The road to the top of the "second-generation scumbag".
In the seemingly glamorous state-owned enterprises, there is an unknown power game being played. Recently, everyone was stunned that those who were called "second-generation scumbags", that is, people who were powerful in their families but were not good at school and ability, could become leaders in state-owned enterprises.
The process of these "second-generation scumbags" ascending to the top is not a bright road. Some of them rely on falsifying their academic qualifications and grades to add points to themselves, while others rely on the big names in the family to greet them and go through the back door to directly arrange a good position. What's even more outrageous is that some state-owned enterprises directly tailor positions for them, as if recruitment is specially opened for them, where is there any fairness!
Power Inheritance Muddies the Waters: Can SOE Recruitment Be Fair?
This is the inheritance of power in trouble. In China, the inheritance of power and resources is an old topic. Many powerful families want to pass on their power and resources to the next generation, so that the family position will not be shaken. This kind of thinking can be vividly expressed in the recruitment of state-owned enterprises, which should be based on ability and quality, but the result is to look at family background and relationships.
State-owned enterprises are the pillars of our country's economy. Hiring is supposed to be open, fair, and impartial, but once power comes in, these principles are thrown into the clouds. Those who have the ability but no background often can't even touch the threshold, and those so-called "second-generation scumbags" easily become executives by relying on the power of their families. How can those who are really capable of being convinced? As a result, the reputation and credibility of state-owned enterprises will be ruined.
Plugging the undercurrent of power: improving systems and strengthening supervision
In the final analysis, there are loopholes in the recruitment system of state-owned enterprises, and supervision has not kept up. When recruiting, many state-owned enterprises attach too much importance to relationships and backgrounds, but ignore the real ability and quality. And, because there is no effective regulation, there is no one to take care of those unfair hiring practices.
If we want to plug this undercurrent of power, we have to work the system. First of all, the recruitment system of state-owned enterprises must be improved, and the whole process must be open and transparent, so that everyone knows the requirements and opportunities for recruitment. Secondly, when recruiting, it is important to comprehensively assess the candidate's ability and quality, not just academic qualifications and background. Finally, there is a need to tighten the supervision of the recruitment process so that unfairness cannot be hidden. In this way, the recruitment of state-owned enterprises can be truly fair and just.
Recruitment under the protection of power
Case 1:
I heard that when a certain state-owned enterprise recruited, it did not engage in fair competition, but engaged in a "small circle". Privately, they get connected people directly into the company through internal referrals, as if those positions were "tailor-made" for certain people. In this way, those who are really capable, but it doesn't matter, are pushed aside, and fairness and justice are not at all discussed.
Case 2:
There is a child from a powerful family who has a low education level and average ability, but with the power and connections of his family, he easily entered a state-owned enterprise and sat in the position of an executive. This makes other employees who work hard and have real talents feel very unfair. Moreover, this kind of person who relies on connections to get in a position can easily abuse his power, leading to corruption in the company.
Case 3:
When a state-owned enterprise recruits, it does not look at the ability of the applicant, but first looks at their background and relationship. They seem to think that as long as they have a strong background and a wide range of connections, they can be competent for any job. As a result, those who are truly capable and talented are overlooked, while those who can only brag but have deep backgrounds are given opportunities. This kind of practice is really laughable.
A balance between power and fairness
There is a lot of discussion in society. Some people say that this is the rule of power inheritance, and there is no need to make a fuss, but others feel that it is too unfair and must be managed well.
We have to think carefully about how to find a balance between power and fairness. Power is a booster of social development, but if power is too big and abused, it will be chaotic, and social injustice and corruption will emerge. In the matter of state-owned enterprise recruitment, we must not only recognize the rationality of the existence of power, but also put a "tight spell" on it, so that recruitment is truly fair and just.
At the same time, it is necessary to publicize the concept of fair competition, so that everyone understands that relying on ability to eat is the last word. Only when everyone abandons the idea of privilege and respects everyone's efforts and contributions, can our society become more and more fair, just and harmonious.
epilogue
The matter of "second-generation scumbags" is, to put it bluntly, an example of power in the recruitment of state-owned enterprises. It exposes problems with the inheritance of power and major loopholes in the system. For the sake of social fairness and justice, we have to start from the system, strengthen supervision and reform the system. At the same time, we need to educate everyone about the importance of fair competition. Only in this way can state-owned enterprises recruit outstanding talents and make tangible contributions to the country and society.
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