As the front-line executor of social governance, the work practice of grassroots cadres in recent years has shown that they not only shoulder heavy responsibilities, but also bear pressure from many aspects.
Among them, the most intuitive and practical policy is faster than the strengthening of the civil service management system by the policy of "strict management".
However, under this policy, "love" does not seem to have kept pace. Such a phenomenon has aroused widespread concern and thinking.
In view of this, it cannot be denied that the strengthening of the management of grassroots cadres is, to a certain extent, indeed a favorable move to promote a more efficient and transparent civil service system.
This management model is mainly achieved through the establishment of strict work standards and accountability mechanisms, and its purpose is really to promote self-discipline and responsibility in the civil service.
However, practice has shown that this is not satisfactory.
For example, excessive work burdens and frequent overtime work have become the daily routine of some grassroots cadres.
"Pressure" not only affects the physical and mental health of the staff themselves, but also weakens the enthusiasm and innovation ability of work.
Moreover, under the current accountability mechanism, some unnecessary accountability has not achieved the expected management effect to a certain extent.
On the contrary, allowing grassroots cadres to be overly vigilant in their work, or even have a tendency to avoid risks, will undoubtedly affect their work efficiency and service quality.
Against such a background, the "great love" for grassroots cadres is particularly important.
The so-called "love", on the one hand, includes tolerance and support for their mistakes in production practice;
On the other hand, it includes providing them with more opportunities for growth.
This will not only stimulate the enthusiasm of grassroots cadres and the spirit of entrepreneurship.
It also contributes to a healthier and more harmonious working environment.
Specifically, the "great love" for grassroots cadres can be achieved by the following specific measures:
The first is to improve the fault-tolerant and error-correcting mechanism, give grassroots cadres more "fault-tolerant" space to make some small mistakes in their work, and encourage them to actively try and innovate;
The second is to establish a reasonable salary and promotion system, so that grassroots cadres can get a fair return for their labor, so that they feel that they will not suffer losses if they work for a lifetime. Another solution is to continuously improve the vocational skills of grassroots cadres through professional training;
Third, through the selection mechanism, we will provide more development platforms and space for cadres who have performed well in the ranks of grassroots cadres, so that they can break through and let them display their ambitions and abilities on a larger stage.
Therefore, in the face of the pressure and anxiety brought about by refined management, some measures can be taken to promote the simple process optimization of system integration by using advantageous resources (such as mature Internet technology), selecting new information products, and improving work efficiency based on "Internet +".
Through these supply-side measures, the work of grassroots cadres can be alleviated to a certain extent.
Of course, the implementation of such a change also requires the state and the party committee to supervise the innate "habitual and stubborn" in order to fundamentally eliminate the weakness of "style construction" - those intricate, expensive and difficult to produce administrative procedures.