In the process of changing from traditional personnel management to modern human resource management concept, public security organs have weak consciousness and slow progress. As the human resources management department of public security organs, the Political Department still performs the traditional affairs management functions, mainly responsible for establishing members' files, deploying political learning tasks arranged by organizations, and responding to superior inspections. The public security organs have insufficient understanding of the importance of human resource management, lack relevant talents in human resource management, and lack the "people-oriented" human resource management concept and strategic thinking. In the new era, higher standards and requirements are put forward for public security work, and the backward human resource management concepts and means of public security organs are increasingly unsuitable for social development.
2.2 The public security team has the problem that the quality of police officers is not high.
There are some problems in the police's ideological and political quality, scientific and cultural quality and emergency professional quality, which seriously hinder the police from keeping up with the pace of the times. There are defects in the selection mechanism of public security system and the lack of scientific basis for the establishment of police force, which makes the recruitment of new police officers lack of planned, systematic and forward-looking ideas, and the recruitment process lacks unified training links. Therefore, the problem of low entry threshold and low quality of police officers is prominent. Moreover, the micro-supplement of police force can only be realized through superior deployment, recruitment or resettlement of demobilized cadres, which also makes the composition of police force complicated and the quality of police force uneven. In addition, the personnel policies of the public sector, such as the promotion rules of seniority, also hinder the participation of outstanding talents and make the quality of public security personnel not improved.
2.3 Performance management and incentive mechanism is not perfect.
The employment mechanism of public security organs is unscientific and lacks incentive mechanism. The performance evaluation standard of public security organs is single, which only stays at the operational level and lacks effective performance management mechanism. Its performance appraisal is formulated by the superior department, so it is difficult to quantify the individual police, and the assessment results have no direct impact on the salary, promotion and welfare of the police. It makes the police have a psychological phenomenon of "doing more and doing less". At present, the incentive mechanism of public security organs is mainly spiritual encouragement, and outstanding talents are not really given corresponding treatment in politics, economy and honor. Income is out of touch with performance, and the incentive effect is not obvious. There are some problems in the incentive mechanism, such as "paying more attention to spiritual encouragement than material reward".
3. Some thoughts and countermeasures on the construction of human resources in public security organs
3. 1 establish the people-oriented management concept of public security organ managers.
Gary Deissler, a famous American human resource management scientist, once mentioned that human resource management attaches great importance to the working and living environment, that is, it is necessary to not only create the best work performance and achieve the maximum work goal by employing people, but also create a good working environment for people. Therefore, in management, it is necessary to establish the leading position of police officers in management, take all activities as the core, and fully reflect the overall role of police officers in management. Create a good working environment for the police, carry out innovative management, provide challenging practical opportunities and exercise in many ways. In the construction of police human resources, the "people-oriented" management concept is the key to realize the long-term development of public security organs.
3.2 Establish a long-term mechanism for education and training, and build a learning organization.
The development of human resources in public security forces should adhere to the concept of "lifelong education" to meet the needs of the development of the times and the collective and individual development of public security organs. Peter Senge put forward a brand-new concept systematically for the first time: learning organization. Establishing a learning organization within the police force of public security organs is like injecting fresh blood into it, which can make the police work closely and form a virtuous circle of "learning-continuous improvement-establishing the advantages of policing activities". Public security organs at all levels should put learning on the agenda and establish learning organizations that constantly break through themselves.
3.3 Overall development, shaping organizational culture
Edgar Shain, a professor at MIT Si Long Business School, put forward the concept of "organizational culture". Organizational culture is gradually precipitated in the long-term development of an organization, and public security organs also have police organizational culture. In fact, it refers to the basic beliefs, professional values and people's police code of conduct formed by public security organs in the process of performing their functions and self-development, which are recognized and followed by all public security police.
The organizational culture of public security organs can guide the value orientation and behavior orientation of public security organs as a whole and individual police officers; We can also unite the police through values, codes of conduct and moral models, so that they have a stronger "sense of identity" and the public security organs have stronger cohesion and centripetal force; Organizational culture is not an institutionalized "hard constraint", but a "soft constraint"; Organizational culture can meet the multiple needs of the police and establish a personalized organizational image. Organizational culture is an invisible atmosphere, which will promote the development of human resources in public security organs from the inside out.
3.4 Establish a reasonable and effective performance evaluation system and long-term incentive mechanism.
Refine the assessment criteria and adhere to the performance appraisal. First of all, we must determine the work standards, quantify the responsibilities of each policeman, and clarify their work tasks and requirements. Secondly, establish an evaluation index system, regularly or irregularly evaluate the political quality, business performance, behavioral ability and work results of police officers, and give certain weights and scores to each specific work part according to the achievements and the overall effect of the work, and finally determine the evaluation results. The evaluation results are linked to the salary rewards and punishments, job promotion and demotion, salary increase and decrease, training and dismissal of police officers. At the same time, we should strengthen negative incentives and punish the police who violate the law and discipline, do not make progress and do nothing. In addition, the public security team should clear the scene and enhance the police's sense of crisis.