Becoming a deputy director-level cadre seems to be an unattainable ideal for many young civil servants. According to the data, it will take 15 years to reach the lowest level of the system if everything goes well. But in reality, many ordinary civil servants will not be able to break through the section-level cadres in their lifetime. It can be seen that it is really difficult for ordinary people to grow from budding to middle-level leaders.
There is a long interval between promotions. It generally takes 2-4 years to successfully advance to the first level. And every promotion needs to pass the assessment and competition, which is very difficult. Especially at the grassroots level, due to the limited positions, the promotion channels are relatively simple.
Without the blessing of network and network resources, the accumulation of strength will become the main reliance. However, the assessment criteria for strength are not completely open and transparent. It's hard to tell if you're up to the mark, and it's hard to know the order in which you're promoted. This is a hidden obstacle to personal career planning and business learning.
Moreover, there is still a big gap between the deputy director and the deputy director. From the third-level investigator to the top, it is necessary to have outstanding achievements in important positions, which is a process of long-term accumulation and breakthrough. Only those who have played an important role in various important projects or industry reforms and achieved outstanding results are expected to be replaced at the deputy department level.
The age factor is also a difficult point. It will be possible after 15 years, and generally 35-40 years old is already the upper limit of the rank. For frontline workers, this is just the beginning. Opportunities at a higher level will be even more rare.
Of course, in some places or industries, there may be opportunities for those who are highly competent. But for ordinary civil servants, this is often difficult to anticipate and rely on. And there are great differences and unequal opportunities in different places.
The difficulties of growing into a middle-level leader for ordinary civil servants are: long rank spacing, unclear evaluation standards, and lack of relationships and strength guarantees. This determines that he needs to work hard for a long time, reward his merits many times, and seize the opportunity to achieve this goal around the age of 40. The space for development at a higher level is even more limited.
In fact, front-line civil servants at the grassroots level often need to pay more in order to grow. Hard position, high work pressure, but promotion is not as good as juniors. This also inadvertently encourages some people to choose the "bad path" of "rising to the top".
Therefore, how to make the rank system more fair and transparent, and provide more development opportunities for ordinary civil servants, is a question that we need to continue to think about. It is only through reform that they can truly grow equitably and maximize their value. It is also important for the sustainable development of public utilities.
At last
Becoming a cadre at the deputy department level is indeed very difficult for most ordinary civil servants. Long-term rank accumulation and assessment verification are the main obstacles to the emergence of new forces.
However, it is also necessary to see that this not only reflects the fairness of management, but also exposes some deficiencies in the overall public management system in the mainland, such as the evaluation mechanism and talent flow mechanism still need to be improved, especially the grassroots work is difficult to overcome.
In the face of this situation, we should think more from the perspective of reforming the system. On the one hand, we should optimize the evaluation criteria and increase public participation and transparency, and on the other hand, we should also explore the reform of the classification management and mobility mechanism of civil servants, so as to give more development opportunities to the grassroots.
Only by deepening reform and paving the way for the growth of ordinary civil servants can they maximize their abilities and values. At the same time, it will also be conducive to the healthy development of public utilities. It is hoped that through joint efforts, every public servant can grow up fairly within the system and ultimately benefit the people. This will be the direction we are all pursuing.