Distinguished colleagues, at this small gathering today, I would like to share with you some valuable experiences accumulated from long-term work.
As a veteran comrade who is about to retire, I have witnessed and participated in the selection and promotion of many personnel in the organization over the years. Through these practices, I deeply feel that it is not enough to rely solely on a person's academic qualifications and abilities, and if we want to truly cultivate excellent backbones, we need to take a more comprehensive and long-term perspective when considering talents.
First of all, we should not place too much emphasis on a person's academic qualifications. Whether a person has obtained a first-class university or postgraduate degree does not fully reflect his actual ability to work. Although some comrades do not have a high degree of education, they have shown extremely strong learning ability and practical ability in practical work. On the other hand, some graduates of prestigious universities are at a loss when faced with practical problems. We should provide more opportunities for those comrades who have strong practical work ability but relatively low academic qualifications to show themselves, and should not despise or ignore them because of their academic qualifications.
Secondly, we should not simply look at a person's current ability to work. A person's performance is largely determined by the current work environment and the requirements of the task, but it does not mean that he will not be able to perform at a higher level of work in the future. Some comrades have already performed well in their current posts, but they may not be aware of their potential and room for development, and we need to test and improve their abilities by giving them the opportunity to perform higher-level tasks. Only long-term observation and testing can find those talents who really have the potential to become the backbone.
Finally, when considering talents, we should also pay attention to a person's learning ability and growth potential. Whether a person can adapt and learn quickly in a new work environment, whether he has a spirit of perseverance, whether he has intellectual curiosity and enterprising spirit, these may determine whether he is competent for higher-level tasks in the future. We should not think that a person has reached a bottleneck just because he is already doing well at the moment, and ignore his future growth.
In short, when selecting talents, we should take a holistic and long-term perspective, focusing on both a person's existing abilities and his potential for future growth. You can't take a person lightly because you don't have the right to do something, and you shouldn't think that you can't go to the next level just because you're doing well at the moment. Only in this way can we truly cultivate outstanding backbone cadres with strength and potential, and can more comrades with potential have the opportunity to give full play.
This is my experience and suggestion from practice. I hope that colleagues can refer to it in their work, give more opportunities to colleagues who have potential but have not yet been recognized, and let more people have the opportunity to play their strengths.