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In civil service organs, the chief of staff and the director of the personnel office are middle-level cadres. To a certain extent, the chief of staff and the director of the personnel department are the "right and left arm" of the number one. Why? This is because, in the organ, if the leader wants to do something, he usually needs the director of the office to go to Zhang Luo. The director of the office plays a decisive role in the handling of documents, affairs, and meetings of the organs, and is a staff assistant who truly shares the worries and difficulties of the leaders. People are needed to do things, where do people come from? In this regard, the role of the Chief of the Personnel Office is reflected. If you want to choose good people, use good people, and arrange your own people, the role of the director of the personnel department is self-evident.
So, in the face of the chief of staff and the director of the personnel office, which one is the leader more willing to carry? There are many people who are very concerned about this issue. This is because the Chief of Staff and the Chief of Personnel are very strong competitors. The director of the office has solved real problems for the leader, so that many of the leaders' intentions can be realized. The director of the personnel department can let the leader firmly grasp the power of appointing and dismissing personnel in the hands of his own people, and is the real confidant of the leader. However, in the editor's opinion, when the director of the personnel office and the director of the office PK, the office director will usually be better.
To become a chief of staff, you need more comprehensive skills than to be a chief of personnel, and you have higher requirements for the level of individual civil servants. Under normal circumstances, if you want to be a good director of the personnel department, in addition to the need to keep your mouth shut, the most important thing is to have superb professional ability, be familiar with the relevant laws and regulations on cadres and personnel, make no mistakes in procedures, and carry out work in strict accordance with the intention of the leader. It can be said that to be a good director of the personnel department, what is needed is an expert. However, for the chief of staff, it is not only necessary to be very strong in the profession, but also in the coordination ability, and at the same time, it is necessary to have a good tolerance mind, the wisdom of adjusting contradictions, and the ability to make overall planning.
From the above comparison, we will find that it is more difficult to find the right chief of staff than to find the right chief of staff. Therefore, although under normal circumstances, the leader may trust the director of the personnel department more and will arrange the people he trusts to the post of the director of the personnel office, but the leader cannot do without the director of the office, if the organ does not have a suitable office director, the leader will be very tired, many work arrangements are not smooth, and even, many troubles and disputes, will be concentrated in front of the main leaders, so that the number one is entangled in trivial matters all day long. In this case, the office director who is good at seeing tricks and dismantling tricks is more likely to be favored by a leader, and it is easier to be promoted first in the case of achievements.