"Setters", "Old Predecessors", "Invisible People", "Boots" and "Big Head Soldiers": ​The grassroots idlers, active or passive?

　　In recent years, the construction of grass-roots work style has deepened, and the sense of responsibility and execution ability of the grass-roots cadre team has been recognized by the masses.

However, in some places, the grass-roots government has complicated work, large volumes, uneven busyness, and idle personnel.

A small number of cadres have unclear goals and are indifferent to the assessment tasks. They have given up their efforts while also letting go of their responsibilities.

The Banyuetan reporter investigated in many places and found that the idle cadres at the grassroots level showed a variety of types.

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Five kinds of portraits of grassroots idlers

　　The "setter" pushing up and down.

The cadres of a town in a province in the central region believed that the leading cadres in their towns were less restricted.

"Except for the secretary, the mayor and the two young cadres who have just taken office, other leading cadres are willing to be setters for their work tasks, and they are all left to the specialists." The town cadre told the Banyue Talk reporter, "We A leader of the unit who has worked for 18 years is more attentive to work that has economic subsidies, and is less enthusiastic about other daily tasks, and often acts as a shopkeeper."

　　Among the members of the grassroots leadership team, cadres have also experienced "disobedience".

“An official-level cadre in the unit has worked for 25 years. He believes that he has strong ability and sufficient experience, and often does not cooperate with collective leadership and superior arrangements.” The cadre of a town in the south said that this leading cadre habitually pushes his work to young people. People often treat work as "don't do it if you don't want to do it."

　　Promoting hopeless "old predecessors".

Among the cadre groups, senior and older cadres are prone to slack in their work.

The Banyuetan reporter's survey found that most of these cadres feel that they are hopeless for promotion, and just want to "take a seat in peace and live in a muddle-headed night."

"The number of veteran cadres who just want nothing to do is not many in the unit, but they have a great impact and can easily damage the atmosphere of the whole unit." said a grassroots cadre in Shandong.

　　Many grass-roots evasive behaviors occur in small things. Some veteran cadres often shirk their internal work on the grounds of "not knowing computers". Even if they have the opportunity to train computer knowledge, some veteran cadres are not active.

A grassroots cadre in Guizhou said that as long as the work involves new systems, new equipment, new media and other new things in the unit, the old cadres will begin to shirk.

"They boast that young people can do everything, and give them to young people as soon as they shake their hands."

　　The "invisible man" who lives by.

Among the young civil servants in recent years, there are some "invisible people" who have not had high job pursuits and ideal ambitions when they first joined.

“Some young cadres who have just started work have relatively good family conditions and have never suffered and suffered.” A grassroots cadre believes that some young cadres lack social experience and they do not seek to realize much life value. Also looked very lightly.

　　Many of the grassroots work teams are temporary hires.

"Formal employees carry the'iron rice bowl', and we don't even count as a clay rice bowl." A non-staff person believes that the identity issue has affected their enthusiasm for work.

At the same time, some grassroots cadres reported that some non-staff personnel in the early years were "relationship households" in the unit. "If the'backstage is hard', there is no need to do much."

In the view of this grassroots cadre, people with background and hard to speak can automatically become "invisible" in the unit.

　　There is a "backbone man" with misfortune.

Some young cadres were very motivated when they first entered the grassroots level, but due to the too small room for fault tolerance at work, the enthusiasm of some cadres was frustrated after being punished.

A cadre in the central department told Banyuetan reporters that a leader of the unit was in charge of the letter and visit work, but regardless of whether he asked or taught him, he let the young cadres deal with it, and pushed it to the front-line personnel if there was a problem.

The direct leader pushes responsibility, and the general cadre is punished, and the punishment affects the evaluation and evaluation of the first.

A young cadre in Shandong said frankly: "The more you do, the more mistakes you may make. If you don't memorize a punishment, you are embarrassed to say that you have done work."

　　During the process of toilet reform in a certain county in the east, some villages had less than 70% of the permanent resident population, but 80% of the task of toilet reform had to be completed.

In order to complete the task, the grassroots cadres called the villagers who had moved away and asked them to come back.

If it is really impossible to return, with the consent of the villagers, the grassroots cadres overcame the wall and entered their houses to change the toilets for them.

"If you know it, you won't be able to use it, but you still have to do it. Once something goes wrong, we will definitely be punished." A grassroots cadre said, "In this case, it is better to do more than to do less. Isn't it good to be a idler?"

　　The futile "big head soldier".

Unreasonable assignment of tasks can easily lead to uneven busyness of cadres.

A cadre from a county-level agency in Guizhou introduced that during his stay in the village to help, the 22-person fortress team did not have a reasonable division of labor at first, and often "disrupted the war." Some people had nothing to do for a day, and it was difficult to create work performance.

　　Some higher-level departments are unfamiliar with the actual situation at the grassroots level, and have not implemented policies from time to time, causing grass-roots cadres to be busy and idle passively.

A township cadre in the central region told Banyuetan reporters that the county inspector said that the township must have a corresponding plan for retreating fishermen, but his township is not in the lake area and there is no retreating fishermen.

Cannot find a job cut, the relevant responsible personnel can only piece together a plan, and in the end it can only be in vain.

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Style construction focuses on compacting responsibilities

　　Most grassroots cadres work steadfastly, have the courage to take responsibility, and dare to chew on "hard bones," and grassroots governance has shown practical results.

But at the same time, a small number of cadres have either actively or passively become grassroots idlers, which has a negative impact on grassroots work.

　　"Faith is the foundation, style is the form, the original is correct but the form gathers, the original is not normal, the form must disperse."

From a subjective point of view, some grass-roots cadres are lax in self-discipline and do not perform truthfully. Fundamentally speaking, the master switch of ideals and beliefs is not tightened enough, leading to floating style and insufficient political determination.

Some grassroots cadres still have a strong sense of "iron rice bowl", believing that "it is harder to get in, but harder to get out."

　　From an objective point of view, the fault-tolerant and error-correction mechanism of some grassroots units has not been implemented.

Energetic cadres will inevitably make mistakes on the job, and their enthusiasm for work will be affected after being blamed by the leader.

Regarding the management and assessment of the cadre team, some unit leaders underestimated the situation, and seldom moved the truth. Over time, some cadres relaxed their demands on themselves and were willing to become idlers.

In addition, some higher-level departments have insufficient experience at the grassroots level. Although the starting point is to serve the masses, they are easily divorced from reality when assigning work, which leads to deviations in the focus of assessment and some grassroots cadres have to be idle.

　　"The knife is sharpened on the stone, and the person is practicing on the matter."

Interviewees believe that, fundamentally, it is necessary to strictly and practically build a good work style and strengthen the management of the grassroots team.

To be effective in rigid management, to implement a fault-tolerant and error-correction mechanism, so that cadres can play lightly, and at the same time give full play to the guiding and leading role of performance appraisal, consolidate work responsibilities, and establish a simple and efficient grassroots management system.

In terms of flexible management, “talents are the first resource”, it is necessary to improve the incentive mechanism, help cadres to make career plans, strengthen care for cadres, promptly clear up ideological problems, straighten out the relationship between individuals and the work collective, and enhance The sense of gain and accomplishment of the grassroots cadres in the service and entrepreneurship.