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strengthening the management of non-commissioned officers and consolidating the foundation of army building

—— Some thoughts on strengthening the construction of non-commissioned officers

Political commissar Liu Zhiquan

Since the reform of the non-commissioned officers system, with the increase in the number of non-commissioned officers selected, the personnel composition of the army has also changed greatly, and non-commissioned officers have become an important backbone force in army building. The quality of non-commissioned officers' team construction directly affects the overall construction of the army. Therefore, how to build, manage and use this team well and give full play to the role of the non-commissioned officers in the modernization of the army is a major event related to the overall situation of army building and a very important and urgent practical topic before us.

The current status of non-commissioned officers:

The reform of the non-commissioned officers system has optimized the structure of the troops, retained the backbone, improved the enthusiasm of non-commissioned officers, and significantly enhanced the overall level of grassroots construction and the combat effectiveness of the troops, reflecting the importance and necessity of the reform of the non-commissioned officers system. However, because the management system and measures have not kept up in time, there are still some problems in the ranks of non-commissioned officers: some non-commissioned officers only talk about treatment, not dedication, and their sense of dedication has faded; Some pursue food and clothing, blindly consume, and the sense of hardship fades; Some have poor discipline, refuse to accept management, and their sense of obedience is diluted; Some "official flavor" is strong, while "military flavor" is weak, and management consciousness is diluted; Some are passive, do not strive for progress, and their enterprising consciousness is weakened; Some confuse themselves with ordinary soldiers, the backbone role is not prominent enough, and the sense of responsibility is diluted; Some violate the regulations to find objects in the station, arrange family members to work in the station, and the awareness of obeying the rules and discipline is weakened. Although it is a problem of a few non-commissioned officers, it has a great impact.

The main reasons are:

(1) The selection is not strictly controlled, and it is "indiscriminate". After the reform of the non-commissioned officer system, the scope of selecting non-commissioned officers has been expanded, and the number of selected officers has increased, which has aggravated the responsibility of selecting work and made it more difficult. In addition, the decentralization of non-commissioned officers' selection authority, such as poor organization and lax control, is easy to make a few soldiers with weak ideological foundation, impure motivation, poor sense of responsibility, poor professional skills and poor physical quality be selected into the non-commissioned officers' team, resulting in the number of non-commissioned officers' selection stepping away and the quality coming down.

(2) mutual lack of understanding and trust. In the minds of some grass-roots officials, they think that non-commissioned officers are also soldiers if they change their positions, and treat and manage non-commissioned officers as soldiers who are paid for their overtime service. The attitude of distrust and non-decentralization towards non-commissioned officers has greatly damaged the enthusiasm of non-commissioned officers; Similarly, among some non-commissioned officers, they feel that although they also carry the word "official", they are not much different from conscripts in essence. They just need to do their jobs well, and their awareness of research at work is poor, and their sense of responsibility is diluted, which invisibly strengthens the distrust of cadres.

(3) poor training leads to the low quality of non-commissioned officers. In the reform of the non-commissioned officer system, conscripts can be converted into junior non-commissioned officers after two years. In two years, we can imagine the difficulty in transforming an ordinary citizen into a junior commander. In addition, the current soldiers are generally young, spoiled at home, and have poor endurance. It is difficult to become a qualified commander without special and systematic training. In addition, because of the lack of funds and training venues, the army often makes all kinds of skills training activities become a mere formality, which can not play its due role, and ultimately leads to the lack of obvious improvement in the quality of non-commissioned officers in a short time.

(4) There are many personal practical problems of non-commissioned officers. First, non-commissioned officers serve for a long time, which is more than the personal needs of soldiers and more stressful than the work and life of soldiers. At the same time, their social contacts are also wide, which is greater than that of soldiers who bear the negative impact of market economy and reform and opening up; Second, due to the limitation of the establishment of the army, most non-commissioned officers can't enter the intermediate level, so some non-commissioned officers' enterprising consciousness is weakened, and they spend a lot of time fooling around. Third, there are still a few non-commissioned officers above the intermediate level who are worried about working for their families, personal housing, supporting their parents, sending their children to school, and resettling in other jobs all day, and their minds are restless, involving too much energy, causing their energy to move out, and so on.

In view of the above problems, how to build a good contingent of non-commissioned officers and give full play to their role in army building should mainly start from the following three aspects:

First, strictly control the key points, select the best and keep the strong, and constantly improve the quality of non-commissioned officers

To improve the quality of non-commissioned officers, we must start from the source, start from the foundation, strictly control the selection of non-commissioned officers, and ensure that they are qualified in political thinking, excellent in military quality, and skilled in professional skills.

(1) Start early, select seedlings early and ensure good cultivation. According to the Regulations on the Management of Non-commissioned Officers, the selection of junior, middle and senior non-commissioned officers must undergo professional training at different levels and for different periods. At present, in the process of selecting technical cadets, withholding backbone training and selecting non-commissioned officers, there are problems of inconsistent learning and selection, which are out of touch with each other. Many people who want to stay have not been trained and are not qualified; Those who don't want to stay, some have received one or more trainings. When the selected quantity can't meet the needs, we have to lower the standard and relax the requirements. Therefore, only by organically combining the selection of technical students, backbone training and the selection of non-commissioned officers can we ensure the quality of non-commissioned officers' selection.

First, adhere to the combination of individual voluntariness and army needs. After the recruits leave the army, they should take the methods of questionnaire survey and discussion to find out the base number of new soldiers. When choosing training targets, they should purposefully choose those conscripts who have volunteered to serve in the army for a long time and have a certain ideological and cultural foundation to participate in the technical training and backbone training, and give them corresponding education, so as to lay the foundation early, set the goal early and start early.

the second is to combine military training with local training. In order to solve the problems of insufficient military training funds, limited venues and incomplete training contents and courses, conscripts who have received some formal professional training before enlisting and obtained nationally recognized academic qualifications and certificates are paid attention to using their strengths, focusing on training according to their majors, reducing and shortening the period of military training, and rationally utilizing human resources.

(2) Strict standard conditions, insisting on selecting the best. To build a contingent of excellent non-commissioned officers, we should not only pay attention to cultivating young people, but more importantly, select good non-commissioned officers in strict accordance with the establishment, procedures and standards. We should persist in selecting the best among the young officers, keep the source of the ranks of non-commissioned officers at bay, and avoid congenital deficiency.

First, we should earnestly establish the consciousness that establishment is laws and regulations. Select non-commissioned officers in strict accordance with the establishment standards of non-commissioned officers and maintain a reasonable structure. We should correct the abnormal phenomenon that we only pay attention to the selection of quantity and neglect the professional structure, resulting in a small number of professional and technical non-commissioned officers and an overstaffed number of non-commissioned officers in government agencies, and a serious shortage of backbone in grass-roots combat classes.

Second, strictly follow the selection procedure and standardize the selection process. In strict accordance with the selection procedures stipulated by the headquarters, we should take the "ten steps" in a down-to-earth manner, namely: investigation, making plans, mobilizing education, personal application, democratic appraisal, grass-roots recommendation, organization assessment, physical examination, departmental control and party Committee approval. By strictly selecting the program, we can not only overcome the randomness and blindness in the selection process, but also ensure the smooth selection work, and make each step become the gateway to ensure the selection quality. While selecting in strict accordance with the standard conditions, we should adhere to the principle of "six priorities and six non-selections", that is, priority should be given to top professional technicians, monitor party member, good soldier, meritorious service, special skills and training by training institutions and colleges above the corps level; Do not choose those who fail to reach the professional and technical level, those who fail to pass the examination, those who fail to pass the democratic appraisal, those who are not recommended by the grassroots, those who are injured or disabled, and those who have been punished. Effectively make the selection of non-commissioned officers to be weak and stay strong, and choose the best among the best to ensure the quality. The third is strict discipline supervision to ensure openness and fairness. In the selection process, the authorities pay attention to going deep into the grassroots, strengthening supervision, tracking and asking for results, and supervising the whole process. In the two links of grass-roots recommendation and organ assessment, whoever recommends is responsible; Who is responsible for the work responsibility system. The people's satisfaction and dissatisfaction, whether they are competent for their jobs as the main criteria for recommendation, and the individual's actual performance, military and professional skills, and physical condition as the focus of organ assessment, so as to achieve unified time, unified standards, and unified content of the same professional assessment. If there is a problem in which link after the selection of non-commissioned officers, the responsibility of the person responsible for the assessment shall be investigated. Adhere to the "six publicity", that is, open selection instructions, open selection conditions, open selection procedures, open assessment results, open evaluation results and open selection results. By openly selecting standard conditions, assessment results and results, all the soldiers participating in the election will be provided with opportunities for fair competition, so that they can make progress by their achievements and be selected by their quality; Make the organs and grass roots, leaders and the masses supervise each other. In accepting supervision in an all-round way, we should enhance the transparency of the selection work, seek justice openly, seek justice through justice, promote justice through supervision, and effectively control the quality of the ranks of non-commissioned officers from the source.

second, improve the system, strengthen training and improve the comprehensive quality of the non-commissioned officers

after the conscripts are selected as non-commissioned officers, the working standards of non-commissioned officers require them to further improve their own culture, professional level and ability to lead troops.

First, strengthen the study of scientific and cultural knowledge and improve the cultural quality of the ranks of non-commissioned officers. The cultural quality of non-commissioned officers seriously restricts the improvement of all-round quality of non-commissioned officers. Therefore, methods such as sending out, inviting in for teaching and encouraging non-commissioned officers to take various correspondence or self-study exams can be adopted to organize non-commissioned officers to learn basic culture and new technologies and knowledge of their professional posts in a planned way, so as to continuously improve their cultural literacy, broaden their knowledge structure and enrich their professional theoretical knowledge to meet the basic needs of their work.

the second is to strengthen professional training and improve the professional quality of non-commissioned officers. According to the actual situation of the army, give full play to the role of the existing teaching team and conduct regular training for the reserved backbone. For some majors that have not been trained by detachments, they are sent out for training by local specialized institutions, and efforts are made to improve the professional skills of non-commissioned officers.

Third, do a good job in passing, helping and guiding, strengthen the training of leading troops and improve the management quality of non-commissioned officers. We will strengthen the training of non-commissioned officers' ability to lead troops by means of training with the old and bringing the new, organizing and managing methods, conducting special seminars and on-the-job training, and cultivate and improve the ability of non-commissioned officers as primary and deputy squad leaders to manage troops in strict accordance with rules and regulations. At the same time, do a good job in random education and training. In daily management education, cadres should pay attention to words and deeds, do a good job in passing on, helping and bringing, and unconditionally teach their own experience in leading troops to non-commissioned officers, so as to effectively improve their ability to manage troops.

Third, system constraints, strengthening management, and giving full play to the backbone role

As a special level, the ranks of non-commissioned officers can neither be equated with cadres nor copy the management model for conscripts. Therefore, we must take corresponding measures to implement effective management according to the characteristics of non-commissioned officers.

(1) Pay attention to education and guidance to help non-commissioned officers lay a solid ideological foundation

Pay attention to closely combining the current ideological reality of non-commissioned officers, strengthen education and guidance to non-commissioned officers, and strive to help them improve their ideological understanding and lay a solid ideological foundation for contributing to army building.

First, strengthen the education of laws and regulations, and strengthen the duty consciousness of non-commissioned officers. Organize non-commissioned officers to study the regulations, the Military Service Law, the Regulations on the Service of Soldiers in Active Service, the Regulations on the Management of Non-commissioned Officers, and the relevant instructions of superiors, so that they can fully realize their special position and role in army building, clarify their responsibilities, firmly establish the concept that non-commissioned officers are the ideological, professional and management backbone of army building, and consciously play their due backbone role in accordance with the requirements of the regulations and fulfill their duties for army building.

the second is to strengthen ideological guidance. In view of the practical ideological problems existing in the ranks of non-commissioned officers, we should further intensify education to ensure that non-commissioned officers can achieve "four clarifications" and solve "seven dilutions". That is, it is clear that the environmental conditions have changed, the nature, position and role of our army have not changed, the purpose and tradition have not changed, and the strict organization and discipline of soldiers cannot be lost, thus solving the problem that the consciousness of "obeying rules and discipline" of non-commissioned officers has faded; Make it clear that the autonomy of non-commissioned officers has increased, the "bounden duty" of obeying orders and commands has not changed, all the arrangements of the audience and all the requirements of obeying the needs of the troops have not changed, and the sense of ownership and responsibility cannot be lost, so as to solve the problem of "obedience consciousness" and "responsibility consciousness" weakening; It is clear that the treatment of non-commissioned officers has improved, but the functions and tasks have not changed. The outlook on life and values of soldiers have not changed. The spirit of hard work and hard work cannot be lost, and the problem of "management consciousness" and "hard work consciousness" has been solved. It is clear that there is a division of labor in the work, and there are differences in majors and jobs. The fundamental requirements of loving one's job, refining one's business and making dedication have not changed. The work standards of doing one line, loving one line and specializing in one line and striving for Excellence have not changed. The fine tradition of being based on one's job and loving one's post and dedication cannot be lost, and the problem of "enterprising consciousness" and "dedication consciousness" has been solved.

the third is to do the ideological work of one person and one thing carefully. First, we should know people and make good use of them, and give full play to the technical backbone of the ranks of non-commissioned officers. Professional and technical non-commissioned officers have been trained strictly for a long time, have comprehensive professional and technical knowledge and skilled operation skills, and are the new force in army building and mission fulfillment. Only by knowing people well, giving full play to their backbone role and stimulating their creative potential can their professional skills be fully displayed in army building. Second, we must trust and understand, and give full play to the backbone role of the non-commissioned officers in duty and "handling emergencies." Non-commissioned officers are both combatants and commanders when they are on duty and handling emergencies. To accomplish the task of duty and handling emergencies, we must have a contingent of non-commissioned officers with excellent military skills, stable psychological quality, flexible tactical mind and strong sense of policy and law. The better the brave spirit and subjective initiative of the non-commissioned officers are brought into play, the more confident they will be in fulfilling their duties and tasks. Third, we should boldly delegate power and give full play to the backbone role of non-commissioned officers in management. Non-commissioned officers are the bridge and link between officers and soldiers, and they are the right-hand men of grass-roots cadres, playing an irreplaceable role in the two regular work at the grass-roots level. Cadres should support the work of non-commissioned officers, safeguard their prestige, and make them speak with weight, manage with authority and work with enthusiasm. Fourth, we should solve problems and help non-commissioned officers solve practical difficulties. On the basis of ideological guidance, we should extensively carry out heart-to-heart talk activities, and repeatedly talk to noncommissioned officers with high ideological fluctuations, high personal expectations and strong utilitarian heart, solve ideological problems, and do a solid job in education and guidance. At the same time, for the practical difficulties of non-commissioned officers and their families, we should take various measures and methods to solve their worries and do a solid job in ideological stability.

(2) Clarify the division of tasks and improve the management system of non-commissioned officers

First, do a good job in overall coordination and ensure strong leadership. We should insist on putting the management of non-commissioned officers on the important agenda, make overall plans around the central tasks, make overall arrangements, discuss them frequently and grasp them repeatedly, just like cadres. According to the relevant provisions of the superior, we should formulate specific plans and measures for the selection, training, use and management of non-commissioned officers, do a good job in the implementation of the work, and promote the management of non-commissioned officers in a planned and step-by-step manner.

the second is to work together from top to bottom, so as to make concerted efforts. Although the management of non-commissioned officers is the responsibility of the centralized command department, non-commissioned officers are distributed in various professions and posts in the department, government and post departments, and the management workload is large, wide and difficult, so it is difficult to manage it well by one department alone. In view of this situation, the responsibility of non-commissioned officers management can be divided according to their respective functions.