Zhang Xinying, deputy director of the Municipal Organizing Office, said, "After the political line is determined, cadres are the decisive factor". Chairman Mao's classic famous words hit the decisive role of cadres in organizing and implementing the political line, and irrefutably pointed out that doing a good job in selecting and appointing cadres, especially leading cadres, is an important guarantee and lifeline for the development and progress of the great cause of the party and the country. Because of this, the party has always attached great importance to organizational work and carefully selected and appointed cadres. Following the promulgation and implementation of the "Regulations on the Selection and Appointment of Leading Cadres of the Party and Government" in 2002, the Central Committee recently promulgated the "Four Supervision Systems for the Selection and Appointment of Cadres". As a refinement of the Regulations, the Regulations are richer in content, more profound in intensity, complementary to each other, and interrelated, with * * * constituting a report in advance, an after-the-fact review, a post-departure inspection, and an investigation of violations and dereliction of duty. The perfection of this system fully embodies the determination of the CPC Central Committee to solve the outstanding problem of selecting and employing people from the source and from the system. It also provides an institutional guarantee for in-depth rectification of unhealthy trends in employing people, further creating a clean and upright environment for selecting and employing people, and improving the credibility of selecting and employing people. The centralized distribution of the four supervision systems by the central government certainly has the forward-looking consideration of deepening and perfecting the selection and appointment of cadres and optimizing the construction of cadres, but the focus is more on the background and practical needs of getting rid of unhealthy practices in employing people. Objectively speaking, the overall organizational work is healthy, the mainstream of cadres is good, and the selection and appointment of leading cadres is always the main tone. However, it goes without saying that we often hear the facts and cases of running officials to be important, buying and selling officials, cronyism, and selecting people nearby, and witness the illegal phenomena of many officials serenading, over-appointing, over-promoting, and taking up jobs despite illness. This problem of unfair selection and employment does not stop there. All kinds of unhealthy tendencies, although they are also non-mainstream at the level of black-box operation, blow from time to time, which not only seriously damages the prestige of the party and government and the credibility of cadres' work, but also seriously dampens the enterprising spirit, enthusiasm and enthusiasm of hard-working cadres, thus hindering the smooth implementation of government decrees and the development of social undertakings, and the harm cannot be ignored. To rectify the unhealthy trend of employing people, "regulations" and "systems" are the fundamental forces of standardization and prevention, and they are the "red lines"! However, the implementation and compliance of relevant external supporting measures are also indispensable. Among other things, as one of them, the institutional setup, organizational structure, leadership positions and so on. It is no exaggeration to say that it plays an important auxiliary and supporting role in the correct implementation and benign operation of laws and regulations. In view of the disadvantages existing in the above-mentioned selection and appointment work, combined with the actual organization establishment work, the author believes that in order to give full play to the positive efficiency of this auxiliary support, we must strive to improve and strengthen it from the following four aspects. First, carefully examine and approve the institutional setup, leadership positions and structure, and strengthen the source management of selection and appointment. Whether the organization is set up or not must be comprehensively considered in combination with reasonable division of labor, scientific allocation, the objective needs of the city's economic and social development, and financial affordability. According to the national, provincial and municipal regulations on the establishment and management of relevant organs and institutions, we adhere to the principle of "resolutely not setting up, relying on the merger of existing institutions, only setting up without upgrading specifications, and strictly examining and approving according to the authority procedures". Only in this way can we effectively solve the problem of building "temples" and "big temples" indiscriminately. It is necessary to verify the number and structure of leadership positions in strict accordance with the prescribed standards, and scientifically divide the composition structure of leadership positions with the goal of being lean, applicable, efficient and conducive to democratic play, so as to prevent artificial expansion from breaking through the standard of leadership positions, resulting in structural imbalance of many officials, chronic diseases that are not conducive to the performance and operation of the unit, and the subsequent pressure of expanding staff and expanding areas. Through the earnest implementation of the above two aspects, it not only implements the authority and legitimacy of organizational establishment management, but also provides practical policy basis for the selection and appointment of cadres from the source. The problem of who to choose, how many people to choose and what kind of people to choose in the selection and appointment of cadres will naturally be solved. It is a win-win cooperation in preparation and organization! Second, we must establish a sense of managing the editorial according to law and faithfully implement the approved institutional specifications and leadership positions. Comrade Deng Xiaoping pointed out long ago that "establishment is law", and once approved, individuals have no right to change it at will. A series of "regulations" and "measures" promulgated by the state and the province have established the legal status of institutions and the legitimacy, authority and scientificity of their work results. Therefore, city and county (district) party and government leaders, leaders of organizational departments, and principals of various departments should take the lead in implementing the approved institutional specifications and leadership positions without distortion. Especially in the selection and appointment of cadres, we should take the lead in setting an example. Whether it is the leadership of the city or county (district) department or the staffing of the person in charge of the department's internal institutions or directly affiliated institutions, in addition to the leadership positions explicitly required by the central and provincial governments, we must resolutely put an end to the over-institutional specification and staffing, and at the same time effectively prevent the promotion and over-staffing of over-positions. It is strictly forbidden to take the emergency measures of "serving first and then digesting", which is actually difficult to digest or indigestible. Organizations at all levels should carefully check whether there are corresponding vacancies before the preparation and inspection of candidates for cadres to be appointed, and in the process of filing and reviewing middle-level cadres in departments. If there are no vacancies, they should suspend preparation, inspection and filing. The personnel department shall not raise wages except for the heads of internal institutions and directly affiliated institutions appointed by the party groups (party committees) of various departments. So as to establish the atmosphere of rigid implementation of leadership positions, enhance the importance and binding force of leadership positions management in the selection and appointment of cadres, and further promote the formation of a mechanism of open number, transparent positions, standardized selection and appointment, and daily supervision of leading cadres. Third, on the basis of verifying the number of leadership positions, standardize the number of non-leadership positions and the allocation of cadres. For the establishment of non-leadership positions, the central government and the province clearly stipulate that the positions of "researcher and deputy researcher" in the organs shall not exceed one-third of the positions of county-level leaders, and the positions of researcher shall not exceed 30% of the positions of researcher and deputy researcher; The positions of the chief clerk and deputy chief clerk shall not exceed 50% of the leadership positions at the township level. "Due to various historical and practical reasons, this provision has not been fully implemented in actual operation. First, the number of non-leadership positions in various departments has not been clearly approved; Second, who will verify, provinces and cities are not clear; Third, the existing non-leadership positions are arbitrarily equipped, some departments are not equipped, and some departments are equipped beyond the prescribed limit. Therefore, as an important part of the selection and appointment work, it needs to be improved and strengthened urgently. The way is to rely on the organs responsible for performing their duties, overcome them by checking and strictly observing the quota of non-leadership positions, and gradually realize standardized management. Fourth, the compliance with the number of leadership positions should be included in the supervision system of pre-report, post-evaluation, departure inspection and violation investigation of cadre selection and appointment. The four major supervision systems can be described as meticulous and powerful in supervising all aspects of the selection and appointment of cadres, and have established a solid "firewall" to prevent unhealthy practices in employing people. It would be more perfect if a "patch" could be added to this system to supervise the compliance of leadership positions. Based on this, the author suggests that in the process of implementing the four supervision systems in this city, we can make useful attempts and explorations in this regard and create the characteristics of the supervision of the selection and appointment of cadres in this city. Even if it is not satisfactory, I believe it will bring enlightenment to the mind and vision.