Transportation is a basic, leading, strategic industry and an important service industry of the national economy, which gives the civil servants of the transportation system a major mission and task. In recent years, the Chongqing Zhong County Transportation Committee has introduced 15 measures to encourage cadres and officials to start a business and take responsibility around the usual assessment of civil servants, which has promoted the high-quality development of the transportation industry, but at the same time, there are also problems such as extensive management system, incomplete coverage objects, and inaccurate quantitative evaluation. Since March, as a national civil servant performance management pilot unit, the Zhong County Transportation Committee has focused on the reform direction of "how to give full play to the effectiveness of performance management, improve the evaluation system of civil servants, and form a mechanism linked to the selection and management of civil servants".
"Civil servants + career personnel" answer the same question together to achieve a platform horse race. Focus on "what to evaluate" and boldly explore the scope of performance management. There are 157 civil servants (including public servants) in the Zhong County Transportation Committee, and 257 people in 9 public institutions. In view of the actual situation of the diversification of the identity of the system personnel, the diversification of job types and the overlapping job responsibilities of some staff, adhere to systematic thinking and overall planning, and deepen and expand the coverage of performance management from the perspective of improving the integrity of team building, the comprehensiveness of the pilot effect, and the initiative of cadre work, break through the boundaries of personnel categories, and include all civil servants and personnel of public institutions in the reform pilot management objects, and realize the "full coverage" of performance management.
"Examination organization + individual" work in the same direction to achieve a set of mechanism to test people and things. Focus on "examining people and examining things", integrate and effectively link organizational performance and individual performance, evaluate both individuals and departments, establish a performance appraisal mechanism of "double determination, double inspection, and double exposure", and strengthen the performance management of the whole process. "Double setting" clear goals, focusing on major national strategies such as the Chengdu-Chongqing Twin-City Economic Circle, the Western New Land-Sea Corridor, and the transportation power and the overall work idea of Zhongxian County's "1116", scientifically formulating assessment indicators, and classifying them into the department's and individuals' annual, quarterly, and monthly "operational maps", so that the tasks are on the wall and the wall chart is combated, so that they can find the correct responsibility positioning and target tasks. In the process of "double inspection" management, the discipline inspection and supervision departments jointly stationed in the discipline inspection and supervision departments will carry out dynamic evaluation of the progress of the "battle map" of departments and individuals on a regular and irregular basis through regular inspections and special inspections, and carry out conversations and "reminders" for departments and individuals who are not in progress and have poor results, so as to prompt cadres to calibrate the direction of work in a timely manner. "Double exposure" to see the results, the establishment of quarterly meeting speech mechanism, departments and individuals in the quarterly assessment meeting "stage" drying, the implementation of quantitative score management, the average score of individual performance indicators as an important part of the department's performance results, so that they are linked to each other, mutual influence, and at the same time the drying results and quarterly and annual performance quantitative evaluation work linked.
"Performance management + usual assessment" resonates at the same frequency to achieve a ruler to measure to the end. Focus on the "integration of multiple examinations", rely on the usual assessment to carry out performance management, do the usual assessment through performance management, integrate performance management and ordinary assessment into all aspects of the whole process of cadre evaluation, and promote the iterative improvement from "single assessment" to "integrated assessment". Refine quantitative indicators, according to the principles of quantifiable and full quantification, easy operation and execution, comprehensively use qualitative and quantitative evaluation methods, establish a full-process assessment system for all employees, and realize a set of indicators and parallel operation. In terms of qualitative indicators, the political criteria are highlighted, combined with the results of quarterly performance, the four grades of "good", "good", "average" and "poor" are determined, and the proportions of 100, 90, 80 and 60 points are quantitatively converted into scores, so as to realize the quantitative assignment of qualitative indicators. In terms of quantitative indicators, the actual work performance is highlighted, common indicators and personality indicators are set according to the degree of job matching, and the quantitative weights are refined, so as to make the evaluation results more scientific and objective. Hierarchical and categorical management and evaluation, fully considering the different categories of personnel, job differences, and job levels, and focusing on the ability of department heads and deputy (deputy section level) cadres of subordinate units to grasp overall planning, strong implementation, and promote development; focus on the performance of cadres below the deputy section level in performing their duties and participating in phased key work; The comprehensive management personnel focus on the assessment of political integrity and ability performance and target performance; Focus on the assessment of service efficiency and public satisfaction of front-line maintenance and law enforcement personnel. The whole process of communication and feedback, the establishment of a regular feedback mechanism for performance management evaluation, problem-oriented, comprehensive analysis, feedback and communication, through regular publicity, heart-to-heart talks, etc., feedback performance appraisal results at the end of each quarter, at the same time strengthen communication, urge the assessment object to timely check and fill in the gaps, improve the quality and efficiency of work.
"Positive incentives + negative constraints" are implemented synchronously to achieve a result in place. Focus on "selection and breeding", highlight positive incentives and negative constraints, strengthen the use of results, not only motivate cadres who want to do things and will do things to jump up and pick "peaches", but also spur cadres who do not act and do not know how to "get up" from "lying flat". The results of performance management evaluation are linked to the annual assessment of cadres, job adjustments, job rank and title promotions, commendation of advanced recommendations, cadre scholarships and other aspects of treatment, and at the same time formulate personalized and differentiated incentive measures according to the actual needs of cadres. Scientifically formulate a performance management fund allocation plan and set up a performance "fund pool". Establish a special evaluation mechanism to effectively solve the problems of "one size fits all" and "more mistakes and more mistakes", truly realize the efficiency of "testing", "let those who can do something", effectively activate the cadre team "a pool of living water", and create a good ecology from near and far.
Through the reform pilot, three valuable lessons have been obtained. First, it is necessary to persist in taking the party's political construction as the guide. In the pilot process, the Zhongxian County Transportation Committee has always put political standards in the first place, adhered to the principle of party management of cadres, highlighted the main line of centering on the center and serving the overall situation, promoted high-quality development with high-quality cadre assessment, classified the party's political construction into qualitative indicators and quantitative indicators, and increased the weight of assessment. Second, it is necessary to adhere to the integration of common assessment and differentiated evaluation. Fully consider the homogeneity and differences in personnel identity, job categories, functions and responsibilities, etc., and have both common tasks and individual tasks when reviewing and approving the "operational map" and setting performance appraisal indicators, and at the same time through the scientific adjustment of the special evaluation mechanism, change the single-minded and one-sided assessment method of a standard to the end, fully reflect the unity of incentive and constraint, and effectively prevent the problem of "one-size-fits-all" and "one-pot cooking" in the setting of indicators. Third, it is necessary to adhere to the comprehensive integration of regular and effective cadre evaluation. In view of the new problems and new situations exposed in the trial of performance management, timely adjust and improve the performance management evaluation index system, constantly summarize experience, explore the establishment of a pragmatic and effective whole-process intelligent information system, fully integrate performance planning, performance execution, performance evaluation, performance feedback and other tasks, digital evaluation system, and truly realize the performance management of key people, management in key places, and management of key things.
(The author is the chief of the Organization and Personnel Section of the Chongqing Zhong County Transportation Commission)