are 5 deputy directors. The director of the personnel bureau is the deputy director of the department, and the leaders of the organization, discipline inspection, supervision, judicial, labor, and finance departments. Man-made members. The committee has an arbitration office and is co-located with the Arbitration Office of the Personnel Bureau. It implements two brands, one set of horses, the director is the director of the arbitration department, and the deputy directors are two independent investigators from the arbitration office. The Arbitration Commission has hired 22 full-time and part-time arbitrators, including 3 full-time arbitrators and 19 part-time arbitrators, each of which is headed by the business department of the Personnel Bureau and the departmental comprehensive department of the municipal level and the head of the personnel department of the municipal judicial organs. Serve as. At present, the Arbitration Commission and its offices have been established in more than 40 counties and districts throughout the city. As of August this year, the Chongqing Municipal Personnel Dispute Arbitration Commission has handled 48 cases of personnel dispute arbitration, and 29 cases of mediation and arbitration.
Second, the experience of the personnel system reform in Chongqing's public institutions pays attention to making articles on the "leadership" level and exerting the bombardment effect of "heavy artillery shells". The major problems in the reform of the personnel system of public institutions and the introduction of some important policies, the "issue reform" office is solved through the municipal party committee and the municipal government, the power is large, the effect is obvious
"The terracotta warriors have not moved, the grain and grass are the first", paying attention to the guiding role of the policy. Since 2000, Chongqing has issued policies and regulations on the reform of the personnel system of 47 institutions. The policy of the entire reform process is clear, and there are laws to be implemented, which makes it relatively difficult to implement at the implementation level.
Pay attention to the role of public opinion in the news media. The Propaganda Department and the Personnel Bureau of the Chongqing Municipal Committee jointly issued the "Notice on Strengthening the Propaganda and Reporting of the Personnel System Reform in Institutions", and made some strict and necessary policy provisions, and through mobilization meetings, study sessions, on-site meetings, and news. In the form of press conferences and publicity months, publicity was carried out with great fanfare, and the spirit of reform was conveyed to every household. The reforms were completely placed under the attention of the whole society, and all aspects of enthusiasm and initiative were stimulated.
Increase supervision and notification. The “issue reform” office often goes deep into the inspections and guidance of various counties, districts, industry systems and institutions, and enhances the pertinence of reform. A regular report and notification system for the progress of the “issue reform” has been established. The county, district and industry systems regularly report the progress of the “issue reform” according to the regulations. After the summary of the “issues”, they will be notified within the city and will be commended positively. Criticize not positive.
Properly handle the personnel dispute arbitrations that emerged during the reform and escort the reforms. The reform of the personnel system of public institutions is extensive and involves the re-adjustment of the pattern of interests. It is inevitable that various personnel disputes will arise. Based on the principle of mediation and post-arbitration, the Chongqing Municipal Arbitration Office properly handled personnel disputes according to relevant policies. On the one hand, it safeguarded the legitimate rights and interests of units and individuals, and on the other hand, it greatly protected the reform of the personnel system of public institutions. Smooth progress.
Some worries about the reform of the personnel system in Chongqing. The early retirement policy and the retirement policy have increased the financial burden. Although Chongqing is in the forefront of the country in terms of economic aggregates, the reality of the poor population is not negligible. Early retirement and retirement from school is equivalent to the government raising two people in 10 years, part of the early retirement and retiring staff, and part of the new staff after the empty post. The transformation of a public institution into an enterprise will be changed to what kind of enterprise. Restructuring into enterprises cannot simply be regarded as government weaning. Actively explore effective forms of state-owned assets and collective assets, allow social capital to participate in the restructuring of public institutions, form a diversified investment mix, and introduce modern enterprise management mechanisms to reduce reform costs. As soon as possible, turning potential into advantage and turning it into productivity, we can no longer take the old road of state-owned enterprise reform - if we die, we will change it or die. The endowment insurance system cannot be improved as soon as possible, and the stamina for reform is insufficient. Without a sound social security mechanism, the reform of the personnel system of public institutions can only be regarded as a small reform that is not painful. Once there is a reversal and rebound, the government will pay more for this.
Third, the proposal for the reform of the personnel system of institutions in Yinchuan City has tried every means to mobilize the enthusiasm of the leadership. More work should be requested, more reports, more haircuts, and more leaders should be invited to participate in the "things reform" work meeting, and the "changes" should be blown into the ears of leading comrades from time to time, effectively causing leadership. s concern.
improve publicity. Concentrate on one-to-two-month time, in the municipal radio, television stations, newspapers and periodicals to carry out the "thoughts" special propaganda, create momentum, drum morale. It is necessary to establish some typical reforms, carry out key publicity, and enhance comparability. At the same time, the city's "event reform" office should expand the technical level of propaganda through the preparation of "things and questions and answers" to effectively guide the reform of the implementation units.
It is necessary to give full play to the supervisory role of the "event reform" leading group and its office, and effectively mobilize the enthusiasm of the participating departments. As a matter of urgency, it is necessary to issue a notice requesting all departments to actively carry out the work related to the “issue reform”. From the aspects of work discipline and target assessment, we will supervise the systems of various counties and districts, and all work is not active, and policies are not formulated as required. In the case of the preparation of the plan and the promotion of reform, the evaluation of the county and industry systems and their main responsible persons shall be cancelled at the end of the year. It is necessary to establish a system of regular reporting and notification, and to form a reform mechanism that promotes joint efforts.
As soon as possible, implement the personnel, funds, office space and office equipment of the "increased reforms" at all levels so that they can carry out their work as soon as possible. In particular, the personnel of the "changes" office must be lean, pragmatic, eager to learn, considerate, write, and not afraid of hardships. They must draw "sages" and not "free people", and do a good job in policy research and development. Basic work such as information publicity, daily coordination and supervision, and ensuring the smooth progress of the reform of the personnel system of public institutions.
The Municipal "Earth Reform" Office and relevant departments must seize the time to study and formulate various supporting policies for "issue reform" and create a favorable policy environment for reform. In particular, we will work out key systems such as income distribution and endowment insurance as soon as possible. The income distribution policy should pay attention to the combination of distribution according to work and distribution according to production factors, and the choice of distribution according to different industries and income-generating capacity. Specific to the position and people, we must fully consider the importance of the position and the size of the contribution, we must maximize the possible role of the incentive part of the entrepreneurship. The formulation of pension insurance policies should pay attention to different policies in different industries, different policies for different people and different policies for different age groups. The principle is that all newly recruited college graduates or all transferred from the insured units to the institutions must be insured. All those who go out of the public institutions will be enrolled in the civil service or in the postgraduate studies. Units must also be flexible in accordance with a relative time period. It is necessary to establish a personnel dispute arbitration institution, and introduce regulations or methods for personnel dispute arbitration in accordance with Yinchuan City. The various types of personnel disputes arising in the reform will be arbitrated according to law, and the reform of the personnel system of the public institutions will be smoothly promoted. In short, the reform policies formulated should be forward-looking, holistic, and scientific. They should not be partial, nor short-sighted or lagging. Some key policies must be approved by the municipal party committee and the government. The archives issued by the organization department and other business departments must be jointly issued to improve the effectiveness of archives and policies.
The reform of the personnel system of public institutions must be "measured by force." Whether it is the introduction of policies or specific operations, it must conform to the financial situation of the government and the units. The reforms are lightly loaded for the government and the units. It is not a burden of self-improvement, especially the cost of reform cannot be borne by the government.
Reform should not "change the soup without changing the medicine" and engage in simple replacement. If a public institution is reformed into a social intermediary service organization, the reform of the enterprise into an enterprise must pay attention to the reform ideas, mechanisms, and measures in place, and actively introduce modern enterprise systems and competition mechanisms to encourage social forces to use technology, capital, management, patents, etc. Participate in the reform and restructuring of public institutions, and effectively invigorate management mechanisms and operational mechanisms.
Chongqing is located in the northeastern part of China's southwestern region and the upper reaches of the Yangtze River. In March 1997, it established a centrally administered municipality. It now has 14 municipal districts, 4 county-level cities, 17 counties and 4 autonomous counties with an area of 82,300 square kilometers and a population of 3,107. Million. More than 25,000 existing institutions have more than 495,000 people, covering research, education, culture, health, sports, agriculture and other industries. The total number of personnel is equivalent to the total number of institutional reforms of party and government organs. 5 times. Among them, there are about 334,000 professional and technical personnel in the institutions, accounting for 67.5%, and most of them are highly educated intellectuals. The personnel system reform of Chongqing's public institutions started relatively early, the supporting measures were relatively perfect, and the reform progress was relatively fast, leading the country.
I. Progress of the personnel system reform in Chongqing institutions and main practices
After the Tianjin Conference in 1999, Chongqing Municipality began to comprehensively start the reform of the personnel system of public institutions. In 2000, Chongqing Municipality held a mobilization meeting for the reform of the personnel system of public institutions. The plan took five years to complete before the end of 2004. By the end of August this year, there were 62 departments in 64 municipalities, 27 in 40 counties and districts, and nearly 200,000 people signed employment contracts, accounting for 42.9%. Among them, 13 departments and 7 county and district institutions have completed the recruitment and reform of the personnel system. In the reform, the number of diverted personnel reached 16,322, mainly concentrated in the education system. Through reforms, the autonomy of employers and the autonomy of internal income distribution have been expanded, the vitality of public institutions has been enhanced, and the enthusiasm and subjective initiative of managers, professional and technical personnel, and workers and staff have been greatly mobilized.
Strengthen leadership and ensure that the "issues of change" proceed in an orderly manner. In order to ensure the smooth progress of the personnel system reform of the public institutions, the Chongqing Municipal Personnel Bureau attaches great importance to the leadership and supervision role of the municipal party committee and the municipal government. The head of the leading group for the personnel system reform of the public institution was personally served by the mayor Wang Hongju. Comrade He Guoqiang, the former party secretary of the city, personally attended the meeting and made an important speech. The leading group for the reform of the personnel system of public institutions has to hold a special meeting every year to study the personnel system reform of public institutions. It has been held six times. Twelve of the "changes" files were approved by the Standing Committee of the Municipal Party Committee and the executive meeting of the government. They were jointly issued by the organization and personnel, which improved the authority of the archives. The Office of the Personnel System Reform Leading Group of the Institution has 4 full-time staff members and 3 part-time staff members. The executive deputy director is an assistant inspector of the Municipal Personnel Bureau, which is responsible for the specific operation of the personnel system reform of the public institutions. The municipal government allocates 100,000 yuan of business expenses to the "Earth Reform" Office every year, which is specially used for "issue reform" work. At the same time, Chongqing Municipality also regards the reform of the personnel system of public institutions as one of the important tasks of the “Development Deepening Year”. It has established a joint work conference system and a monthly notification system. According to the reform of the personnel system of public institutions, regular and irregular meetings are held. The main leaders of the department jointly held joint working meetings to coordinate and solve various problems arising in the reform. The Municipal Personnel System Reform Leading Group Office will conduct monthly statistics and notifications on the progress of system reform in counties, cities, districts and industries. The report directly leads the leaders of the county, city, district and various industries. The reforms are intensive and the results are markedly rewarded; if the leaders do not pay attention to them and the pace of progress is slow, they will not be qualified, and the units may not be rated as qualified. For units such as the General Office of the Chongqing Municipal Committee, because the reform plan was not reported in time, the office of the leading group of the institution dared to report directly to the secretary of the municipal party committee, and the situation of the pressure was obvious, which greatly mobilized the heads of counties, cities, districts and industries. The initiative and enthusiasm of the department to participate in the reform.
Increase publicity and create a good atmosphere. In the reform of the personnel system of public institutions, Chongqing pays more attention to the creation of a reform atmosphere. The specific performances are as follows: First, before the reform, the organization of capable personnel went deep into the surveys of counties, cities, districts and various industries, fully understood and mastered the nature, personnel composition, number of personnel, and sources of funding of the city's institutions, and achieved the base. The Qing and the reform of the Qing dynasty have laid a solid foundation for comprehensively promoting reform. The second is to convene a mobilization meeting for the reform of the personnel system of public institutions. The significance, objectives, measures, and related policies and regulations for the reform of the personnel system of public institutions are clearly defined at the lowest level, neither exaggerating nor concealing, and expanding the right to information of the grassroots. It has increased the enthusiasm and initiative of grassroots people to participate in the reform. The third is to publicize the reform of the personnel system of public institutions through the news media. Chongqing attaches great importance to the public opinion effect of newspapers, television, radio, Internet and other media. At the beginning of the reform, the major media in Chongqing concentrated on two months, and carried out special propaganda and reporting on the “issue reform” work to create a reform momentum. In the reform, every policy and work conference will be reported through various media, and the news media briefing will be held from time to time according to the needs of the "issue reform" work. Especially this year, Chongqing has all the policies and “question-and-answer questions” 56 on the Internet, which has expanded the publicity, enhanced the transparency of work, and created a positive reform atmosphere.
Grasp the pilot and progress steadily. The reform of the personnel system of public institutions involves a wide range of issues, the adjustment of the interest pattern is large, and the social response is large. A little carelessness will lead to various contradictions and become "passive" in passive. Chongqing believes that "things change" means "crossing the river by feeling the stones." On the giant view, we must actively build momentum, obtain support from all sides, form a consensus on reform, and grasp the pilot on the micro level and carefully advance it. In the pilot, Chongqing has mainly done two levels of work. First, at the county, city, and district levels, and second, at the level of scientific research, education, culture, and health. In the specific operation, Chongqing Municipality began to pilot the counties, cities, districts and industries with relatively good economic conditions and relatively difficult difficulty. After a successful experience, seize the opportunity and take advantage of the situation. On the point, with points to face, and gradually promote. Moreover, in the reform, Chongqing Municipality attaches great importance to the role of the incentive mechanism, and promotes the rapid, stable, and effective county, city, district, and unit through various forms, and commends and publicizes it through various forms. From the side, the reform of the county and various departments is enthusiastic.
Highlight the key points and push forward with all efforts. The first is to fully implement the full-time employment system. Mainly grasped the two barriers of competition for employment and the signing of employment contracts. In view of the common pattern of the management of the party and government cadres in the public institutions, as well as the issues of job title, lifelong tenure and personnel being able to enter and exit, the key implementation of the “double employment system” is to implement “open competition” for unit leaders or middle-level cadres. "employment" employment contract system, the implementation of the "open competition, two-way choice" employment contract system for general positions, the management personnel, professional and technical personnel, work and safety personnel are all included in the contract management, personnel and unit personnel relations become in line with market economic standards The contractual relationship between “negotiating between the two parties and hiring on demand”. The second is classification management. Set up a post for the job, and set up a post. The staff management level management system is divided into five levels, namely: second-level staff, second-level staff; third-level staff, third-level staff; four-level staff, four-level staff; five-level staff; six-level staff. The setting of the highest level of staff positions in different institutions shall be reported to the government personnel department for approval after approval by the competent department of industry. The staff level is subject to structural proportional control, and its structural proportion is determined by the government personnel department. The professional and technical personnel are evaluated and hired separately, and the post-employment system is applied to the workers. The third is the reform of the distribution system. It is mainly manifested in three aspects. A pair of different types of institutions implement different income distribution policies: the full-funded institutions implement the national unified wage system and wage standards, and implement the total wages. In the wage structure, the fixed portion is 70%. The live part is 30%; the differential appropriation unit is implemented in accordance with the unified wage policy and wage standards of the state, and the total wages are packaged or other management methods that conform to its own characteristics, and the transition to the self-support of funds can be made. The fixed part is 60% and the live part is 40%. Self-supporting institutions can be implemented in accordance with the wage system and wage standards set by the state. In the salary structure, the fixed part and the live part can choose 60%: 40% to 50%: 50%, conditional active trial wages The method of linking the total amount with the economic benefit index can also implement the enterprise management and the enterprise wage system, and achieve self-management and self-financing. The second is to implement different distribution policies for different types of personnel. The professional and technical personnel are divided into the job-level salary system, the job-post salary system, the art structure salary system, and the sports allowance bonus system. Among them, the job salary is a fixed part, and the allowance or post allowance is a living part. The management personnel implement the salary level of the staff position, which is divided into two parts: the staff position salary and the post target management allowance. Workers are divided into two categories: skilled workers and ordinary workers. Technical workers implement a technical-level wage system, which is divided into technical-level wages and post-subsidies. Ordinary workers implement a hierarchical wage system, which is divided into graded wages and allowances. Regardless of professional and technical personnel, management personnel, and workers, the wages are determined according to working conditions, workload, job nature, and dedication, and a normal capital increase mechanism has been established. The three have different distribution forms for different performances, turning state financial support into support for projects, and awarding outstanding talents. Mainly to improve the talent position allowance, the faculty members of the two academies and other different talents from the municipal finance to give 8,000 yuan, 3,000 yuan, 1,000 yuan per month job allowance; properly resettle the spouse children; enjoy medical treatment; establish a high-level personnel recuperation system; improve retirement Retirees who have made significant contributions to treatment and rewards. At the same time, for some important positions, Chongqing encourages trials of the annual salary system. This has greatly stimulated the creativity of various professional and technical personnel. At present, more than 6,000 units in Chongqing have carried out reform of the income distribution system. The fourth is to seize the difficult breakthrough. Endowment insurance is a "bottleneck" problem in the reform of the personnel system of public institutions, and is a key factor in dredging "exports." In terms of endowment insurance, Chongqing Municipality mainly adheres to the “old methods for the elderly and new methods for newcomers”. Personnel, security, finance, and preparation of the four departments issued a document on the restructuring of enterprises and diversion of personnel into the endowment insurance, that is, leaving the institution full of insurance, leaving no temporary insurance. The fifth is to insist on internal digestion and adopt six channels to properly resettle. Normal retirement. In the case of reform, if the statutory retirement age is reached, the professional and technical personnel of the deputy high titles and above may apply for extension of retirement in accordance with relevant regulations, and the rest shall retire; early retirement. In the reform, the financial allocation and part of the funded institutions, males 55 years of age, female professional and technical personnel over 50 years old, female workers over 45 years old and working years of 20 years, or working years of 30 years of staff, Early retirement may be handled in accordance with relevant policies, except for municipal management cadres and deputy senior officials and above. Special industry personnel such as high temperature and high altitude can be 5 years ahead of schedule. Early retirees enjoy the treatment of retirees in public institutions, and their sources of funding remain unchanged. Leave early in the post. In the reform, managers, professional technicians and workers close to the statutory retirement age should, in principle, leave their posts in advance, except for those who have the above titles in the municipal management cadres and deputy seniors. Among them, the self-supporting institutions can be relaxed for two years in advance. The early leavers do not occupy the establishment of the institution, do not promote the staff position and technical titles, and their working age is continuously calculated. The wages and benefits are the same as the incumbents, and the funds are settled according to the original channels. Resignation and dismissal. If the unit resigns after approval, the unit may, depending on the financial situation, grant a one-time subsidy as appropriate. If the dismissed person meets the conditions for receiving the dismissal fee, the dismissal unit shall issue the dismissal fee according to the prescribed standard. Self-employment or entering a business. Where self-employed personnel establish technology and economic entities, the taxation and industrial and commercial departments shall support them within the scope of national regulations. Laid off for employment. The period of appointment for layoff is two years. The first year is the waiting period, the second year is the custody period. During the term of employment, I enjoy my original basic salary. During the custody period, I enjoy the fixed part of the original basic salary, but not lower than the enterprise specified by the municipal government. Minimum wage standard for employees. If the employee has not been employed after the expiration of the custody, he may resign or be dismissed as required. At the same time, Chongqing Municipality also made separate provisions for the diversion and resettlement of the personnel of the institutions that were converted into enterprises and the units that were revoked. Sixth, the personnel dispute arbitration system was established and the personnel dispute arbitration work was carried out. Chongqing Municipality took the lead in promulgating the "Regulations on Arbitration of Personnel Disputes". In the case that the personnel dispute arbitration is not in line with the judicial system, in order to ensure the smooth implementation of the arbitration, the Chongqing Municipal Government has formulated the Arbitration Guarantee Regulations to directly enforce the arbitration. The assessment of the leaders of the unit, the promotion, and the capital increase are linked to ensure the smooth implementation of the arbitration results. The Chongqing Municipal Personnel Dispute Arbitration Commission has 21 members, the deputy mayor of the municipal government is the deputy mayor, and there are 5 deputy directors. The director of the personnel bureau is the deputy director of the department, and the leaders of the organization, discipline inspection, supervision, judicial, labor, and finance departments. Man-made members. The committee has an arbitration office and is co-located with the Arbitration Office of the Personnel Bureau. It implements two brands, one set of horses, the director is the director of the arbitration department, and the deputy directors are two independent investigators from the arbitration office. The Arbitration Commission has hired 22 full-time and part-time arbitrators, including 3 full-time arbitrators and 19 part-time arbitrators, each of which is headed by the business department of the Personnel Bureau and the departmental comprehensive department of the municipal level and the head of the personnel department of the municipal judicial organs. Serve as. At present, the Arbitration Commission and its offices have been established in more than 40 counties and districts throughout the city. As of August this year, the Chongqing Municipal Personnel Dispute Arbitration Commission has handled 48 cases of personnel dispute arbitration, and 29 cases of mediation and arbitration.
Second, the experience of the personnel system reform in Chongqing's public institutions pays attention to making articles on the "leadership" level and exerting the bombardment effect of "heavy artillery shells". The major problems in the reform of the personnel system of public institutions and the introduction of some important policies, the "issue reform" office is solved through the municipal party committee and the municipal government, the power is large, the effect is obvious
"The terracotta warriors have not moved, the grain and grass are the first", paying attention to the guiding role of the policy. Since 2000, Chongqing has issued policies and regulations on the reform of the personnel system of 47 institutions. The policy of the entire reform process is clear, and there are laws to be implemented, which makes it relatively difficult to implement at the implementation level.
Pay attention to the role of public opinion in the news media. The Propaganda Department and the Personnel Bureau of the Chongqing Municipal Committee jointly issued the "Notice on Strengthening the Propaganda and Reporting of the Personnel System Reform in Institutions", and made some strict and necessary policy provisions, and through mobilization meetings, study sessions, on-site meetings, and news. In the form of press conferences and publicity months, publicity was carried out with great fanfare, and the spirit of reform was conveyed to every household. The reforms were completely placed under the attention of the whole society, and all aspects of enthusiasm and initiative were stimulated.
Increase supervision and notification. The “issue reform” office often goes deep into the inspections and guidance of various counties, districts, industry systems and institutions, and enhances the pertinence of reform. A regular report and notification system for the progress of the “issue reform” has been established. The county, district and industry systems regularly report the progress of the “issue reform” according to the regulations. After the summary of the “issues”, they will be notified within the city and will be commended positively. Criticize not positive.
Properly handle the personnel dispute arbitrations that emerged during the reform and escort the reforms. The reform of the personnel system of public institutions is extensive and involves the re-adjustment of the pattern of interests. It is inevitable that various personnel disputes will arise. Based on the principle of mediation and post-arbitration, the Chongqing Municipal Arbitration Office properly handled personnel disputes according to relevant policies. On the one hand, it safeguarded the legitimate rights and interests of units and individuals, and on the other hand, it greatly protected the reform of the personnel system of public institutions. Smooth progress.
Some worries about the reform of the personnel system in Chongqing. The early retirement policy and the retirement policy have increased the financial burden. Although Chongqing is in the forefront of the country in terms of economic aggregates, the reality of the poor population is not negligible. Early retirement and retirement from school is equivalent to the government raising two people in 10 years, part of the early retirement and retiring staff, and part of the new staff after the empty post. The transformation of a public institution into an enterprise will be changed to what kind of enterprise. Restructuring into enterprises cannot simply be regarded as government weaning. Actively explore effective forms of state-owned assets and collective assets, allow social capital to participate in the restructuring of public institutions, form a diversified investment mix, and introduce modern enterprise management mechanisms to reduce reform costs. As soon as possible, turning potential into advantage and turning it into productivity, we can no longer take the old road of state-owned enterprise reform - if we die, we will change it or die. The endowment insurance system cannot be improved as soon as possible, and the stamina for reform is insufficient. Without a sound social security mechanism, the reform of the personnel system of public institutions can only be regarded as a small reform that is not painful. Once there is a reversal and rebound, the government will pay more for this.
Third, the proposal for the reform of the personnel system of institutions in Yinchuan City has tried every means to mobilize the enthusiasm of the leadership. More work should be requested, more reports, more haircuts, and more leaders should be invited to participate in the "things reform" work meeting, and the "changes" should be blown into the ears of leading comrades from time to time, effectively causing leadership. s concern.
improve publicity. Concentrate on one-to-two-month time, in the municipal radio, television stations, newspapers and periodicals to carry out the "thoughts" special propaganda, create momentum, drum morale. It is necessary to establish some typical reforms, carry out key publicity, and enhance comparability. At the same time, the city's "event reform" office should expand the technical level of propaganda through the preparation of "things and questions and answers" to effectively guide the reform of the implementation units.
It is necessary to give full play to the supervisory role of the "event reform" leading group and its office, and effectively mobilize the enthusiasm of the participating departments. As a matter of urgency, it is necessary to issue a notice requesting all departments to actively carry out the work related to the “issue reform”. From the aspects of work discipline and target assessment, we will supervise the systems of various counties and districts, and all work is not active, and policies are not formulated as required. In the case of the preparation of the plan and the promotion of reform, the evaluation of the county and industry systems and their main responsible persons shall be cancelled at the end of the year. It is necessary to establish a system of regular reporting and notification, and to form a reform mechanism that promotes joint efforts.
As soon as possible, implement the personnel, funds, office space and office equipment of the "increased reforms" at all levels so that they can carry out their work as soon as possible. In particular, the personnel of the "changes" office must be lean, pragmatic, eager to learn, considerate, write, and not afraid of hardships. They must draw "sages" and not "free people", and do a good job in policy research and development. Basic work such as information publicity, daily coordination and supervision, and ensuring the smooth progress of the reform of the personnel system of public institutions.
The Municipal "Earth Reform" Office and relevant departments must seize the time to study and formulate various supporting policies for "issue reform" and create a favorable policy environment for reform. In particular, we will work out key systems such as income distribution and endowment insurance as soon as possible. The income distribution policy should pay attention to the combination of distribution according to work and distribution according to production factors, and the choice of distribution according to different industries and income-generating capacity. Specific to the position and people, we must fully consider the importance of the position and the size of the contribution, we must maximize the possible role of the incentive part of the entrepreneurship. The formulation of pension insurance policies should pay attention to different policies in different industries, different policies for different people and different policies for different age groups. The principle is that all newly recruited college graduates or all transferred from the insured units to the institutions must be insured. All those who go out of the public institutions will be enrolled in the civil service or in the postgraduate studies. Units must also be flexible in accordance with a relative time period. It is necessary to establish a personnel dispute arbitration institution, and introduce regulations or methods for personnel dispute arbitration in accordance with Yinchuan City. The various types of personnel disputes arising in the reform will be arbitrated according to law, and the reform of the personnel system of the public institutions will be smoothly promoted. In short, the reform policies formulated should be forward-looking, holistic, and scientific. They should not be partial, nor short-sighted or lagging. Some key policies must be approved by the municipal party committee and the government. The archives issued by the organization department and other business departments must be jointly issued to improve the effectiveness of archives and policies.
The reform of the personnel system of public institutions must be "measured by force." Whether it is the introduction of policies or specific operations, it must conform to the financial situation of the government and the units. The reforms are lightly loaded for the government and the units. It is not a burden of self-improvement, especially the cost of reform cannot be borne by the government.
Reform should not "change the soup without changing the medicine" and engage in simple replacement. If a public institution is reformed into a social intermediary service organization, the reform of the enterprise into an enterprise must pay attention to the reform ideas, mechanisms, and measures in place, and actively introduce modern enterprise systems and competition mechanisms to encourage social forces to use technology, capital, management, patents, etc. Participate in the reform and restructuring of public institutions, and effectively invigorate management mechanisms and operational mechanisms.
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