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In recent years, national defense and military reforms have continued to be deepened, and many troops have added new positions and equipped new equipment, which put forward higher requirements on the quality of officers and soldiers. However, some newly established units are facing the problem of talent shortage and need to be solved urgently.

A brigade of the Army focused on the transformation of the troops and task needs and broke the conventional practices. Under the leadership of the brigade Party Committee, the organs solicited talents from the grassroots according to the position establishment, and the grassroots selected talents accurately in accordance with the needs of the organs. Through scientific job setting and other methods, they accelerated the training of talents and achieved significant results. Its experience and practices are worth learning from by all grassroots units, especially newly formed troops.

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In early summer, in front of the bulletin board of the battalions of a brigade of the Army, officers and soldiers gathered in groups of three or five around a notice of "recruitment" posted by the agency and were discussing.

"In the next stage, it is expected to expand 2 middle and senior repair professional technicians, 1 photoelectric confrontation professional technician, and 3 blasting professional technicians..." The reporter saw that this notice not only clarifies the number of professionals and selection standards for the corresponding positions, but also focuses on the construction of new areas and new quality combat forces such as firepower guidance and unmanned intelligence, and requires the party organizations of each battalion and company to select and recommend them.

After understanding, the reporter learned that this "recruitment" method is not the first time in the brigade, and many grassroots officers and soldiers have shined in new positions. In the past, the professional backbone selection and training were generally reported by each battalion company, and the agency screened appropriate personnel based on the indicator quota to arrange learning and training. However, since the brigade is in a period of reform and adjustment, a number of newly formed units and new equipment have emerged, making it difficult for some officers and soldiers to adapt to the new job requirements.

The experience of the second-level sergeant Chen Xi is quite representative. A few years ago, the brigade formed a new drone team. At that time, due to the lack of relevant professional backbones, Chen Xi's reconnaissance battalion considered that he was of comprehensive quality and had drone operation experience, so he decided to transfer him to become a drone operator.

However, it is easy to transfer to a job and it is difficult to adapt to the job. Low education level and lack of professional skills... After several training sessions, Chen Xi and his comrades who transferred to the post felt to varying degrees that their abilities were still far from the requirements of the new position.

"During that period, the strong 'skill panic' forced us to learn theory and practice operations day and night." Chen Xi told reporters that in order to improve our professional abilities, the brigade team temporarily organized a training class for them to make up for the gaps and weaknesses, and made every effort to coordinate the venue, textbooks and equipment. At the same time, we invited relevant professional backbone units and experts from colleges and universities to provide guidance and help.

But this assault-style talent training method not only adds pressure on unified training to the brigade, but also makes the trained officers and soldiers unable to bear it. This made the brigade leaders realize that during the transformation and construction of the troops, only by accurately cultivating suitable talents in advance and formulating systematic training plans can we ensure that the "talent supply side" and the "battlefield demand side" are accurately connected, so as to achieve matching people and full play to their talents.

To this end, they broke the training model of professional backbone selection and training, coordinated the current talent needs of the entire brigade, focused on scarce talent positions such as joint combat commanders, special professional coaches, and new quality course combatants, and issued "talent orders" to the grassroots. Officers and soldiers who have a certain degree of professional matching and are interested in this major can register. After inspection and recommendation by the party organization and the candidates are determined, each business department of the agency will formulate a "one person, one policy" based on the characteristics of personnel's ability and conduct counterpart training.

"Benefiting from the 'order-based' talent training model, I reexamined my career plan and determined new growth goals." During the interview, Wang Yunlong, a second-level sergeant in a certain company, told about his experience.

At the beginning of last year, the brigade placed an "order" for professional talents in optoelectronics, and Wang Yunlong, who was interested in optoelectronics, took the initiative to sign up. Immediately, based on Wang Yunlong's personal situation, the Information Security Department of the brigade applied for the evaluation of the vocational skills of optoelectronic technicians as soon as possible, provided review materials, and tracked the progress of training at the same time. After more than half a year of hard work, Wang Yunlong's ability has improved rapidly, and he successfully passed the professional skills appraisal of optoelectronic technicians and successfully transferred to the post.

It is understood that in the past year when the new talent training model was implemented, the brigade's lack of work rate for optoelectronics and majors alone has decreased by 70% compared with last year, and the matching rate of human resources indicators and combat power indicators has increased significantly. In addition, as professional talents continue to be enriched to various positions, the "orders" issued by the agency have also changed from "solving job vacancy" to "forging specialized talents".

Once, the brigade got the opportunity to select personnel to go to foreign units to study and train and to improve joint combat capabilities. To be fair, they issued these indicators to the grassroots level in the form of “orders”. The battalion commander of a certain Mobu battalion stood out among many applicants with his experience of participating in joint exercises and training. After returning from his studies, Battalion Commander Duan not only summarized a number of innovative achievements, but also applied them to basic training and major exercise tasks to achieve good results.

The head of the Human Resources Department of the brigade introduced that in the next step, they will dynamically adjust the methods and methods of educating people in accordance with the needs of the troops' missions, form a training mechanism that is more conducive to the growth of talents, a mechanism that is conducive to the use of talents, and a mechanism that is conducive to the success of talents, so that the "search" of talent team building will always be aimed at the "bull's eye" of combat effectiveness construction.