With the development of the times and social changes, there are some problems in the current civil service system that need to be adjusted, among which the parallel system of civil servants' positions and ranks is a debatable place. This system has been in place for nearly 30 years, but with the continuous changes in the content of work and the environment, whether it can still adapt to the needs of the new era is a question worthy of our in-depth consideration.
First of all, in the early stage of implementation, the system of parallel posts and ranks really solved the problem of difficulty in promoting civil servants' ranks, and encouraged the enthusiasm of civil servants in their work. However, 30 years later, with the change of social and management models, the system has also exposed some shortcomings. At present, many civil servants do not match their actual work and their ranks, resulting in insufficient motivation for work. At the same time, because the rank is linked to the salary, it is difficult for some civil servants with strong actual work ability but low rank to receive the remuneration they deserve. This undoubtedly affects productivity and fairness.
Second, too much emphasis is placed on the parallel between positions and ranks, while the improvement of the actual work ability of civil servants is neglected. For a long time, many civil servants have only been concerned with how to improve their ranks through various means, and have paid less attention to the improvement of their own professional ability and quality. As a result, some civil servants find it difficult to be as effective as possible in their actual work. At the same time, there are also some "shell" senior civil servants in the rank system, who are of high rank but weak in actual work ability. This is not conducive to the efficient operation of public utilities.
Finally, with the advancement of science and technology, the work of some traditional civil servants is undergoing qualitative changes, but the update of the rank system is lagging behind and cannot be followed up in time. For example, it is difficult to find the corresponding position for emerging jobs such as network management, which affects the attraction and utilization of talents. At the same time, it is difficult to adjust the ranks of some traditional work content that does not meet the needs of society in a timely manner. This will lead to a disconnect between the entire civil service management system and reality.
In short, to a large extent, the current system of parallel posts and ranks of civil servants can no longer well meet the new historical conditions. We need to adapt and refine the system so that it is more focused on the individual capabilities of civil servants, but also more flexible and open to the changing needs of society and management. For example, it can be considered to separate the rank from the salary and emphasize the actual work evaluation;Improve the matching degree between the rank system and the work content;The introduction of more open competition mechanisms, etc., is worth studying. Only in this way can the management of civil servants be made more efficient and fair.