It is a major strategic task to uphold and improve the socialist system and promote the modernization of the governance system and governance capacity. In the context of the current increasing downward pressure on the economy, the complex and changeable social contradictions at the grassroots level, and the need to comprehensively promote various deepening reform measures, in order to strengthen the modernization of the grassroots governance system and governance capacity, realize the modernization of people, especially the modernization of the management of leading cadres, and effectively solve the phenomenon of "not acting for officials", starting from their own actual conditions, constantly strengthen the problem orientation, take system construction as a breakthrough to solve problems, adhere to the combination of strict management and love, pay equal attention to incentives and constraints, and actively build a system that advocates hard work, encourages responsibility, and Strengthen the multi-dimensional management system of accountability, and successfully explore a new path of local governance that conforms to X reality and has X characteristics.
1. Clearly select and employ people to stimulate the motivation of cadres to be "promising". A clear orientation in selecting and employing people is an important way to select and use cadres and encourage cadres to take responsibility. By strengthening the positive incentive role in the selection of cadres, the internal motivation of cadres to take responsibility is fully mobilized. In the selection and use of cadres, efforts should be made to eliminate seniority and personal relations, clearly encourage cadres to take on the institutionalized orientation, classify and use the incentive function of job ranks, and adopt methods such as open selection, competitive appointment, public promotion and comparison, and competitive appointment, so that outstanding cadres with ideas, enthusiasm, passion, and contributions can be promoted and reused. In terms of cadre assessment, we should clarify the evaluation standards, adhere to the outstanding standards, take the actual work performance as the core, focus on the three major links of fulfilling responsibilities, comprehensive research and judgment of the team, and target performance assessment, and innovate and build a "1+3" comprehensive assessment and evaluation system, and take the assessment results as an important basis for cadre selection and appointment, evaluation and awards, and accountability. In the past two years, a total of 256 cadres with outstanding performance have been promoted, effectively creating a strong atmosphere of "thousands of sails competing" for entrepreneurship.
2. Promote three-dimensional comprehensive evaluation and build the foundation of the "promising" system for cadres.