黨政機關(guān)推行公務(wù)員制度。從進入隊伍到職務(wù)晉升引進競爭機制，普遍推行公開選拔、競爭上崗等競爭性選拔干部方式，促進了優(yōu)秀人才脫穎而出。2006年至2009年，全國通過考試共錄用公務(wù)員52.8萬余人。2003年至2009年，全國共公開選拔黨政領(lǐng)導(dǎo)干部4萬人，各級黨政機關(guān)通過競爭上崗走上領(lǐng)導(dǎo)崗位的干部共33.9萬人。在干部選拔任用、考核評價、管理監(jiān)督等環(huán)節(jié)充分發(fā)揚民主，民主推薦成為干部選拔任用的必經(jīng)程序，民意調(diào)查、民主測評得到廣泛運用，干部工作民主化程度進一步提高。干部交流力度不斷加大，重點部門、關(guān)鍵崗位領(lǐng)導(dǎo)干部交流形成制度，圍繞國家經(jīng)濟社會發(fā)展戰(zhàn)略和人才戰(zhàn)略、地方經(jīng)濟社會發(fā)展布局和支柱產(chǎn)業(yè)及重大項目的建設(shè)，加強了市、縣和中央國家機關(guān)、省級黨政機關(guān)之間領(lǐng)導(dǎo)干部的相互交流，從中央國家機關(guān)和東部發(fā)達地區(qū)選拔大批干部到西部地區(qū)掛職、任職。2003年至2009年，全國機關(guān)干部共交流230.2萬人。完善職務(wù)任期、退休和辭退、辭職等制度，推進干部能上能下，形成正常的更新交替機制。實行國家統(tǒng)一的職務(wù)與級別相結(jié)合的公務(wù)員工資制度，合理體現(xiàn)了工作職責(zé)大小與工資高低的關(guān)系。
事業(yè)單位推行人員聘用制度。通過簽訂聘用合同，規(guī)范單位和職工的人事關(guān)系。建立崗位設(shè)置、公開招聘、競爭上崗、考核獎罰、辭職辭退等制度，逐步形成權(quán)責(zé)清晰、分類科學(xué)、機制靈活、監(jiān)管有力的事業(yè)單位人事管理制度。截至2009年底，全國事業(yè)單位簽訂聘用合同的人員達到80%。2009年，22個?。▍^(qū)、市）事業(yè)單位新進人員中，采用公開招聘方式的占總數(shù)80%以上。事業(yè)單位實行崗位績效工資制度，初步建立了與工作人員崗位職責(zé)、工作業(yè)績、實際貢獻緊密聯(lián)系和鼓勵創(chuàng)新創(chuàng)造的分配激勵機制，調(diào)動了事業(yè)單位各類人力資源的積極性和創(chuàng)造性。
The civil servant system has been implemented in Party and gov-ernment 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 selec-tion, 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 appoint-ment 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 ca-dres to be promoted or demoted, and thus a mechanism for regular re-newal 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 in-stitutions. 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 resig-nation 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 mecha-nisms and effective supervision. By the end of 2009 some 80% of the total staff in public institutions around China had signed employment contracts. In 2009 over 80% of all the new employees in public institu-tions 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.
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