Provincial Personnel Department Director's Report

Director, Deputy Director, Secretary General, Members:
On July 11, 1997, according to the organization, I went to the Provincial Personnel Department as the director and party secretary. In the past five years, under the leadership of the provincial party committee and the provincial government, with the close cooperation of the relevant departments and the strong support of the comrades in the whole hall, I have earnestly performed my duties and duties in the important work position of personnel personnel, and have done some work that should be done. . Below, I will report in writing on the work since I took office. If it is not appropriate, I urge leaders and comrades to criticize and help.
I have been working in the Personnel Office for five years, and I am at the turn of the century and entering the new century. This stage is an important period in which the pace of reform and opening up in our province is accelerating, the comprehensive strength is significantly enhanced, and the people's living standards are obviously improved. It is also a crucial period for the province to build a well-off society in an all-round way and lay the foundation for the basic realization of modernization. During this period, under the leadership of the party committee and government, the personnel departments at all levels adhered to the guidance of Deng Xiaoping Theory, especially Deng Xiaoping's talent and personnel theory and Comrade Jiang Zemin's important thinking of the "Three Represents", seized opportunities, emancipated the mind, pioneered and innovated, and worked hard. In accordance with the reform ideas and overall requirements of the "two adjustments" of personnel work, we will closely focus on the overall situation of economic and social development, reform the personnel management system, carry out the development of overall human resources, and comprehensively strengthen the construction of the "three" team. The development of the overall quality has been significantly improved. By the end of 2001, there were 4.15 million people of various qualifications in the province with technical qualifications or qualifications above the technical secondary school or above, including senior professional and technical positions? Qualifications or high-level talents with postgraduate qualifications reached 152,000 . The total number of talents and the number of high-level talents are among the highest in the country, and the industrial structure and regional structure of talents have also been greatly improved. In the past five years, the main work I have done together with the comrades in the whole hall has the following aspects:
I. Implementing the talent strategy and initially constructing the policy framework for the construction of the cross-century talent team in our province. In the late 1990s, with the arrival of the new economic era and the impact of the war for talents, the whole province, from all levels of party committees and governments to All relevant parties have paid more and more attention to talent work. The whole society has basically formed a consensus on talents as the first resource. In order to seize the opportunity, seize the opportunity, and establish a comprehensive talent development mechanism in our province, in 1998 we made the overall structure and related policies of the cross-century talent project as the top priority in the development of human resources. Through investigation and research, on the basis of full absorption and repeated revision, a draft for submission to the provincial party committee and the provincial government was formed. The provincial party committee and the provincial government attached great importance to it. The leading comrades personally presided over the revision of the discussion, and as an important achievement of the "three stresses", issued "Several Opinions on Strengthening the Development of Human Resources"? Su Fa [1999] No. 19 ?? This is a comprehensive archive that guides our province to build a cross-century talent project, which is of great significance. In accordance with the overall requirements of the No. 19 file of the Provincial Party Committee, we have also worked hard to formulate relevant supporting policies. The provincial government issued the "Several Provisions on the Introduction of Overseas High-level Overseas Students in Jiangsu Province", and the selection and selection of young and middle-aged experts with outstanding contributions in Jiangsu Province. Administrative Measures, Interim Measures for Personnel Agents in Jiangsu Province. In order to attract more outstanding talents to work in our province, our department also issued the "Implementation Measures for the Introduction of Excellent Talents in Jiangsu Province" jointly with the Provincial Education Commission and the Provincial Public Security Department. In the past three years, in terms of the construction of the talent team, a total of 9 files were issued by the Office of the Provincial Party Committee, the Provincial Government or the two offices, and 182 files were issued in the name of the Office. All localities and departments have also cultivated talents in every possible way, and they have made great efforts to retain talents and open up channels to absorb talents. The introduction of all kinds of outstanding talents urgently needed by Jiangsu is released; the introduction of talents to enjoy preferential policies for entrepreneurship in our province; the introduction of talents and wages can be determined in consultation with employers; the introduction of talents, spouse placement, housing, and children's enrollment are excellent. The introduction of many breakthrough policies has caused great repercussions within and outside the province, and further created a policy environment conducive to the cultivation, introduction and full play of talents, and basically formed a good atmosphere of "respecting knowledge and respecting talents."
Second, seize opportunities, highlight key points, and promote personnel work to keep pace with the times
First, implement key projects for high-level talents and drive the construction of high-level talents in the province.
In order to enhance the competitiveness of high-level talents in our province and build a highland of talents in Jiangsu New Century, we will focus on high-level talent training as a key project. First, the organization and implementation of the "333 Talent Project" will be organized with the Provincial Party Committee Organization Department. In accordance with the requirements of Jiangsu Province's cross-century academic and technical leaders to train the "Ninth Five-Year Plan" and the 2010 Planning Outline, in early 1997, we cooperated with the Provincial Party Committee Organization Department to select 3116 people for the "333 Talent Project". Among them, 33 people at the first level, 305 people at the second level, and 2778 people at the third level. Among them, 2 training subjects were elected as academicians of the Chinese Academy of Sciences and academicians of the Chinese Academy of Engineering. 33 subjects were selected as young and middle-aged experts with outstanding contributions from the state, and 145 training subjects were rated as young and middle-aged experts with outstanding contributions at the provincial level. Last year, the provincial party committee and the provincial government formulated the "Opinions on Further Strengthening the Construction of High-level Talent Teams"? Su Fa [2001] No. 4, on the basis of the original "333 cross-century academic and technical leaders training project", The task goal of "333 New Century Science and Technology Leadership Training Project" was put forward. Through the implementation of the “333 Talent Project”, the training has created a large number of high-level key talents with leading standards at the international and domestic levels, which has effectively promoted the construction of high-level talents in our province. The second is to organize the implementation of the “Jiangsu Six Talents Peak Project”. In 2000, according to the requirements of Governor Ji Yunshi’s proposal to focus on highlighting key points, grasping several areas, and making breakthroughs and forming a number of peaks, we have extensively absorbed opinions from all parties in accordance with priority industries. Priority development, priority areas and key industries, traditional and basic industries take into account the principles of development, select education, medical and health, electronic information, machinery and automobiles, construction, agriculture, six major areas as the focus, build six talent peaks. We took the initiative to work with the administrative departments of the six major industries, focusing on more than 150 people, divided into seven research groups. After three months of hard work, we formed more than 200,000 words of research reports and corresponding six peak talent action plans. The peak action plan mainly includes the second phase of the “Blue Project” of the universities in the education industry, the “528 Project” of the pharmaceutical industry, the “135 Project” of the health industry, the “IT High-level Talent Project” of the electronic information industry, and machinery. The “313 Project” of the automotive industry, the “Contemporary Luban Talent Project” in the construction industry, and the “226 Agriculture Project” in the agricultural industry. For the development of human resources in these six fields, we will implement key planning, key development, and key inputs, and gradually form a superior zone and a strong magnetic field for the development of human resources, so that the development of human resources is compatible with the development of the industry. In line with this, 10 policies have been formulated, including “widening the channels for the introduction of high-level talents, actively introducing intelligence at home and abroad, implementing key training programs for high-level talents, solidly promoting the continuing education of professional and technical personnel, and strengthening high-level talents. The establishment of entrepreneurial bases is the first to establish high-level talent distribution SARs in six major industries, accelerate the pace of professional title reform, give full play to the main role of enterprises and institutions in the development of human resources, establish a talent reward system, and increase investment in human resources development. . By 2005, the talent resources of the six major industries in our province will reach 2.33 million, with an average annual growth rate of more than 7%; the high-level talents will reach 157,000, with an average annual growth rate of more than 10%. The implementation of the “Jiangsu Six Talents Summit” action plan is an important measure for the development of high-level talents based on the economic and social development needs of our province. It is an important part of building a talented highland in Jiangsu New Century, and it is also the province’s “333 Talent Project”. An important step in furthering talent development further by the industry. The third is to organize the implementation of the “Millions of Science and Technology Talents Enhancement Project”. In response to WTO accession and strengthening the international competitiveness of our province, we must base our efforts on the capacity building of the talent team in our province. Last year, the Provincial Office of the Provincial Government approved the Interim Provisions on the Continuing Education of Professional and Technical Personnel in Jiangsu Province, and proposed the basic objectives and tasks for the implementation of the “Millions of Science and Technology Talents Enhancement Project”. During the period of the five-year period, the coverage of continuing education in the county and districts of the province reached 100%.

The coverage rate of professional and technical personnel receiving continuing education is over 80%. The continuing education target of the province is 60% or more according to the annual regulations for learning time or credits. The province will have more than 1.18 million professional and technical personnel in accordance with the regulations. Complete the continuing education training task.
Second, focusing on the construction of the carrier, it provides a good environment for high-level talents to achieve their entrepreneurial ambitions and to exert their innovative capabilities. The construction of carriers, especially the construction of high-level talents and the construction of innovation carriers, is an important support for recreating the new advantages of talents in Jiangsu in the 21st century. The first is to further improve the postdoctoral system. There are 91 post-doctoral research stations in our province, accounting for 9-6 percent of the total number of mobile stations in the country, covering 53 first-level disciplines, accounting for 67% of the first-level disciplines in the station; 42 post-doctoral research stations of enterprises, setting up stations It accounts for 10% of the country; in 2000, we will establish a postdoctoral technology innovation center with qualified economic and trade commissions in qualified enterprises, and 34 have been approved. The establishment of the post-doctoral technology innovation center in the enterprise was the first in the country and was fully affirmed by the Ministry of Personnel. Since 1986, more than 1,300 post-doctoral personnel have been trained in our province. At present, the province's post-doctoral year enrolls more than 250 people. The province has more than 600 post-doctoral postgraduates, and has become a new force active in various fields such as education and scientific research in our province. The second is to develop and expand the Overseas Students Pioneer Park. The province has established 9 national, provincial and municipal level overseas student entrepreneurship parks in Jiangsu, Jinling overseas students, Suzhou, Wuxi, Changzhou, Zhenjiang, Nantong, Kunshan and Changshu, ranking first in the country, accounting for national students. 1/6 of the total number of entrepreneurial parks. There are three overseas student entrepreneurship parks, including Taizhou, Zhangjiagang, and the Agricultural College of the Provincial Academy of Agricultural Sciences. In the 9 overseas student entrepreneurship parks in our province, more than 400 overseas students have settled in, including software development, optoelectronic technology, biotechnology, medical equipment, medicine, environmental engineering, new materials and other high-tech fields. The third is to use government rewards as a link to cultivate a team of high-quality experts. At present, the province has 7,933 experts of various types. Among them, there are 4390 experts of various types in the province. There are 1234 and 99 young and middle-aged experts with outstanding contributions at the provincial and national levels, 3,057 experts enjoying government subsidies, and 3,543 experts from various departments in the Soviet Union. . The fourth is to actively introduce foreign intelligence with projects and projects as carriers. In recent years, in response to the key projects, key issues and technical problems in the economic and social development of our province, the province has actively introduced foreign intelligence, and has organized a number of projects in line with the economic development requirements of our province, high-tech content and high-addition. Value of the key project. Last year, our province organized the introduction of 423 foreign intellectual projects, and introduced 69 foreign experts in high-tech fields such as IT, biology, new materials and environmental protection; and 120 foreign experts helped our province solve 73 technical problems in various forms. Implemented 51 projects in the five cities of northern Jiangsu, introduced 102 foreign agricultural experts, and completed the promotion of 12 agricultural intelligence products.
Third, continuously explore and deepen the reform of the personnel system
First, improve the civil service system and strive to improve the quality of the civil service. In accordance with the unified deployment of the Ministry of Personnel and the requirements of the provincial party committee and the provincial government, we have established the guiding ideology of “unified deployment, meticulous organization, and step-by-step implementation”, with plans, key points, and steps to carry out the transition work of civil servants. In addition to failing to meet the prescribed conditions, the staff of the organs at all levels in the province have already transitioned to state civil servants. After the national civil service system is in operation, we have further focused on improving the legal system, establishing mechanisms, improving management, and strengthening supervision. To improve the legal system is to establish a relatively systematic, scientific and standardized civil service law system. The establishment of the mechanism is to promote the establishment of a legalized management mechanism and a competitive supervision mechanism through the implementation of the system of job classification, examination, evaluation, training, exchange, avoidance, resignation, and complaints. On the basis of comprehensive improvement, we have highlighted the establishment of a competitive incentive mechanism as a focus of work and promoted the emergence of outstanding talents. 1. Everything must be tested. State organs at all levels in the province must supplement the staff through the method of examination and recruitment. This year we successfully organized the recruitment of 4,900 jobs. 2. Competition for employment. The competition for employment better reflects the principle of fairness and justice in employing people, expands the horizon of people's knowledge, broadens the channels for selecting people, and broadens the road to Jinxian. In 2001, there were 2,374 people in the provincial party and government organs through competition. 3. Strengthen assessment. Further improve the usual assessment and annual assessment system, and strictly assess the moral, energy, diligence and performance of civil servants, and link the results of the assessment with the rise and fall of duties and the increase or decrease of wages. In order to establish a sound assessment system, last year we added “basic qualifications” on the basis of “excellent”, “competent” and “incompetent”, further improved the assessment methods, and focused on the quality and effectiveness of the assessment. 4. Job rotation. For those who work in the management, finance, and material positions, for a comrade who is engaged in a certain long working time, post rotation is beneficial to adjusting the team structure, improving the quality of the civil servant, and helping to train and cultivate cadres. Talent, enhance the vitality of the unit. Improving management is to study and solve new situations and new problems in management, establish a sound management system, adopt advanced management methods, and formulate careful management measures. In recent years, based on the investigation and research, we have explored the different requirements for the management of civil servants at different levels, and further improved the specific methods for the classification management of civil servants.
Second, gradually promote the comprehensive supporting reform of public institutions. There are more than 50,000 institutions in our province, with more than 1.5 million people. There are many types and the situation is complicated. In recent years, in accordance with the requirements of the Provincial Government's "Opinions on the Comprehensive Reform of the Personnel System of Institutions", we have gradually promoted the leadership system, personnel management, and wage distribution of public institutions based on the idea of ​​"decoupling, sorting, decentralization, and invigoration." The professional title system, social insurance and other reforms, overall consideration and comprehensive support. The first is to reform the employment system and implement the employment system. In Nanjing, Wuxi, Nantong, Yancheng, Zhenjiang and other cities, the employers generally implemented the employment system. The employees and employers signed an employment contract to clarify the rights and obligations of both parties, and formed a position in the employees of the institutions. "The sense of competition has gradually formed a mechanism of full of vitality and vitality that a person can enter and exit, and the position can be able to do so, so that people can do their best. The second is to promote the reform of the title system and separate the evaluation and appointment. In accordance with the guidance or regulations on the needs of work and the proportion of professional and technical structure, public institutions shall set up their own posts, hire professional and technical personnel independently, and employ high-level and low-employment, some trial and hire, and improve the assessment system and strengthen post-employment management. Gradually use post management instead of identity management. According to the work performance of professional and technical personnel, it is decided to renew, dismiss, increase capital, advance or reward and punish. The third is to implement a diversified distribution system. Last year, the General Office of the Provincial Government forwarded the Opinions of the Provincial Personnel Department and the Provincial Department of Finance on the Implementation of a Diversified Distribution System for Institutions. Su Zheng Banfa [2001] No. 107?, proposed nine distribution forms for the income distribution of public institutions. , that is, the total amount of wages is linked to the unit benefit; the total wages are linked to the unit contribution; the salary is fixed by the post; the salary is determined according to the task, the performance is determined according to the performance; the part-time and the salary; the high-tech achievements are paid for the shares; the technical achievements of the jobs are rewarded according to the proportion of the income; Unit legal representative's personal income is linked to work goals and performance; supplementary purchase of commercial insurance. At present, the reform of the income distribution system of public institutions has been piloted in 19 provincial units and 5 cities and counties. Through these years of work, the reform of public institutions in our province has achieved initial results. By the end of 2001, more than 700,000 people in 25018 units had signed employment contracts, accounting for 47.3% of the total number of personnel; there were 18,830 units The reform of the distribution system accounted for 36% of the total number of units; there were 12,566 units that were divided into professional and technical positions, accounting for 24% of the total number of units.

Third, promote the reform of the personnel system of enterprises. We actively participate in the pilot project of establishing a modern enterprise system for large and medium-sized state-owned enterprises, and research and establish a modern enterprise personnel system that is compatible with it. At the same time, it actively participated in the training of the entrepreneurial team and established management systems for selection, appointment, evaluation, assessment, reserve, and flow. In February 1999, the provincial government and the Ministry of Personnel jointly established the “China Jiangsu Enterprise Management Talents Market”. Provide convenience in training and market allocation, create conditions for entrepreneurs' growth, and help and guide enterprises to strengthen the recruitment, training and management of managers and professional technicians. Give play to the functional advantages of personnel departments and help various enterprises. The focus is on the introduction of urgently needed talents by state-owned large and medium-sized enterprises, adjusting the backlog of talents, promoting the rational flow of managers and professional and technical personnel, and giving full play to the role of talents.
The four talent market has played an important and fundamental role in the allocation of human resources. In 1992, the province took the lead in setting up a provincial talent market in the country, and the talent market in all parts of the province was also established. In April of this year, our Office and the Provincial Information Industry Department and the Jiangsu Software Park Management Committee jointly established the first provincial-level IT talent market in China based on the Jiangsu Software Park. The information technology talents in Jiangsu Province are currently in existence. There are 121 talent marketes, initially forming a talent market with the talent market of the government departments at all levels as the main channel, and the talent market network system supplemented by the rural talent market in Jiangsu Province and the talent market in the industry. Talent market legislation and market management The market services and other aspects have also made great progress, providing good services for employers and talents. First, various talent exchange activities were held. By the end of 2001, all levels of talent exchange institutions across the province had held various talents. During the exchange meeting of 9,500 sessions, about 184,000 household units entered the field to recruit talents, 8.84 million talents participated in the exchange, and 1.57 million people achieved employment through the talent market. In addition to a few special professions, college graduates all entered the talent market. Choice. Talents should be found in the market, and the market for talents such as Nanjing and Suzhou should be developed well. In the city, about 80% of the talent flow is realized through the market, and the talent market plays the role of the main channel of talent flow. Second, the personnel agent has gradually become an important service item in the talent market. For the mobile personnel to keep personnel files and apply for employment. Contract forensics, agency social insurance, professional title review, household grain relationship, etc. By the end of 2001, there were 50,000 enterprises and institutions in the province who had implemented personnel agency with more than 510,000 agents. The third is to carry out talent training. In the province's talent market at all levels, 666 pre-job, transfer and professional knowledge training classes were held, and more than 100,000 people participated in the training. The fourth is to strengthen the construction of talent flow information. In 2001, the province built 7 regional networks for talent markets. There are 32 Internet talent information sites, more than 59,000 inbound information, and more than 1.14 million visits. The provincial talent market has also held online talent recruitment activities, realizing the combination of intangible market and tangible market. Good results. The fifth is to carry out talent assessment services. According to the employer and talents In 2001 the province to provide a comprehensive assessment services include basic Zhi Su, expertise, job performance, organizational management capabilities to nearly 3,000 personnel, provide a reference for human use.
Fourth, make overall plans and balance, and maintain coordinated development of personnel work
First, do a good job in guiding the employment of college graduates. In 1998, there were 143,000 30,000 graduates and graduate students from colleges and universities, secondary schools, and 150,000 in 1999 and 167,000 in 2000. Before the employment guidance function of college graduates was not included in the Provincial Department of Education, we proceeded from the overall situation in accordance with the national policy and the requirements of the provincial party committee and the provincial government, and adopted a step-by-step implementation and classification guidance to actively and steadily promote graduation. Reform of the employment system. In the specific work links, we should try our best to simplify procedures, improve methods, improve service standards and work efficiency, do a good job in guiding employment, and maintain social stability.
Second, do a good job in resettlement of military demobilized cadres. From 1998 to 2000, it was the year of implementation of the Party Central Committee’s strategic decision on the three-year military reduction of 500,000 posts. The number of resettlement military cadres in the province is among the highest in the country. We always adhere to the military resettlement work as a political task, conscientiously implement the relevant national and provincial policies, maintain the continuity and stability of the resettlement policy, adopt a mandatory plan allocation, and focus on the cadres of the divisions and cadres. We will work together to expand the resettlement channels, closely integrate the military resettlement and development talent resources, and formulate the implementation measures for the military to cadres to choose their own jobs. From 1997 to 2001, the province received a total of 21,970 cadres of resettlement and demolition, including 110 cadres and 4,595 cadres. We have also properly handled the issue of petitioners who have been assigned to work in the 1980s.
? Three? Do a good job in wages and benefits. In recent years, we have gradually improved the wages and benefits of employees in government agencies and institutions by adjusting local subsidies, subsidy standards and completing capital increase projects in our province. In 1997, the per capita monthly increase of comprehensive subsidies was 63 yuan, and the provincial direct units increased the capital per capita by 200 yuan per capita according to the implementation of “the same city treatment” in Nanjing; in 1998 and 2000, the job allowances were adjusted twice, and the per capita monthly capital increase exceeded 80 yuan; 1997 Since the beginning of the year, the province has independently introduced capital increase projects. The cumulative capital increase per capita is about 240 yuan per month, of which the provincial direct units increase their capital by about 450 yuan per month. In addition, the capital increase income of the province's organs and institutions has been greatly improved in a timely manner.
V. Enhance the awareness of the legal system, strengthen the system construction, promote administration according to law, and act according to law.
First, efforts should be made to raise the awareness and standards of civil servants in accordance with the law. With the implementation of the basic strategy of governing the country according to law, the people's awareness of the legal system has increased, and higher demands have been placed on the national civil servants. It is necessary to improve the rule of law and the administrative standards of the state's civil servants through serious study of the law and vigorously popularizing the law. During the "three-five" law-enforcement period, the province's civil servants and 230,494 people who were refereeing and managing according to civil servants participated in the legal publicity and education study examinations, with a reference rate of 92%. Among them, there are 1,007 leading cadres at the city and department level, accounting for 90% of the total number of leading cadres at the city and department level; and 11,500 cadres at the county level, accounting for 70% of the total number of cadres at the county level. In order to strengthen the use of civil servants and the training according to law, last year, in accordance with the requirements of the provincial legal publicity and education leading group, we also deployed the "fourth five-year" law-enforcement work of the province's civil servants. At the same time, we also cooperated with the organization department of the provincial party committee to deploy the training of “the civil service knowledge of the civil servants of provincial organs and the staff of the reference management organs”, and effectively combined the training with the civil servant assessment. A total of 12,000 people passed the training assessment. There are also clear requirements for WTO knowledge training in various cities. In 2001, a total of 230,000 civil servants, staff members of the administrative organs and institutions were involved in the training.
Third, strengthen the system construction. With the promulgation of the National Civil Service Interim Regulations and various individual regulations and implementation measures, we are formulating civil servant recruitment, employment supervision, employment assessment, employment examination, special position recruitment, assessment, resignation, withdrawal, rotation, retirement, retirement On the basis of the methods of appointment and dismissal of duties, in recent years, the implementation rules for training, overseas training, complaints and complaints, and job classification have been formulated. After the promulgation of the "Provisional Regulations on the Management of Talents in Jiangsu Province", we drafted the "Detailed Rules for the Implementation of the Interim Regulations on the Management of Talents in Jiangsu Province". In October 1997, the Provincial Government issued the Regulations on the implementation of the Regulations. We have also developed archives on talent introduction, expert selection and post-doctoral management, and standardized all aspects of personnel work. This year, according to the requirements of WTO accession, we have thoroughly cleared local regulations, government regulations and files for personnel personnel. We have now abolished 187 items, revised 5 items, retained 153 items, and revised local regulations and government regulations in accordance with legislative procedures. There are 3 items.

? Third? Strengthen law enforcement inspections. We have organized many times to check the implementation of the civil servant management regulations, regulations and provincial implementation measures and the implementation of the province's talent mobility and talent market management regulations, to promote the implementation of various regulations, and at the same time in the whole system. Implement law enforcement responsibility system, law enforcement publicity system and law enforcement evaluation system. We clearly implement the rights, objectives, requirements and responsibilities of administrative law enforcement to specific execution positions and law enforcement personnel to ensure that law enforcement actions are strictly in accordance with the law; implement a public service system for some work involving the vital interests of the people, openly handle procedures, and announce the results of the work. The management of personnel work is placed under the supervision of the society, and personnel management activities are guaranteed to be carried out according to law. We have also hired three batches of 78 personnel supervisors to conduct evaluations on the administration of the personnel department and the construction of the political style in various forms. Establish a personnel dispute arbitration system, accept arbitration cases concerning personnel disputes, mediate contradictions, and protect the legitimate rights and interests of employers and talents in accordance with the law.
After five years of work, my main experience is:
Theoretical arming is the soul of doing human talent work. In the past few years, we have consistently adhered to Deng Xiaoping Theory and Comrade Jiang Zemin's important thinking of the "Three Represents" as the fundamental guiding ideology and soul of personnel work. In terms of work arrangements, learning is a top priority, especially focusing on Deng Xiaoping’s talent and personnel theory, Comrade Jiang Zemin’s important speech and special discussion. Usually do a good job in the party group center group learning, so that learning has plans, systems, inspections, and implementation. At the same time, the provincial personnel director rotation training class was held, and the personnel directors at or above the county level were generally trained once. The department-level cadres held a special study seminar every quarter. Year-end summary and consideration of the work in the coming year, but also to learn first, then organize exchanges and discussions, so that everyone can re-examine and plan personnel work from a newer height, a broader perspective, and at a deeper level, thus promoting each The development of personnel work and the transformation of work style.
The overall situation of service is the theme of doing a good job in personnel and talents. Under the leadership of the provincial party committee and the provincial government, we have always adhered to economic construction as the center and consciously integrated personnel and talent work into the big circle of economic and social development. Last year we According to the province's economic and social development in the 10th five-year plan requirements, formulated the "development of human resources in Jiangsu Province," fifteen "outline plan" put forward to the "fifth" period, the province's total personnel reach about 554 million people, than "95" period increased by about 159 million, an average annual increase of about 7% per year. At the same time, we are also actively looking for the five strategies of the province's economic and social development and the major decisions of the provincial party committee and the provincial government to find ways, find ways, and implement. In 2000 we successfully held the "Dr. Qinghua North Jiangsu one hundred" activities, Dr. Qinghua and Beijing University one hundred enterprises in our province more than 500 scientific research project negotiations and exchanges, reached more than 300 agreements; in 2001 we organized "to Beijing one thousand post-doctoral recruitment "activities, and achieved fruitful results, Hui Liangyu, secretary of the provincial special instructions:" would affect the Office of personnel and works well. "we also hosted jointly sponsored by the State Administration of foreign experts Affairs and the people's government of Jiangsu Province. The "2001 China International Talent Exchange and Project Fair" launched 368 projects in our province, and foreign experts accepted 180 projects of experts in our province. 12 foreign headhunting companies are willing to hire high-tech industries for our province. high-level personnel. We have also taken 10 practical and effective measures to provide talent support for the promotion of the development of North Jiangsu. By the end of 2001, non-public enterprises in our province had 1,126,000 talents, accounting for 27% of the province's total human resources, compared with 1999. grew by 15 percentage points. In 2002, we organized a “100-year overseas study doctors' Jiangsu and high-tech project fairs”. Overseas students have more than 120 projects, nearly 500 companies have participated in the negotiations, and 108 intentional agreements have been reached. In addition, when we introduced the major personnel talent policy plan, we paid great attention to handling the relationship between reform, development, and stability. We not only insisted on intensifying reforms, but also considered the degree of social and people's tolerance, so as to promote reform in stability. And development, maintaining stability in reform and development.
Emancipating the mind is the key to doing a good job in personnel and talents. Without ideological liberation, there will be no development of human resources and talents. In our work, we attach great importance to emancipating our minds, renewing our ideas, forging ahead, and boldly innovating. In 1998, we proposed to make breakthroughs in three aspects: First, break through the shackles of traditional personnel management methods. Taking the development of overall talent resources as a breakthrough, we will boldly explore modern personnel management methods that are compatible with economic development and in line with the law of talent growth, and transform the personnel department from a traditional administrative department to a human resource development institution that directly serves economic construction. The personnel management method is changed from simple transactional affairs to talent forecasting and planning, training and use, configuration and management, and forms a new pattern of overall development of human resources. The second is to break through the shackles of the old human work category. The service field of personnel work will be further expanded from the state-owned economy to the entire national economy, and actively provide talent services for the multi-ownership economy; the service content of personnel work will be managed by traditional national cadres, and the focus will be on the creation of talents at all levels. Expanding the aspects of a good growth environment; expanding the service means of personnel work from the traditional management to the development of personnel services, personnel consultation, talent evaluation, qualification management and other social services, in order to continuously expand the breadth of personnel services for economic construction and depth. The third is to break through the shackles of the division of talent resources. Through various effective means, increase the market's efforts to optimize the allocation of human resources, and strive to clear the channels for talent exchange and allocation among different administrative sub-units, between different industries, regional units and different ownership units, to adapt to economic restructuring, The reorganization of state-owned assets and capital, the optimal combination of human resources and human capital, to create a good macro-environment for the further play of the basic role of market mechanisms in the allocation of human resources, and to form a benign clustering and diffusion mechanism for human resources. Improve the use of talent. Due to the liberation of ideas and the broadening of ideas, the intensity of personnel work for economic construction has been significantly enhanced, and the impact of personnel work has continued to expand.
Investigation and research is the prerequisite for doing a good job in personnel work. Investigation and research are the fine traditions and basic working methods of our party, and also an important measure and an inevitable way for the personnel work in the new era to reach a new level. At the beginning of each year, we must conduct a comprehensive survey to summarize the work of the previous year and to form a new year of work. For key research projects, we emphasize that we must be prepared, organized, sinking, and producing results. In the past five years, such research has been carried out four times: the first time was at the end of 1997, mainly focusing on solving the problem of coordination between the upper and lower sides, mobilizing the polarity of all parties, and promoting the new level of personnel talents; the second was from the end of 1998 to 1999. In the first half of the year, it mainly solved the huge-scale policy issue of talent resource development; the third time was in March 2000, mainly focusing on the topic of retaining high-level talents, focusing on 10 universities, 10 research institutes, and 10 enterprises. The fourth time is in 2001, focusing on how to build Jiangsu's “six talent peaks” for research. Through research and development, we will come up with opinions and solutions to solve problems, propose measures and methods for reform, and form archives or regulations. If there are some departments that need cooperation from multiple departments, we will report the situation, problems and suggestions to the provincial government. These are effective. The land has promoted the development of various personnel and personnel work in the province and the deepening of the personnel system reform.
Self-construction is the foundation for doing a good job in personnel and personnel. Building a high-quality professional personnel cadre team is the foundation for personnel personnel to achieve new achievements and achieve new breakthroughs. Facing new situations and new tasks, we actively explore Effective ways to comprehensively strengthen their own construction. In order to strengthen the unified management of the official documents, finances and materials of the government, in 1997 we issued the "Jiangsu Provincial Personnel Department Official Documents Processing Method", "Jiangsu Provincial Personnel Department's Opinions on Further Strengthening Financial and Material Management Work", "Jiangsu Provincial Personnel Department" The Measures for the Management of Automobile Use, through centralized management, improved the efficiency of work, improved office conditions, and further mobilized the enthusiasm of everyone. In order to invigorate the internal employment mechanism of the organs, we gradually promote the competition and rotation system of middle-level cadres, and create conditions for a group of young cadres with strong political, professional and good styles to stand out. At the end of 2000, when the reform of our office was carried out, seven young comrades went to the right positions through competition. The average age of the director fell from 47 to 8 years old to 41 years old. Increased from 58?76% before the competition to the present

At 71?2%. We will conscientiously implement the responsibility system for party style and clean government building, strictly implement the various systems for leading cadres' integrity and self-discipline, regularly listen to the report on the implementation of cadre personnel work discipline, and strengthen the education management of cadres and staff. For the medium and long-term planning, annual work arrangement and key work implementation plan of the personnel of the province, the important policies for the overall personnel work, the appointment, dismissal and adjustment of personnel must be discussed collectively by the party committee or the office, and adhere to the principle of democratic centralism. . Establish and improve the supervision and inspection system for the deployment of various tasks and the determination of the implementation of the resolution. For the annual, quarterly and monthly work targets determined in the office, the implementation status will be checked monthly; the letters received by the “Jiangsu Personnel Website Director's Mail Box” and “Personnel Letters and Calls Mailbox” will basically be answered in pieces; The "two sessions" proposed the proposal. We focused on the implementation on the basis of earnest handling. Last year, in response to the proposal on "returning the tolls to returning to the country of origin to return to the country of origin for 30 years," the Office and the relevant departments repeatedly Consultation and active reflection to the provincial government, so that this long-standing problem will eventually be resolved. At the same time, we are also actively carrying out educational practice activities in the province's personnel system, "serving the people and satisfying the people", taking practical measures to effectively transform the work style of the organs, improve the efficiency of work, and closely connect with the people. By holding a commendation meeting, we commended the advanced collectives and advanced individuals who have outstanding performance in the province's personnel system, and further established a good image of the personnel department and personnel cadres.
The progress made in the work of personnel talent in recent years is not accidental. The first is the objective requirement of the development of the situation. General Secretary Jiang Zemin put forward the important thinking of the "Three Represents" and published important speeches such as "July 1" and "Eight Seven". He made a series of important instructions for doing a good job in personnel work in the new era. We must use this as a guide. To further examine and plan the work of personnel and personnel; China's accession to the WTO, personnel and talents work face rare opportunities and severe challenges, we must take precautions and take the initiative to respond; Jiangsu's economy has entered a major stage of major turning, great promotion, and great development, we must redouble our efforts, Provide strong personnel and talent guarantee. These have injected a strong impetus into the personnel work of our province. At the beginning of the new century, in line with the development of the times, China has upgraded its talent strategy to a national strategy and wrote it into the "10th Five-Year Plan". Leaders at all levels and all walks of life have paid more attention to talents, attention and support for personnel work than ever before. It provides a good social atmosphere for personnel work. The correct leadership of the provincial party committee and the provincial government, especially the meticulous guidance and strong support of leading comrades, provides the necessary conditions for us to carry out our work. Then there is a concert of the party group and the concerted efforts of the comrades in the whole hall. I am the head of the Personnel Department and the director of the Provincial Office. I have limited energy, limited ability and limited standards. In a strict sense, the above-mentioned various tasks are not personally operated by me. My main role is three: First, concentrate the wisdom of everyone, set the mind and issue the problem; second, organize everyone to do the same, give full play to the initiative and enthusiasm of the director and director; third, grasp and supervise the inspection. I want to emphasize in particular that the deputy directors and directors have done their best, worked hard, did a lot of work, and worked hard. This is what I am very grateful for and fortunate.
While fully affirming the work done, I know that these tasks are only phased and still very limited. The requirements for contemporary development are much larger than those of advanced regions. Therefore, I have not dared to slack off. I always hold the attitude of “more worry than optimism” and treat the work with the spirit of “being deep and deep.” I personally think that the gap is mainly in four aspects:
First, the gap in ideas and concepts. Specifically, there are three points. First, the concept of “people-oriented” talent development has not really formed. Second, the traditional thinking of personnel work under the economic conditions of the project still exists to a considerable extent. I want to do things, especially in the face of problems. At the time, I will still return to the old road on my own initiative. The third is to seek stability and fear, and there are many frames, many concerns, and a lack of spirit.
Second, the gap in the reform of the personnel system. Some reforms in terms of institutional mechanisms are urgently needed to continue. The cadres can get on and off, the employees can get in and out, and the energetic employment and distribution mechanism with high reward and low energy has not really formed. In particular, the reform of some units' distribution system is lagging behind, the mechanism is not live, and the phenomenon of egalitarianism is still serious, which restricts the enthusiasm of specialized talents and directly affects the introduction of talents and the stability of the talent team.
Third, the gap in the level of human resources organization. With the accumulation of productivity to large enterprise groups, the agglomeration of human capital and the play of group effects are inevitable trends in the operation of modern human capital. The way of developing human resources in our province has not completely deviated from the traditional model, and lacks the courage and methods to integrate human resources in the whole society and even in the world. Although the total number of talents in our province ranks in the forefront of the country, there is still a big gap between the per capita ratio, the proportion of high-level talents and the comprehensive competitiveness. The attraction of talents is not strong enough, and the problem of brain drain cannot be ignored.
Fourth, the gap in environmental construction. A big environment conducive to attracting, agglomerating and using well, and using live talents needs to be vigorously created. Although we have formulated a lot of policies, we have not widely publicized them, and we have urged that inspections are not enough, and we have not implemented enough, and the small-scale construction of employing people It also needs to be strengthened.
The existence of the problem is related to my personal qualities, standards, abilities and work style. Reviewing the gaps in my personal performance, the main performances are:
The work style is not detailed and solid, many problems have been thought of, and they have been said, but the specific guidance is not enough, and the implementation is not enough.
Personal personality is more urgent, sometimes too high, sometimes too fast, affecting the work effect.
Negligence in communication, tired of socializing, not being active on the report, and communication is not timely enough.
I will attach great importance to the above problems, and will further strengthen learning, reflect on lessons learned, listen to opinions voluntarily, motivate ourselves, and strive for self-improvement, so as to continue to have new improvements and progress.