对于年轻干部的培养和教育,必须建立、完善一套行之有效的长效管理、用人和激励机制,依靠制度加强管理教育。只有这样,才能激活年轻干部队伍。一是要抓住干部考核制度改革的契机,全面推行“择优汰劣”的激励机制。要打破以往的论资排辈,定期晋职的框框。在干部量化考核中,对于考核成绩突出的个人,或者是在省级以上部门组织的单项考核中名列前茅的个人,在非领导岗位的,提前半年晋职;对于连续两次干部量化考核成绩突出的个人,或者是被评为年度标兵、三等功以上奖励的,或者受到相应级别奖励的个 For the cultivation and education of young cadres, we must establish and perfect a set of effective long-term management, employment and incentive mechanisms and rely on the system to strengthen management and education. Only in this way can young cadres be activated. First, we must seize the opportunity of reform of the cadre examination system, the full implementation of the “superior or inferior” incentive mechanism. To break the previous seniority, regular promotion of the box. In the quantitative assessment of cadres, individuals who have outstanding examination results, or those individuals who rank among the top in the individual examination organized by the departments at or above the provincial level, are promoted to work for half a year in non-leadership positions. For the two consecutive cadres with outstanding achievements in quantitative examination, Individual, or be rated as the annual pacesetter, third-class reward or above, or by the appropriate level of reward