Opinions Concerning the Implementation of Deepening Radio, Film and Television Undertaking Work Unit Personnel System Reform

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All provincial, autonomous region and municipal Party Committee organization departments, propaganda departments, people’s government personnel offices (bureaus), radio, film and television bureaus, all Party Centre departments and State Council ministries and commissions, all directly subordinate organs’ personnel (cadre) departments, all directly subordinate work units of the State Administration of Radio, Film and Television:

The “Opinions Concerning the Implementation of Deepening Radio, Film and Television Undertaking Work Unit Personnel System Reform are hereby printed and issued to you, please integrate them with the real situation in your regions and departments and implement them.

Central Organization Department

Central Propaganda Department

Ministry of Personnel

State Administration of Radio, Film and Television

20 December 2003

Opinions Concerning the Implementation of Deepening Radio, Film and Television Undertaking Work Unit Personnel System Reform

Our country has already entered the new development phase of completely constructing a relatively well-off society, accelerating and moving forward Socialist modernization, radio, film and television undertaking development both faces new opportunities, and also faces severe challenges. In order to implement the spirit of the 16th Party Congress, deepen the reform of radio, film and television undertaking work unit personnel systems, with the requirement of adapting to the Socialist market economy and the sustained development of radio, film and television undertakings, according to the “CCP Central Committee Secretariat Notice Concerning Printing and Issuing the ‘Reform Outline for Deepening Departmental Personnel Systems'” (ZBF No.[2002]15) and the “Central Committee Secretariat and State Council Secretariat Notice Concerning Transmitting the ‘Central Propaganda Department, SARFT, and General Administration of Press and Publications Some Opinions concerning Deepening Press, Publications, Radio, Film and Television Sector Reform’” (GBF No. (2001)17), the “State Council Secretariat Notice Transferring the Ministry of Personnel Opinions Concerning Personnel Appointment Trials in Undertaking Work Units” (GBF No. [2002]35) and the Central Committee Organization Department and Ministry of Personnel “Notice Concerning Printing and Issuing the ‘Opinions Concerning Accelerating and Moving Forward Undertaking Work Unit Personnel System Reform'”, integrating the reality of radio, film and television undertaking work units’ work, the following implementation opinions are put forward:

I, Guiding ideology, objectives and tasks for radio, film and television undertaking work unit personnel system reform

1, Guiding ideology: persisting in taking Marxism-Leninism and Mao Zedong Thought as guidance, raising high the great banner of Deng Xiaoping Theory, completely implementing the important “Three Represents” thought, persisting in liberating thoughts, seeking truth from facts, progressing with the times, persisting in the basic Party line, implementing the principles of the “Four Modernizations” in cadre teams and the principle of the Party managing cadres, respecting labour, respecting knowledge, respecting talent and respecting creation. According to the requirements of the Party Centre and the State Council concerning radio, film and television work, closely grasping the progressive direction of advanced culture, abiding by the internal rules of radio, film and television undertaking development, reforming appointment systems and allocation systems not adapted to radio, film and television undertaking development. Reform must benefit strengthening the Party’s leadership over radio, film and television work, making them become a staunch mouthpiece for the Party, the government and the people, and an important battlefield for Socialist ideology and culture, guaranteeing the correct orientation of radio, film and television work through organization, benefiting mustering the vigour of the broad radio, film and television workers, arousing creativity, raising competitiveness, benefiting sustained radio, film and television undertaking flourishing and development. Reform must be vigorous and reliable, and guarantee the regular propaganda order of radio, film and television work units.

2, Objectives: Establishing perfected personnel management systems where work units employ people on their own initiative, personnel chooses an occupation on their own initiative, the government manages supplementary measures within radio stations, television stations and radio transmission stations and other radio, film and television undertaking work units; striving to shape employment mechanisms that broadly accept a host of virtuous persons, talents are put to full use, promotion and demotion is possible, full of vitality, creating a desirable environment for excellent talents to come to the fore, providing strong and powerful organizational guarantees and talent support to move radio, film and television undertaking reform and development forward.

3. Tasks: promoting appointment systems, establishing equal personnel affairs relationships with employment contract management as basis between work units and individuals, smashing identity management limits, establishing post management systems including post appointment, post assessment and post training as content; broadening internal allocation decision power, establishing many kinds of allocation methods with posts and salaries at the core; establishing and perfecting talent circulation mechanisms, rationally allocating talent resources, appropriately finding places for unemployed personnel.

II, Establishing employment systems adapted to radio, film and television undertaking development requirements, which brim with vitality and energy

4, Completely promoting appointment systems. Appointment systems are the basic employment systems for radio, film and television undertaking work units. Both the work unit and the employee sides must establish the personnel affairs relationship of the work unit with the employee according to State regulations concerning undertaking work unit appointment systems, through concluding an employment contract, and clarify the duties, rights and obligations of both sides. The establishment, continuation or ending of a work unit’s employment relationship with an employee, must be determined by the relationship between bidirectional demands of the employee and the post, and the assessment situation of implementing the duties of the post and professional achievement.

5, Establishing post management systems. Scientifically and rationally setting up leading posts, management posts, specialist technology posts and common labour posts, implementing different management methods for different posts. The basic requirements for post management are: setting up posts according to requirements, clarifying duties, filling posts by competitive appointment, selecting the best for appointment, strict assessment, payment according to position and management according to contract. Positions shall have clear position duties, appointment conditions, assessment standards and salary standards.

6, Reforming and completing leading personnel management systems. Selecting and appointing radio, film and television undertaking work unit leading personnel requires broadening democracy, introducing competition mechanisms, reforming selection methods and broadening selection channels. For radio, film and television undertaking work unit leading personnel, appointment systems, employment systems and graded assignment methods are implemented, establishing and perfecting leading personnel term of office systems, implementing term of office standards and duty management. At the expiration of the term of office, the situation of completing the term of office objectives must b assessed and the assessment results are to become a basis for whether or not to continue the appointment. Completing corresponding systems and measures, strengthening supervision and management of leading personnel.

7, Competitive appointment and objective management systems are implemented to manage posts. Progressively cancelling administrative ranks, establishing radio, film and television duty personnel rank orders reflecting the level, ability, professional achievement and service record of management personnel, and progressively promoting them on the basis of trials. Introducing competitive mechanisms in middle-level management personnel selection and appointment, implementing objective management, promoting rotation, attachment or detachment and other exchange systems, paying attention to fostering and selecting young cadres.

8. A post duty appointment system is implemented for specialist technology posts. Work units classify and set up specialist technology posts on their own initiative according to the needs of all work matters and according to category and rank, and dynamically manage this. For specialist technology positions, position conditions and competitive appointment shall be determined. Reforming and perfecting specialist technology duty evaluation management systems, implementing separation of employment and evaluation. Specialist technological personnel report on their own initiative to the provided specialist assessment organ and obtain specialist technology professional duty qualifications. Work units take the initiative to select, choose the best and appoint specialist technology personnel having obtained professional qualifications according to State management regulations concerning specialist technology duty management, within the approved specialist technology position structures and proportions. Specialist technology position appointment must be progressively unified with position appointment.

Professional qualification certification systems are established for vital specialist technology points and key positions, and personnel quality management is implemented. A certification appointment system is implemented for vital specialist technology points and key positions within radio stations, television stations and radio transmission stations that directly relate to programme quality and broadcasting security. Corresponding management rules must be formulated for their appointment and treatment. After the probation period of personnel working at vital specialist technology points and key posts, and affirmation that they meet qualifications, a long-term employment contract may be concluded with them.

9, Rank management is implemented for common labour posts. According to State management rules concerning common labour position ranks and ranks standards, setting up common labour posts and ranks according to the work requirements and the technological requirement of the post, appointing, training and assessing common labour personnel according to the standards of the post, technology and rank, standardizing common labour personnel management.

10, Standardizing temporary work personnel management According to work duties and work requirements, it is permitted to appoint temporary work personnel. Work units appointing people are to establish a labour appointment relationship with temporary work personnel and conclude an appointment contract, a one-time appointment is not to exceed one year, and payment of labour fees and royalties are the main methods of remuneration. The employment contract is to be jointly concluded by the individual and the employing work unit, and clarifies the duties, rights and obligations of both sides. Temporary work personnel, during the agreed period of employment, may calculate this as continuous work time in that work unit.

11, For radio, film and television undertaking work unit supplementary work personnel, open engagement rules are in principle implemented. Open engagement must be conduced according to the requirements of the post, and through selecting the best from exams and assessment. Recruitment examination organization organs must have experts participating, to guarantee fair and competitive opportunities for all sort of suitable talents. Particular specialist technology talents must also pass expert assessment and recommendation.

12, Strengthening post-appointment post management, completing post assessment systems. For all categories of post, professional achievement standards must be determined that combine qualitative and quantitative matters and quantification as best as possible, on the basis of the objectives and responsibilities of different posts. Assessment must be made into an important step in post-appointment management, fully give rein to the encouraging and supervision functions of assessment, making assessment results into an important basis for continued appointment, dismissal, income allocation, rewards or punishment.

13, Strengthening on-the-job training, stimulating knowledge renewal and technological innovation, raising comprehensive team quality. All levels’ radio, film and television undertaking work units shall formulate and implement training programmes and annual training plans, establish and perfect training systems. they must make the situation of all sorts of personnel participating in training into a content of assessment, and list it in the qualification conditions to apply for specialist technology posts and competitive appointment. Work units must provide beneficial conditions for on-the-job learning, adopt flexible and diverse methods to integrate degree education and non-degree education, continued education and on-the-job training, and encourage personnel to use their leisure time to study.

III, Establishing allocation mechanisms conform to the characteristics of radio, film and television undertaking work units

14, For radio, film and television undertaking work unit internal income distribution reform, an allocation system with the principle of distribution according to contribution and participation of labour, capital, technology, management and other production factors, with perfected distribution according to work done as the main subject, and the co-existence of different allocation methods must be established. Persisting in giving priority to efficiency, and simultaneously considering fairness. Internal income allocation plan design must fix eyes upon effectively guaranteeing the realization of tasks and objectives and benefit attracting talent and stabilizing talents.

15, Integrating the degree of self-sufficiency in funding and financial support strength, implementing different income allocation methods and management methods for different categories of radio, film and television undertaking work units. Undertaking work units mainly relying on State fund allocation for their undertaking fees, are permitted to try out the management method where total salary at the completion of the task, and are permitted to bring the part of enterprise income that may be distributed according to regulations, and bring it inside the work unit for distribution; undertaking work units where State funding subsidizes expenses are permitted to draw a certain amount of funding from earned income to be used for invigorating the work unit’s internal distribution, on the basis of implementing the undertaking work unit salary system and salary policies and according to relevant State regulations; radio, film and television undertaking work units meeting conditions and that are completely self-sufficient in funding, may try out the method of linking total salary amounts up with economic performance with permission, and formulate internal distribution methods on their own initiative; enterprise-type management undertaking work units may implement an enterprises allocation system.

16, Exploring the establishment of internal allocation methods, of fixing remuneration according to the post or fixing remuneration according to tasks, integrating fixing remuneration according to professional achievement, with post salary as the main content, where the income changes when the post changes. Post remuneration planning must be inclined towards important posts and arduous posts.

17, Vigorously implementing State policies relating to transforming scientific and technological achievement awards and preferential policies, exploring  production factors such as technology, management, etc., engendering desirable social effects and economic effects to participate in the realization of distribution. Encouraging specialist technology personnel to innovate courageously, and permitting them to obtain corresponding income form innovation through transforming achievements.

IV, Perfecting radio, film and television undertaking work unit talent circulation mechanisms, appropriately arranging for unemployed personnel

18, Rationally allocating talent resources, stimulating all sorts of talent to circulate orderly. radio, film and television work units must fully utilize market mechanisms and implement focused talent circulation rules that are easy to implement on the basis of their own development and talent structure situation, and create a desirable policy environment for all sorts of talents’ rational and orderly circulation. Breaking through departmental talent possession, work unit possession, protecting the lawful rights and interests of work units and personnel. Vigorously moving radio, film and television undertaking work unit personnel participation in social security forward.

19, Giving rein to the function of talent exchange organs. Giving rein to the function of talent exchange organs  in aspects such as talent application, talent entrustment and talent training, coordinating the reform of undertaking work unit employment systems, providing corresponding human resources agency services to work units and individuals, acting as intermediary for all sorts of talents to circulate rationally, creating conditions and providing services for radio, film and television undertaking work unit personnel to be able to enter and exit, stimulating radio, film and television personnel resources’ rational allocation.

20, Appropriately arranging for unemployed personnel. Forceful measures must be adopted, persisting in giving fist place to internal absorption within work units, appropriately arranging for unemployed personnel through many methods and many channels. Attention must be paid to methods of first digging channels, then separating flows, through initiating the development of new industries, rotational post training and other methods, arranging for unemployed personnel; guiding and encouraging unemployed personnel to face the grass roots, face society, give rein to their function in new areas and providing preferential conditions for setting up or entering enterprises, in localities meeting conditions, it is also permitted to conduct entrustment by personnel exchange organs. Providing basic life guarantees for unemployed personnel within work units.

V, Strengthening organizational guidance over radio, film and television undertaking work unit personnel system reform

21, Radio, film and television undertaking work unit personnel system reform is a component part of cadre personnel system reform, all levels’ Party Committees and governments must give it high regard and strengthen leadership. All levels’ Party Committees and organizations, propaganda and government personnel department must strengthen macro-level management, guidance and coordination, and must meticulously organize and carefully arrange matters together with administrative radio, film and television departments. On the basis of these “Guiding Opinions”, they must integrate reality and creatively research and formulate implementation plans for their regions, timely research and resolve all sorts of new situations and new problems emerging during reform. Personnel system reform must be moved forward in supplement to overall radio, film and television management structure reform. Reform measures and plans must be discussed and decided collectively by work unit leaderships, and at the same time, popular opinions must be sought through all sorts of channels, the masses must be mobilized to participate vigorously, support reform and guarantee the smooth implementation of radio, film and television undertaking work unit personnel system reform.

22, Radio, film and television undertaking work unit personnel reform involves extensive matters, has a strong policy nature, and relates to the personnel interests of radio, film and television personnel, the relationship between reform, development and stability must be dealt with well, ideological and political work must be vigorously and actively done well, and good public opinion environments for reform must be created. Measures must be suited to local conditions, the focus must be on prominent matters, leadership must be categorized and implementation phased.

Ethnic minority region radio, film and television undertaking work units must pay attention to integrate the reality of their regions, and start from the larger picture of safeguarding ethnic unity and national stability, vigorously explore paths  for undertaking work unit personnel system reform suited to the characteristics of ethnic regions, formulate realistic and feasible plans and earnestly organize implementation.

 

关于深化广播影视事业单位人事制度改革的实施意见

 

各省、自治区、直辖市党委组织部、宣传部,人民政府人事厅(局)、广播电影电视局,党中央各部门和国务院各部委、各直属机构人事(干部)部门,国家广播电影电视总局各直属单位:

现将《关于深化广播影视事业单位人事制度改革的实施意见》印发给你们,请结合本地区、本部门实际情况贯彻执行。

 

 

 

 

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二○○三年十二月二十日

 

 

关于深化广播影视事业单位人事制度改革的实施意见

 

我国已进入全面建设小康社会、加快推进社会主义现代化的新的发展阶段,广播影视事业的发展既面临新的机遇,也面临严峻的挑战。为了全面贯彻落实党的十六大精神,深化广播影视事业单位人事制度改革,以适应社会主义市场经济和广播影视事业持续发展的要求,根据《中共中央办公厅关于印发的通知》:(中办发[2000]15号),《中共中央办公厅国务院办公厅关于转发的通知》  (中办发[2001]17号),《国务院办公厅转发人事部关于在事业单位试行人员聘用制度意见的通知》(国办发[2002]35号)和中共中央组织部、人事部《关于印发的通知》(人发[2000]78号),结合广播影视事业单位工作实际,提出以下实施意见:

一、广播影视事业单位人事制度改革的指导思想、目标和任务

1、指导思想:坚持以马克思列宁主义、毛泽东思想为指导,高举邓小平理论伟大旗帜,全面贯彻“三个代表”的重要思想,坚持解放思想,实事求是,与时俱进,坚持党的基本路线,贯彻干部队伍的“四化”方针和党管干部的原则,尊重劳动、尊重知识、尊重人才、尊重创造。按照党中央、国务院对广播影视工作的要求,牢牢把握先进文化的前进方向,遵循广播影视事业发展的内在规律,改革不适应广播影视事业发展的用人制度和分配制度。改革要有利于加强党对广播影视工作的领导,使之成为党、政府和人民的坚强喉舌,成为社会主义思想文化的重要阵地,从组织上保证广播影视工作的正确导向,有利于调动广大广播影视工作者的积极性,激发创造性,提高竞争力,有利于广播影视事业的持续繁荣和发展。改革要积极稳妥,确保广播影视单位的正常宣传秩序。

2、目标:在广播电台、电视台和广播发射台等广播影视事业单位,建立单位自主用人、人员自主择业、政府依法管理配套措施完善的人事管理体制;努力形成广纳群贤,人尽其才,能上能下,充满活力的用人机制,营造优秀人才脱颖而出的良好环境,为推进广播影视事业的改革与发展提供强有力的组织保证和人才支持。

3、任务:推行聘用制度,建立单位与个人之间以聘用合同管理为基础的平等的人事关系, 打破身份管理界限,建立包括岗位聘用、岗位考核、岗位培训等为内容的岗位管理制度;扩大内部分配自主权,建立以岗位工资为核心的多种分配方式并存的分  配制度;建立和完善人才流动机制,合理配置人才资源,妥善安置未聘人员。

二、建立适应广播影视事业发展要求的充满生机与活力的用人制度

4、全面推行聘用制度。聘用制是广播影视事业单位的基本用人制度。单位与职工双方要按照国家关于事业单位聘用制度的有关规定,通过签订聘用合同,确立单位同职工的人事关系,明确双方的责任、权利和义务。单位与职工聘用关系的建立、延续或解除,以职工与岗位的双向需求关系和履行岗位职责、业绩考核情况为依据。

5、建立岗位管理制度。科学、合理地设置领导岗位、管理岗位、专业技术岗位、工勤岗位,不同的岗位实行不同的管理办法。岗位管理的基本要求是:按需设岗,职责明确,竞聘上岗,择优聘用,严格考核,按岗付酬,合约管理。岗位应有明确的岗位职责、聘用条件、考核指标、薪酬标准。

6、改革和完善领导人员管理制度。选拔任用广播影视事业单位领导人员,要扩大民主,引进竞争机制,改进选拔方式,拓宽选人渠道。广播影视事业单位的领导人员实行委任制、聘任制、  等任用方式,建立健全领导人员任期制,、实行任期目标责任管理。任期届满,要对其任期目标完成情况进行考核并将考核结果作为是否续任的依据。完善相关制度和措施,加强对领导人员的监督管理。

7、管理岗位实行竞争上岗和目标管理制度。逐步取消行政级别,建立体现管理人员水平、能力、业绩、资历的广播影视职一员等级序列,在试点的基础上逐步推行。在中层管理人员选拔任用中引入竞争机制,实行目标管理,推行轮岗、挂取等交流制度,注意培养和选拔年轻干部。

8、专业技术岗位实行岗位职务聘任制度。单位根据各项业务工作的需要,按类别和等级,自主分类设置专业技术岗位,动态管理。专业技术岗位应确定任职条件,竞聘上岗。改革和完善专业技术职务评聘管理制度,实行评聘分开。专业技术人员自主向指定的专业评审机构申报并取得专业技术职务任职资格。单位根据国家有关专业技术职务管理规定,在核定的专业技术职务结构比例内,对获得任职资格的专业技术人员自主选择、择优聘任。专业技术职务的聘任要逐步与岗位聘用统一起来。

专业技术要害、关键岗位建立职业资格证书制度,实行人员资质管理。广播电台、电视台、广播发射台内直接关系节目质量和播出安全的专业技术要害、关键岗位,实行持证上岗。其聘用和待遇要制定相应的管理办法。在要害、关键岗位上工作的人员试用期满,确认合格后,可签订长期聘用合同。

9、工勤岗位实行等级管理。根基国家关于工勤人员岗位等级 位等级规范及管理办法,按照工作需要和岗位的技术要求设置工勤岗位等级,按照岗位技术等级规范,对工勤人员聘用、培训和考核,规范工勤岗位人员管理。

l O、规范临时工作人员的管理。根据工作任务和工作需要,可以聘用临时工作人员。用人单位与临时工作人员建立劳务聘用关系,签订聘用合同,聘期一次不超过一年,以支付劳务费、稿酬为主要付酬形式。聘用合同由个人、用人单位双方共同签定,明确双方的责任、权利和义务。临时工作人员在聘期间,可以计算为本单位连续工作时间。

11、广播影视事业单位补充工作人员,原则上实行公开招聘办法。公开招聘要按照岗位要求,通过考试考核择优聘用。招聘考试组织机构要有专家参加,保证各类适用人才公平竞争的机会。特殊专业技术人才还要通过专家考核推荐。

12、加强岗位聘后管理,完善岗位考核制度。对各类岗位都要根据不同的岗位目标职责,确定定性与定量相结合并尽可能量化的业绩考核指标。要将考核作为聘后管理的重要措施,充分发挥考核的激励、监督作用,把考核结果作为续聘、解聘、收入分配、奖惩的主要依据。

1 3、加强岗位培训,促进知识更新和技术创新,提高队伍整体素质。各级广播影视事业单位都应制定、落实培训规划和年度培训计划,建立和完善培训制度。要将各类人员参加培训的情况作为考核内容之一,列入申报专业技术职务和竞争上岗的资格条件。单位要为职工学习提供有利条件,采取灵活多样的形式,使学历教育和非学历教育、继续教育和岗位培训相结合,鼓励职工利用业余时间学习。

三、建立符合广播影视事业单位特点的分配制度

14、广播影视事业单位内部收入分配改革,要确立劳动、资本、技术和管理等生产要素按贡献参与分配的原则,完善按劳分配为主体,多种分配方式并存的分配制度。坚持效率优先、兼顾公平。内部收入分配方案的设计要着眼于有效保证任务目标的实现,有利于吸纳人才和稳定人才。

1 5、结合经费自给率和财政支持强度,对不同类型的广播影视事业单位实行不同的收入分配形式和管理办法。对事业经费主要靠国家财政拨款的事业单位,可试行工资总额包干的管理办法,允许将单位创收中规定可分配部分,纳入单位内部分配;对国家财政补助开支的事业单位,可在执行事业单位工资制度和工资政策的基础上,按国家有关规定从创收中提取一定经费,用于搞活单位内部分配;对有条件的、经费完全自给的广播影视事业单位,经批准可试行工资总额与经济效益挂钩的办法,自主制定内部分配办法;对企业化管理的事业单位可执行企业的分配制度。

1 6、探索建立按岗定酬与按任务定酬、按业绩定酬相结合、以岗位工资为主要内容的内部分配办法,  岗变薪变。岗酬设计要向重要岗位和艰苦岗位倾斜。

17、积极落实国家有关转化科技成果奖励和优惠的政策,探索将产生良好社会效益和经济效益的技术、管理等生产要素参与分配的实现形式。鼓励专业技术人员勇于创新,并允许在创新中通过成果转化获取相应收入。

四、完善广播影视事业单位人才流动机制,妥善安置未聘人员

1 8、合理配置人才资源,促进各类人才有序流动。广播影视单位要根据自身的发展及人才结构现状,充分运用市场机制,制定针对性强、便于操作的人才流动办法,为各类人才合理、有序地流动创造良好的政策环境。打破人才部门所有、单位所有,保护单位和职工的合法权益。积极推进广播影视事业单位职工参加社会保险。

1 9、发挥人才交流机构的作用。发挥人才交流机构在人才招聘、人员托管、人员培训方面的作用,配合事业单位用人制度的改革,为单位和个人提供相关的人事代理服务,为各类人才合理流动牵线搭桥,为广播影视事业单位人员的能进能出创造条件、提供服务,促进广播影视人才资源的合理配置。

20、妥善安置未聘人员。要采取有力措施,坚持以单位内部消化为主,多种方式、多种渠道妥善安置未聘人员。要注意采取先挖渠、后分流的办法,通过兴办发展新的产业、转岗培训等方式安置未聘人员;引导鼓励未聘人员面向基层,面向社会,在新的领域发挥作用,并提供创办或进入企业的优惠条件;在有条件的地方,也可由人才交流机构进行托管。对单位内部的未聘人员,提供基本的生活保障。

五、加强对广播影视事业单位人事制度改革的组织领导

2 1、广播影视事业单位人事制度改革是干部人事制度改革的组成部分,各级党委和政府要高度重视,加强领导。各级党委组织、宣传和政府人事部门要加强宏观管理和指导协调,要与广播影视行政部门一起,精心组织,周密安排。要根据本《实施意见》,结合实际创造性地研究制定本地区的实施方案,及时研究解决改革中出现的各种新情况新问题。人事制度改革要与整个广播影视管理体制改革配套推进。改革的措施、方案要由单位领导集体讨论决定,同时要通过各种途径广泛征求群众意见,动员群众积极参与、支持改革,保证广播影视事业单位人事制度改革的顺利进行。

22、广播影视事业单位人事制度改革涉及面广,政策性强,关系到广播影视从业人员的切身利益,要处理好改革发展稳定的关系,积极主动地做好思想政治工作,创造良好的改革舆论环境。要因地制宜,突出重点,分类指导,分步实施。

少数民族地区广播影视事业单位要注意结合本地区的实际,从维护民族团结和国家稳定的大局出发,积极探索适合民族地区特点的事业单位人事制度改革的路子,制定切实可行的方案,认真组织实施。

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