How to "connect the antenna" and "open the window" for the promotion of grassroots cadres? Media: Effectively solving bottlenecks, difficulties, and pain points | Organizational | Aspect | Grassroots Governance | Promotion | Channels | Grassroots | Cadres

National governance relies on grassroots governance, and grassroots governance focuses on grassroots cadres. If grassroots cadres are full of spirit and fighting spirit, it will continuously innovate grassroots governance and promote the modernization of national governance. On the contrary, if grassroots cadres find it difficult to fully utilize their talents, showcase their talents, and obtain smooth promotion channels and appointment opportunities, it will dampen their enthusiasm for work and entrepreneurship, make it difficult for grassroots governance to overcome difficulties, and endanger the foundation of national governance.

The starting point of grassroots work is low, promotion is slow, remuneration is not high, working conditions are difficult, and work pressure is high, usually facing significant challenges in talent recruitment. At present, the civil service exams and recruitment plans at all levels are aimed at the grassroots level. When promoting cadres, the organizational department will also give priority to candidates with grassroots work experience. However, many people still worry about working at the grassroots level, fearing that there will be no return, as they may miss out on opportunities for career advancement. Therefore, only by combining the strengths and characteristics of grassroots cadres, and expanding their development channels in a targeted manner, can we better retain and appoint outstanding talents, so that their talents and abilities can be used in the most critical and efficient areas, and also provide them with the most sense of achievement and sense of gain.

Grassroots cadres are generally "grounded", but how to "open the window" and "connect the antenna" for them in the promotion channel is a problem that needs to be paid attention to. Many people believe that selecting and employing personnel at the grassroots level is already difficult, and keeping grassroots cadres at the grassroots level is necessary to avoid talent loss. Under the influence of this erroneous concept, many grassroots cadres have to "extend their service", little realizing that this will undermine the enthusiasm of grassroots cadres and further reduce the number of talents willing to join the grassroots. By opening up the upward channel for grassroots cadres, outstanding grassroots cadres can stand out, achieve career advancement and career development, and make the grassroots a fertile ground for cultivating cadres, attracting more people to participate in grassroots work.

The grassroots governance issues faced by grassroots cadres are diverse and complex, requiring them to grow into versatile and versatile talents. However, many grassroots cadres will achieve particularly impressive achievements and excel in specific fields. Taking rural revitalization work as an example, it means the comprehensive revitalization of industries, organizations, culture, talents, and other aspects, and also puts forward comprehensive requirements for grassroots cadres. Especially for cadres working in remote rural areas, they not only need to overcome the harsh working environment and living conditions in the area, but also find ways to "find a way out" for local development. During this process, some cadres were particularly insightful and practical, fully demonstrating and unleashing their talents in certain areas. Whether the higher-level organization can have a keen eye and not waste the talents of these cadres also reflects the effectiveness of organizational work.

For example, during the COVID-19, many regions faced difficulties in selling agricultural products and obstacles in the development of cultural tourism. In order to promote local agricultural products and tourism, many county and township officials are trying to promote live streaming sales. He Jiaolong, who used to be the deputy county magistrate of Zhaosu County in Ili Prefecture, Xinjiang, rode horses and whipped in the snow field wearing a red robe to endorse local tourism. The short videos she and her team filmed not only sparked local tourism, but also earned her recognition from higher authorities. She was successively promoted to Deputy Director of the Cultural and Tourism Bureau of Ili Kazakh Prefecture and Director of the Xinjiang High Quality Agricultural Product Production and Marketing Service Center.

For outstanding grassroots cadres like He Jiaolong who have outstanding talents in specific areas, they should be allowed to fully utilize their strengths, contribute to the grassroots, and contribute to society. The superiors should support and encourage these excellent grassroots cadres, not only fully trust them, but also provide them with channels for growth and progress.

Many grassroots cadres are young and promising, but often due to busy work schedules, they are unable to further learn and improve, which also limits their ability to understand new ideas, learn new technologies, and adopt new methods. To effectively reduce the burden on grassroots cadres, provide them with more flexible and diverse learning and further education opportunities, so that they have more time and energy to study and improve, and then find their own "expertise".

As the career development path of grassroots cadres becomes wider and smoother, grassroots governance will also become a fertile ground for attracting, cultivating, discovering, and delivering outstanding talents. We look forward to further deepening the reform of the personnel system for grassroots cadres, effectively solving the obstacles, difficulties, and pain points in the current upward path for grassroots cadres, so that excellent grassroots cadres can devote themselves to grassroots work with enthusiasm and enthusiasm, and use good steel on the cutting edge.

Ma Liang