In today's troops, it is becoming more and more difficult to "find connections" in terms of personnel.
Even the "last-rate" personnel such as changing jobs are difficult to find relationships.
A friend of the captain-level officer complained to me about something. He had just graduated from graduate school in January of this year. In September, I just submitted an application for job change, and I reported it in the annual survey. According to the regulations, graduate students who have just graduated for less than three years must be strictly controlled from changing jobs.
But this friend, he has a self-confidence that surpasses that of an ordinary officer.
Because he has a "connection", there is a distant relative in the family, the son of the grandfather's elder brother, who is a general in the capital and has a certain influence on his unit.
When he was in graduate school, he planned to change jobs after finishing his studies. In this way, you are young enough and highly educated enough to have a good future when you return to the place.
The main obstacle is the job change policy.
Because the newly graduated graduate students belong to the strictly controlled talents, it is generally difficult to be determined as the target of retirement. Therefore, he said hello in advance and went to the capital to find this distant relative, hoping that he could say hello and help him in changing jobs.
Years ago, such a thing would have been a no-brainer. You only need to find the secretary to give a ** to the superior secretary of the unit, and the secretary will give a ** to the head of the unit and the office, and the matter can basically be done. Coordinating interests through the network formed by secretaries is an unspoken rule many years ago, and it is also a key move for big leaders to seek benefits for their own people.
At the time of parting, the general gave him two secretaries' numbers, one was the general's secretary and the other was the secretary of the unit's superiors, and asked him to call these two numbers if he had something to do.
However, this time the situation was a little different than before.
When the "will" conveyed by the secretary reached the level of the unit leader, the leader was a little embarrassed.
Graduate students who have just graduated belong to the type of strict control of changing careers, and if the unit reports such a person, they will face the following difficulties.
First, it is almost possible for organs at all levels to get stuck in this job transfer object. Although the general's secretary "greeted" the superiors at the same level, the superiors at the same level still had superiors, and the higher the level, the lower the general's influence, and sometimes the big organs would not necessarily give him face. Once a certain level implements the policy according to the regulations, the graduate student will inevitably be stuck. Once it is stuck, the superior may blame the level. After all, looking for a relationship to say hello, in this era, is no longer the usual thing in the past.
Second, it may be reported by other officers in the unit. Under normal circumstances, there will be a relatively clear rule for the unit to report to the transferee. For example, those who are old, have a long working experience, and have a low educational background are ranked first, and those who are young, have a short working experience, and have a high educational background are ranked last. Graduate students are well-known highly educated talents, and it is basically very difficult for them to change jobs in the army. If the unit blatantly reported this graduate student, it would easily arouse the reverie of other officers. For example, whether this person has found a relationship, and which leader of the unit received his money. If the internal ecology of the unit is not very good, it is very likely that some people will seize the loophole and report it to the Commission for Discipline Inspection on this ground, and the construction of the unit will be greatly affected.
At present, the personnel work of officers is becoming more and more transparent and fair, and even the targets of demobilization need to be announced to the whole unit. Under the rounds of high-pressure inspections, the space to find a relationship to say hello is actually getting smaller and smaller.
The leaders of the unit were well aware of the twists and turns in this process, so they did not agree to the "greeting" from their superiors. Of course, in order not to offend the big leader, the leader of the unit still determined him as the target of the report when he made a thorough calculation.
This can be regarded as giving the general an explanation and giving favors on the one hand, and on the other hand, it is also in line with the regulations, after all, the survey is not a formal report, and it doesn't matter if you report more or less. If something goes wrong in the middle, cancel the retirement object.
Both sides can be rounded, which is also the advantage of the system of first finding out and then reporting.
After being identified as the target, the captain officer was overjoyed and felt that he was almost ready to change careers.
It's a pity that there are unforeseen circumstances, some things, some people, still beyond his expectations.
I don't know what's going on, the list of units leaked the next day.
In those days, there were obviously more cadres visiting the manpower door, and even at the first o'clock in the evening, some people went to the office to find manpower. Vaguely, I can feel that this list seems to have caused a lot of shock. And the key to this shock may be himself.
A month and a half later, the leader of the unit found the graduate officer and informed: Your superiors do not agree to the quota of the survey, and you may not be able to leave this year, so stay and work hard first. The matter of changing jobs should be considered in the long run.
How could this be, he was surprised.
After coming out of the leader's office, he hurriedly called the secretary and asked about the specific situation. The secretary said he didn't know much and told him to wait a while.
In the evening, the secretary called him back and told him that the matter was true, but the specific details were not convenient to say in **, so he could relax first and meet when he had the opportunity in the future.
After three days of anxious waiting, he decided to go to the secretary himself.
The secretary made an appointment with him in a place, by the square next to the mall opposite the office. Both were dressed in civilian clothes. The secretary told him that your escalation plan was reported, and the whistleblower may be a colleague from your unit, and I don't know who it is. The most important thing is that this year, the higher authorities issued another notice, requiring greater efforts to retain talents. You've just graduated from graduate school and you've just hit the muzzle of a gun, and it's really hard to do.
After listening to this, he knew that the thing he was most worried about had happened, and this thing was yellow. He thanked his secretary and returned to his unit, locked himself in his dormitory, stared out the window, and didn't speak to anyone for the whole day.
Through this event, we can understand certain realities of the present:
1) The usefulness of finding relationships is really getting smaller and smaller. The system is becoming more and more rigorous, the process is becoming more and more open, and the channels of supervision are becoming more and more smooth. Some greetings, not necessarily done.
2) The superiors share some of the "greeting" pressure for the grassroots. In the past, the greetings of some leaders were inserted into the grass-roots units, disrupting the normal work order of the grass-roots units and making it very difficult for the grass-roots units. At present, the grassroots units can hand over some difficult burdens to the superiors, so that the leaders' greetings will be ineffective, so that they can devote more energy to their main business.
3) Graduate officers, it is becoming more and more difficult to change careers。Talent is the foundation of a strong army, and retaining talent is a very important task for strengthening the army. The educational resources of the army are limited, and the first thing to take care of should be those who stay behind. In fact, the strict control of the transfer of graduate officers to civilian posts is also establishing a orientation: improving the utilization rate of resources and the utilization rate of talents.