Summary of personnel appointment work

According to the district education bureau's guidance on deepening the reform of the internal personnel system in the school, combined with the successful experience of the reform of the personnel system in the summer of XX, our school conducted 0-8 from July 6 to August 26, 2010. In the year of personnel appointment, the appointment was successfully completed.

First of all, our school established a school personnel system reform leading group led by the principal, specifically guiding the school's personnel system reform work. The leading group formulated the “People's System Reform Plan for Linyi Eighth Middle School in 2010”, solicited opinions from the faculty and staff extensively, and made two major revisions to the plan on the basis of soliciting opinions. Finally, the faculty meeting was held. The vote was passed.

Secondly, the reform of the personnel system in our school in 2010 was initiated early and organized for a long time. Through the study, all the teachers further clarified the understanding of the program and the importance and necessity of the reform of the personnel system. Supporting this work and actively participating in the reform of the personnel system ensured the successful completion of this work.

The reform of the personnel system of our school is divided into two major parts, three stages. First, continue to implement the competition for middle-level cadres, and second, continue to implement the responsibilities of faculty and staff, two-way choice, and competition. The first stage is the competition for middle-level cadres. The faculty and staff who meet the competitive conditions submit a written application to the school personnel system reform leading group, and take the form of oral defense, etc., to explain their comprehensive advantages and management ideas at the faculty meeting, all faculty and staff to do the review, according to the competitor's statement And work attitude and ability, voted to select nine young teachers to form a new middle school cadre. In the second stage, the first appointment of the faculty and staff position was implemented on July 6. After the school has established the directors at all levels, the director of the department has appointed assistants and three teachers to form the second-level appointment team of the five-person department. According to the principle of the first four priorities, 80% of the positions of the departments at all levels have been employed. . In the third stage, the appointment of the remaining positions was completed on August 26. The teacher first hired 80% of the positions, and the school appointment committee announced to all teachers based on the number of positions that should be allocated for each grade and the number of positions required for each subject. The first hiring departments cannot break through the number of positions set up, and each hiring team should fully refer to the faculty and staff's annual assessment results and work attitudes. The faculty members whose assessment results are located in the top 60% must be appointed at the first hiring. The teachers who have not been employed after all the positions have been hired are transferred by the school appointment committee according to their original teaching department and professional expertise. The entire appointment process was completed with full preparation, rigorous operation, openness and transparency, and the active participation of faculty and staff.

The generation of teachers to be employed has been based on the annual assessment results of the faculty and staff. The teachers who are in the post 15% and are not employed for the first time in the faculty position are judged by all the teachers. After the teachers are waiting for the post, the school has exchanged ideas with them. The teacher's mentality is relatively correct, and he can correctly face the results of the evaluation, and find out the existing problems from himself. After re-employment, the work is highly motivated and the work results are more obvious.

Looking back at the whole process of the reform of the personnel system in our school in 2008, we believe that the main reasons for the success are as follows: First, the propaganda is launched early, the preparation is sufficient, the teacher realizes that the position is the key; the second is to fully promote democracy and extensively solicit opinions. Continuous improvement of the program, open indicators, and transparency of the program is a guarantee. The third is the participation of all members. Fairness, justice and openness are fundamental. The main problem is that the regulation of the school appointment committee in the process of appointment still needs to be further strengthened. There are relatively large numbers of teachers in the individual departments, and there is a passive situation in the arrangement of the class teacher. We will summarize the experience and lessons of this year's appointment work, and work on the reform of the personnel system in the past nine years in advance, give full play to the embarrassing role of this lever, mobilize the enthusiasm and enthusiasm of all teachers, and comprehensively improve the quality of education and teaching. The eight-unit unit manages the brand and strives.

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