Deepening the reform of the personnel system for cadres

Since the reform and opening-up policies were introduced in 1978, China has made constant efforts to deepen the reform of the personnel system for cadres. It has successively issued the Guideline on Deepening the Reform of the Personnel System for Cadres and the Outline of the Plan on Deepening the Reform of the Personnel System for Cadres (2010-2020). It has adopted a system of classified management of cadres based on different characteristics of Party and government organs, public institutions and state-owned enterprises; and has gradually brought into being a personnel system for cadres that is fair and just, and full of vitality and under which people of ability have suitable posts, are able to display their abilities to the full, and can be promoted or demoted in their positions.

The civil servant system has been implemented in Party and government organs. A competitive mechanism, under which open selection, competition for positions and other competitive methods are used for cadre selection from appointment to promotion, has been introduced, and consequently competent cadres and personnel can stand out. From 2006 to 2009 over 528,000 people were recruited as civil servants through examinations. From 2003 to 2009 a total of 40,000 leading cadres of the Party and government were appointed through open selection, and 339,000 Party and government cadres at different levels took leading posts through competition. The principle of democracy is fully applied in the selection and appointment, performance assessment, management and supervision of cadres; democratic recommendation has become a compulsory procedure during the selection and appointment of cadres; public opinion surveys and democratic assessment are widely used; and cadre-related work has become more democratic. Cadre transfer work has been improved and has been institutionalized at key departments and critical posts. Centering on national strategies of economic and social development and strategies of human resources development, local plans for economic and social development, and the construction of pillar industries and major projects, leading Party and government cadres are transferred between cities, counties, provinces and central Party and government departments; and a large group of cadres have been selected from central organs and developed regions in Eastern China and sent to work in the western parts of the country. From 2003 to 2009 a total of 2.302 million cadres were transferred around China. The system regarding cadres' term of office, retirement, dismissal and resignation has been improved, making it possible for cadres to be promoted or demoted, and thus a mechanism for regular renewal and rotation of cadres has come into being. A wage system for civil servants that combines post and rank has been adopted, rationally showing the relationship between responsibilities and wages.

A personnel employment system has been introduced in public institutions. By means of employment contracts, the relationship between employing units and employees is clearly defined. By institutionalizing post setting, open recruitment, competition for positions, performance assessment and subsequent rewards and punishment, as well as resignation and dismissal, it has gradually brought into being a personnel management system for public institutions that has clearly defined rights and responsibilities, scientific classifications, flexible mechanisms and effective supervision. By the end of 2009 some 80 percent of the total staff in public institutions around China had signed employment contracts. In 2009 over 80 percent of all the new employees in public institutions in 22 provinces, autonomous regions and municipalities directly under the central government were recruited through open recruitment. Public institutions have put in place a wage system based on post and performance, as well as a payment and incentive mechanism that closely links payment and bonus to responsibilities, performance and contribution, and encourages innovation and creation. These efforts have brought into full play the enthusiasm and creativity of human resources in these institutions.

Personnel system of state-owned enterprises has been improved. In line with the requirements of the modern corporate system, state-owned enterprises have started to form standard boards of directors, providing an institutional guarantee for the sustained, rapid and healthy development of these enterprises. They have established and improved systems concerning the selection and appointment, performance assessment, and incentives and supervision of managerial and administrative personnel. They have put in place a wage system with regulation by the market, distribution independently by enterprises, democratic participation of employees, and supervision and guidance by the government, thus promoting the development of enterprises and enhancing employees' wages. As a result, the basic role of the market in allocating human resources has been brought into full play, and a mechanism of personnel selection and appointment by the market has been established. From 2003 to 2009 the number of managerial and administrative personnel employed by way of open recruitment and competition for positions increased from 334,000 to 521,000.