Swordsman Chu Three Musketeers Day
Caption/Datang
Soldiers who do not want to be generals are not good soldiers, which is probably Napoleon's most sought after sentence in later generations.
To this day, it has become the most reasonable saying at all levels to motivate subordinates.
Of course, the difficulty of a soldier becoming a general is quite large;
The possibility of an officer becoming a general is not impossible.
So how hard is it to be a general?
As the old saying goes: one will make a thousand bones dry.
In times of peace, the costs and hardships to be paid, not to mention.
But there's a poem that says—
Since you have chosen a distant place, you will only care about the wind and rain!
Soldiers are not afraid of suffering, nor are they afraid of tiredness, and they are not afraid of the long road, they are afraid of stepping into the forest without road signs, and they are afraid of not seeing the future direction.
There is a topic in the military media recently, which has attracted the attention of many comrades-in-arms:
"What are you most concerned about about career planning?"
This is the last question of a marine brigade in the "Cadre Personal Development Intention Form".
Nearly 90% of officers filled in the answers:
You see
Compared with poetry and distant places, many cadres are more concerned with the scenery in front of them and the life in the present.
In a way, career path is a concern for every officer, and it is not an exaggeration to say that it is important.
For a long period of time, the policies and personnel work of military cadres always seem to be covered with a mysterious veil, making it impossible for people to see and understand. The relevant departments are airtight, and the responsible personnel are tight-lipped.
To a certain extent, these have a certain impact on cadres to learn the policies for the training and use of officers, and then grasp the orientation of employing people at higher levels, so as to plan their personal development direction and clarify the path of career development, and they have not played their due meaning for better concentrating and working hard for the strong military cause.
With the increasingly formal personnel work of military cadres, many people have missed further career development opportunities at the critical time when they are approaching promotion and promotion because of the lack of qualifications such as academic degrees, training requirements, and post experience.
Especially administrative cadres.
The military life of administrative cadres is very fragile, like a short flowering period, the loss of an important development opportunity, and eventually often leads to regretful retirement.
For example, the grass-roots commanders of some companies, because they are relatively excellent and the leaders are assured, have been "swinging" at the grass-roots level, and have never been or rarely arranged to go to academies and universities for training, or to exchange with organs, and finally survived to retire at an old age and take off their beloved military uniforms.
The grievances in my heart can be imagined.
The key is that among people of the same age and level, some of the best are the first to be "eliminated", causing irreparable damage to the troops, blurring the orientation, and losing talent.
Young cadres are also at a loss, talents have not flowed in time, and they have lost and panicked about where to go in the future, and they do not know where to work hard, when to exert force, and where to exert force.
Grass-roots organs are clearly distinguished, there is a lack of institutional support for changing posts, exchanges, study and training, the problem of "nail households" at posts cannot be effectively solved, and the frustration of the road of career development spreads like yawning.
If we can reduce the uncertainty of future development, make the career path of officers clearer, and let them know when they can go to where to communicate, where the next position is, it is actually the best of both worlds for individuals and the army.
In this way, we can not only enhance the subjective initiative of individuals in attaching importance to studying and improving and doing their own work well, but also enable cadres to learn from examples, have a yardstick, have a direction for their work, and have a goal, but also enhance the overall vitality and motivation of the cadre contingent and give play to the "multiplier" effect of army building.
In the discussion on the professionalization of officers in 2016, the military media once published an article entitled "Focusing on reform and strengthening the army to promote the professionalization of officers", believing that the core of the professionalization of officers is specialization, and its premise is professional classification.
To promote the professionalization of officers, we will highlight professional attributes and operational requirements, improve and perfect the classification system for officers, and on this basis, classify and set up career development paths for officers, systematically standardize the development of officers in which fields, when they should enter the school for training, exchange positions, what experience they can go to, and under what circumstances they need to retire, etc., so as to provide clear guidance for organizing and training officers and officers for self-improvement.
The importance of a clear and unambiguous career development path in the reform of the professionalization of officers can be seen.
At the end of January this year, the new officer system made a major reform of the officer rank setting, from based on job rank to rank based on rank, and divided officers into command management officers and professional and technical officers according to their positions.
Two basic categories, and refine the classification according to different dimensions and levels:
Command and management positions, in accordance with the work content, responsibility attributes, professional requirements, further refinement;
Professional and technical posts are divided into 5 categories according to the attributes of responsibilities, which are further connected with the reform of the classification of national professional and technical personnel, which is conducive to gathering and recruiting talents from a wider range, cultivating and cultivating talents, and developing and using talents.
Of course, the establishment of a professional system for officers is an extremely complex system project. To make the career development path of officers clearer, the number of personnel involved is wide, the types are complex, and the supporting requirements are high, such as the determination of officer posts, the articulation of post settings, and the quota, number and proportion of officers in various professional posts.
But there is a saying that goes: Although the road is far, the line will come; although it is difficult, it will be done. Moreover, the benefits of the officer's career development path can be imagined, and the result is bound to be no worse.
According to public reports, at present, there are already units exploring, such as measuring the vacancy situation, formulating cadre post ability standards, organizing the filling in of personal development intention maps, trying to provide career development suggestions for military officers, and formulating a cadre post development path map, and achieving good experience and results.
Of course, the clarity and clarification of the career development path of officers is not only a matter for the unit, but also requires individual participation, concern and concern.
At the organizational level, all levels should change their concepts and update their concepts, and they cannot think that once cadres care about personal growth and progress, career development, and selection and transfer exchanges, they are uneasy about their posts, are not conducive to management, pursue fame and fortune, and are ambitious.
It should be known that everyone has the right to pursue development and progress and realize self-worth, and organizations should not only encourage, but also participate in and create platforms. Of course, the focus should be on guiding individuals into work and action. This is not only a matter of understanding, but also a matter of style.
The director of the political department of a certain brigade once said that to do a good job in cadre work, we must not simply shout slogans and pour "chicken soup." To love and care for cadres, it is all the more necessary to guide, improve, and educate them in a down-to-earth manner, help them sum up their experiences, correct their mistakes, and take care of their inner needs and difficulties.
At the personal level, we must resolutely abandon the erroneous thinking of studying the theory of uselessness, change the superiority illusion of "being able to do any post" and the impetuous mentality of "wanting to do any post," strive to improve the ability and ability of officials to start a business, have the courage to accept organizational selection, correctly face the setbacks of competition, and persist in taking root in the grass-roots level, being willing to dedicate, basing ourselves on our posts, and growing into talents.
Only in this way can we realize the two-way interaction and symbiosis effect between the scientific and orderly flow of talents under the officer's career path and the needs of the development of army building.
There's a saying that goes something like this:
Scientific policy system and good growth environment will help retain more talents.
Strengthening the propaganda and interpretation of cadre policies, not concealing them, and eliminating uncertainties and "ambiguous areas" will help officers to have a clear and clear judgment on the prospects for development.
In this way, the pace of officer career development reform is becoming more and more exciting.