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燕化公司是国有特大型石油化工联合企业。从1999年开始,我们在干部考核工作中进行积极探索和大胆尝试,全面推行领导干部年度量化考核,收到较好的效果。我们的主要做法是:一、明确考核内容,分解考核指标干部考核的内容与干部所从事的实际工作是否贴近,对能否搞好干部考核工作、能否实事求是地反映干部的真实情况至关重要。在确定年度量化考核内容时,我们改变“德、能、勤、绩”这种比较笼统的提法,把年度生产经营目标和主要工作任务完成情况以及领导班子和领导干部队伍建设情况作为考核的基本内容。在具体操作上,我们把
Yanhua company is a state-owned large petrochemical complex. Since 1999, we have actively explored and boldly tried our best in the assessment of cadres. We have conducted annual quantitative assessments of our leading cadres and received good results. Our main approach is: First, a clear assessment of the content, decomposition of assessment indicators The contents of the assessment of cadres and cadres engaged in the actual work is close, whether to do a good job in cadre assessment, whether it is realistic to reflect the true situation of cadres is essential . In determining the content of the annual quantitative assessment, we have changed the rather general formulation of “virtue, energy, diligence and performance.” We have taken the annual production and management objectives and the accomplishment of major tasks as well as the construction of the leading bodies and the ranks of leading cadres as assessment items Fundamental contents. In the specific operation, we put