1, the assessment content is relatively general. At present, the assessment of cadres is mainly from five aspects: morality, ability, diligence, performance and honesty. Judging from the provisions of the assessment contents, they are all relatively principled, general and not detailed enough, lacking specific standards that can be quantified, operated and independent of people's will, which makes the appraiser analyze and evaluate the assessment objects only by his own subjective understanding and value orientation, by feeling, by experience and by impression, and the evaluation is subjective and random, with vague conclusions, and often "basically", "relatively good" and "somewhat" appear.

2. The evaluation form is unbalanced. In practical work, we often only pay attention to the pre-appointment assessment, while ignoring the usual assessment and annual assessment. First, there is a lack of accumulation of daily work assessment. If you don't settle accounts at ordinary times and settle accounts at the end of the year, it is inevitable that there will be a "recency effect" based on the recent performance of cadres and a "halo effect" that will affect the regular or annual assessment because of the words and deeds of the assessed, leading to conclusions based on impressions and memories. From the point of view of cadre management, ignoring the usual dynamic assessment can not grasp the work performance and ideological change process of each cadre in time, and it is difficult to put forward targeted cadre management measures. At the same time, the shortcomings and mistakes of some comrades have accumulated over time, from small to large, which will eventually have an adverse impact on their own growth and career development. Second, the annual assessment is often a mere formality. In the annual assessment, in order to resolve contradictions, and because it is difficult to find a better way to select outstanding cadres and workers, we have to arrange them according to the assessment scores, without taking into account the work differences of different departments and personnel, which to some extent makes the annual assessment lose its incentive function of striving for Excellence.

3. The evaluation criteria are not perfect. In the assessment of cadres, there is more or less the problem of "five stresses and five lightness". That is, report, actual effect, immediate, long-term, results, potential results, procedures, standards, results and analysis are emphasized. Emphasis is placed on the investigation of the superficial phenomena of the assessed object, and insufficient attention is paid to the investigation of some hidden problems and even clues that have been reflected. As a result, a few cadres and workers are divorced from reality in their work, keen on superficial articles, only ensuring that there will be no problems for the time being, and paying insufficient attention to some potential problems and the establishment of a long-term mechanism, which will cause great hidden dangers in future work.

4. The application of evaluation results is not ideal. First, the feedback mechanism of assessment results has not yet been fully formed. The main performance is that the evaluation results can not be fed back to the assessed in time. Even when giving feedback, I am too worried about the emotions of the assessed. Often, there are too many advantages and too few disadvantages, and cadres cannot fully perceive their own shortcomings, which makes the assessment fail to achieve the purpose of educating and improving cadres. Second, the assessment results are not completely combined with rewarding the excellent and punishing the poor. The main reason is that the combination of cadre assessment with cadre use, advanced selection of cadres, daily assessment of cadres and special assessment of cadres is not close enough, which makes the role of assessment not obvious enough.

Three, some thoughts on improving the cadre assessment mechanism

In view of the main problems existing in the evaluation work, combined with the reality of my hometown, it should be further improved in the following aspects.

1, formulate a scientific and systematic cadre performance evaluation index system.

According to the functions of township work, different assessment contents and index systems are formulated respectively. According to the overall framework of cadres' morality, ability, diligence and honesty and the quality requirements of cadres at different levels, the contents and influencing factors of these standards are arranged one by one and decomposed one by one to become tangible elements. The following six principles should be grasped when formulating: First, the principle of comprehensiveness. The assessment content should involve cadres' thoughts, work style, work ability, etc., and select those indicators with strong comprehensiveness and wide coverage, focusing on both short-term tasks and long-term goals; It can not only reflect outstanding achievements, but also tap potential achievements; It is necessary to highlight key points and give consideration to the overall situation. The second is the principle of pertinence. Different assessment requirements should be put forward according to the different duties performed by cadres of different categories, positions and levels. First of all, we should distinguish from the categories of cadres. For example, township cadres are divided into civil servants, cadres and workers of secondary institutions, cadres and workers of county and township dual management departments, and college students who are sent to work. Secondly, it should be distinguished from the post level of cadres. From the reality of my hometown, the first-level organs are divided into two levels: civil servants and logistics personnel, and the second-level organs are divided into leaders and ordinary cadres and workers, mainly according to different responsibilities. Thirdly, we should distinguish from the positions of cadres. If you distinguish between posts in the station and different posts in the station, you can determine specific standards according to the requirements of the job description. The third is to highlight the key principles. When establishing assessment indicators, we should take into account the overall situation, pay attention to the combination of points and areas according to the different positions, consider the representativeness of indicators, highlight the weak links, key points and difficult problems in our work, and not pursue perfection unilaterally. For example, for leading cadres in second-tier units, we should emphasize the overall concept, decision-making level, democratic style and other targeted indicators. General cadres and workers are the concrete executors to achieve their work objectives. Their evaluation not only pays attention to the spirit of hard work and self-sacrifice, but also pays attention to efficient handling ability, service consciousness, astute reflection ability and practical ability, as well as corresponding professional knowledge. The fourth is the principle of combining qualitative and quantitative assessment. It is necessary to scientifically divide the boundaries between qualitative assessment and quantitative assessment, give full play to the advantages of each model, and not blindly pursue generalization, otherwise the cadre assessment will be bound by numbers and easily lead to institutionalization. First of all, the performance appraisal of cadres should be quantified as much as possible. For example, in the assessment of post responsibility system, the methods of grading, classification, refinement and quantification are adopted in the setting of assessment target system, and assessment indicators are set according to the degree of responsibility and the number of tasks to determine a reasonable score. At present, the evaluation of double civilization index in villages and towns is an attempt to quantify the evaluation index of cadres, but there are still many unscientific places, which need to be improved in index content, score weight, evaluation method and implementation. Secondly, for the content that is difficult to quantify, the method of qualitative analysis and comparison is adopted to draw categories and grades, and then the method of assigning points according to files is adopted. The fifth is the principle of comparability. On the one hand, there must be some horizontal comparability, that is, the comparability of performance appraisal results of cadres in different departments, such as the comparability between stations; On the other hand, it is necessary to have vertical comparability, that is, to reflect the development and change of cadres' performance by comparing the performance of current cadres with that of former cadres. The sixth is the principle of operability. The performance appraisal of cadres should follow the principle of "being strict with self-discipline and simple", and all system norms should be strict, clear and specific. At the same time, the contents, procedures, methods and related systems of cadre assessment should avoid being too complicated, too detailed and artificially complicated, so as to make it more operable in practice. According to the actual situation of cadres and workers in my township, two targeted assessment schemes have been specially formulated. The first is the assessment of non-leading cadres and the person in charge of the second-floor station. The assessment is divided into two major items, namely, "performance of ability and political integrity" and "work performance", each accounting for 50% of the weight. The performance of "ability and political integrity" can be assessed by mass appraisal and democratic evaluation, or by self-test, mainly by combining qualitative and quantitative methods. "Work performance" is mainly assessed according to the cadre assessment index system, which mainly highlights the following indicators: the amount of tasks undertaken, the difficulty of completing tasks, the time limit for completion, and the quality (according to the complexity of the problem, whether there are mistakes, the affirmation of the higher authorities, whether it is adopted by the higher authorities, whether it is rewarded by the higher authorities, etc. ), the center's task commitment, participation in activities, attendance, etc. Give priority to with quantitative assessment, clear the score. For some indicators that are difficult to quantify directly, we can adopt a hierarchical method, such as the difficulty of completing tasks, which can be divided into three levels: A, B and C. Give each grade a score. The township assessment leading group, which is mainly composed of the deputy secretary of the township party committee in charge of party affairs, the secretary of the discipline inspection commission, the organizing committee members and other personnel, is the main body of assessment, and the cadres and workers fill out the Assessment Record Manual on a monthly basis in accordance with the requirements of post responsibilities. The assessment team should check the work records of cadres and workers on a quarterly basis and make periodic evaluations accordingly. According to the assessment indicators, a special assessment score table is formulated, which is filled out once a month by the assessed, and scored by self-evaluation item by item according to the task completion. The assessment form is divided into three types: self-evaluation form, mutual evaluation form and leadership score form, and given weight scores respectively. Second, the assessment of ordinary cadres and workers. It is basically the same as the first method, but the following aspects should be highlighted when setting assessment indicators: the completion of one's own work, the participation of the center, the quality of tasks completed, the observance of discipline, attendance and post retention.

2. Further improve the assessment methods.

First, expand the scope and strengthen the three-dimensional assessment. We should not only do a good job in special assessment before taking office, but also do a good job in daily assessment and annual assessment, and establish a long, medium and short inspection mechanism; We should not only adhere to traditional forms such as democratic recommendation, democratic evaluation and individual conversation, but also actively explore methods such as social evaluation of cadres and public opinion surveys; We should not only pay attention to the evaluation of superiors, peers and subordinates, but also pay attention to the reflection of the broad masses at the grassroots level; We should not only pay attention to the assessment of the work circle within eight hours, but also pay attention to the assessment of the life circle, social circle and service circle outside eight hours. The second is to go deep into reality and conduct dynamic evaluation. You can't just stay in the conference room to talk and evaluate, but go deep into reality and understand the actual situation. It is necessary to activate the form of investigation by regularly going to the unit to understand the situation, participating in work supervision, field visits, tracking visits to major issues, and participating in democratic life meetings. The third is to enhance the transparency of cadre assessment and fully implement the people's right to know, participate, choose and supervise. Actively implement the pre-announcement system of assessment, make an announcement in advance before the inspection team enters the site, and inform the inspection object, content, purpose, key points and methods, steps and precautions within a certain range, so that the masses can have a process of thinking and brewing, and avoid rushing into battle and reflecting the situation insufficiently. The fourth is to improve the democratic evaluation method. First of all, it is necessary to reasonably determine the scope of democratic evaluation, so as to prevent the participants from knowing nothing about the evaluation object and voting at will, which makes the evaluation results untrue. It is also necessary to avoid the narrow scope, which can not comprehensively and objectively reflect the prestige and recognition of the evaluated person among the masses, and make the evaluation results one-sided. Secondly, the results of democratic evaluation should be analyzed seriously, comprehensively and objectively, and we should not blindly pursue the satisfaction rate or win people by votes.

3. Improve the strict assessment system.

Because the cadre assessment involves a wide range and is highly professional, it needs the cooperation and support of many departments. The assessment of cadres is a very serious and policy-oriented work, and it is necessary to establish a set of assessment responsibility mechanism to prevent the distortion of performance appraisal and effectively curb the unhealthy trend in selecting and employing people. First of all, we should improve the assessment procedures and daily assessment system. In the post assessment of cadres, we should strictly follow the standards, scope and procedures stipulated in the Regulations on the Selection and Appointment of Leading Cadres of the Party and Government, and do not cut corners or arbitrarily reduce intermediate links. At the same time, according to the cadre assessment index system, improve the daily assessment system of cadres to ensure that the inspection work is carried out in strict accordance with the requirements of the norms. The second is to establish a cadre inspection responsibility system. While clarifying the responsibilities, rights and benefits of the inspection of cadres, the organization department should also draw up the inspection procedures, requirements and disciplines, establish a registration form for the inspection of cadres in combination with the actual work, fill in the form to register the object, method, date, members of the inspection team and the conclusion of the inspection team, and the inspection materials should be signed by the inspection personnel. Anyone who violates the provisions of the "Regulations" in the assessment of cadres, leaks the assessment situation, brews the appointment and dismissal of cadres, conceals or distorts the truth, and causes adverse effects, shall be investigated for the responsibility of the relevant personnel according to the actual situation. Third, we should establish an inspection and supervision system and further broaden the channels of supervision. By employing performance appraisal supervisors, opening supervision and reporting telephones and mailboxes and other aspects of supervision, appraisers and relevant functional departments will strictly abide by discipline, abide by appraisal procedures, consciously be fair and honest, and ensure the authenticity of appraisal results.

4. Reasonable and effective use of assessment results First of all, take the assessment results as an important basis for the promotion, appointment and adjustment of cadres. Only by linking the evaluation results of cadres with the use and reward of cadres can we show the positive guiding role of the evaluation system. In practice, we should organically combine the assessment results with the selection of cadres, the adjustment of incompetent current leading cadres, exchange and rotation, and the training of reserve cadres, and take corresponding measures according to different assessment results. Secondly, take the assessment results as an important direction of cadre education and strengthening management. Establish cadre performance files, timely record and archive the assessment materials, mass assessment and quantitative assessment of leading cadres, carry out annual comparative analysis of cadre quality structure and ability level, and find out the existing problems. Timely feedback the assessment to the leaders of the unit where the cadres work and the cadres themselves, so that each cadre can have a correct understanding of his achievements and existing problems.