Why can't young cadres at the grass-roots level stay?

Recently, when I talked to a friend who worked at the grass-roots level, I learned that two of the three young cadres who joined him had passed the examination in just a few years, and he was eager to try. When asked why, he replied: on the one hand, it doesn't feel good; on the other hand, when others leave, they can't stay.

In another interview, several leading cadres at the grass-roots level also lamented that young cadres, especially outstanding young cadres, could not be retained at the grass-roots level, which had a certain impact on grass-roots work.

As a matter of fact, the issue of the departure or retention of young cadres at the grass-roots level is not as exaggerated as the "wave of departure of civil servants" exaggerated in some public opinion fields. Many of them are the mobility within the system, especially the vertical flow from the grass-roots level to higher-level party and government departments. It should be noted that this flow of talents is reasonable. After training at the grass-roots level, young cadres have a better understanding of the needs of the masses at the grass-roots level and have more feelings for the masses, and it will be more "approachable" to enter higher-level organs with such experience and feelings. At the same time, the grass-roots level will also benefit from the supplement of "fresh blood". New young cadres often dare to do things, think quickly, and are full of vitality, bringing a fresh breeze to grass-roots work.

However, the feeling that "the grass-roots level cannot retain young cadres" is indeed an objective fact in many places, and its impact on grass-roots work should not be underestimated. The frequent flow of young cadres will affect the stability of the contingent of cadres at the grass-roots level, inevitably cause people to move, and it is easy to form the "butterfly effect" of brain drain, and the loss of some outstanding young cadres will, to a certain extent, cause the shortage of personnel at the grass-roots level. The grass-roots level with complicated affairs is originally a rare "university" for training young cadres, and the cost of cadre training is not a small burden for the grass-roots who are not "well-off." In addition, most of the grass-roots work deals directly with the masses, and as soon as it is familiar with the masses, it has been replaced with a new face, which will inevitably affect the quality of serving the masses.

It is undeniable that many young cadres have honed their abilities at the grass-roots level and continued to shine in other positions. However, there are also many young cadres who have come from the university "ivory tower" to the "front line" of serving the masses, and the embarrassment of "plump ideals and realistic bones" often takes them by surprise. To investigate the reason, the simple "feeling is not good" sentence of a friend is not a simple entanglement. Some young cadres will not deal with the masses, the decoupling of what they have learned from practice is serious, and they are too bookish to get down to the fields; some are arrogant and think that the demands of the masses are trivial, and they do not have the patience or the mood to deal with them; some are impetuous and think about how to "walk" in the future from the time of "coming". They always feel that it is difficult to realize their self-worth at the grass-roots level and always want to do something big. Whether it is "fear of ability" or "high vision but low skill", these young cadres are unable to serve the masses in a down-to-earth manner.

The objective environment also makes it difficult for many young cadres to adapt. Common complaints such as "tired work and low pay", "lack of sense of achievement" and "difficult living conditions" are also a reflection of reality to a certain extent. In addition, such as seniority in selection and appointment, complicated interpersonal relationships and other grass-roots political and ecological issues, some young cadres are also faced with contradictory choices similar to "fleeing from Beijing, Shanghai and Guangzhou" and "fleeing back to Beijing, Shanghai and Guangzhou". In addition to material incentives, promotion and appointment is an important incentive for grass-roots cadres. At the grass-roots level, the limited number of leadership posts has led to very fierce competition, and many young cadres have prematurely seen the "ceiling" of their lives and the "vast world" where they once made great achievements. it has been reduced to a "partial corner" in the office of some young cadres.

In this way, many young cadres actively or passively chose to leave the grass-roots level.

If we want more young cadres to stay at the grass-roots level, we might as well show more care for young cadres and give them more material and spiritual incentives. At the same time, we should continue to strengthen strict administration of officials, create a more fair and just working environment at the grass-roots level, and build a good platform for young cadres to display their talents.

Young cadres at the grass-roots level should also strengthen their self-cultivation, make more efforts and follow the trend less, be more down-to-earth and less impetuous, temper themselves in grass-roots posts, work diligently, and increase their talents in serving the masses. realize self-value in serving the masses.