For village leaders in the nine regions of the river, the transition process is an important opportunity for the transformation and steady development of identity after many years of taking root. The interview process, however, has left many dry village leaders in a difficult position — dealing with villagers, doing real things, being dumb enough not to be “tempets” and being faced with the real question of the interview either in an incoherent manner or out of practice at the level of the nine rivers, with a wealth of experience, being caught up in “talking” and missed opportunities。
In conjunction with the interview process (structured interview, 10 minutes, 3 questions, paperless), the senior staff of the kowloon city community prepared three high frequency questions, which were sorted out on a case-by-case basis, analysed and dealt with, and supplemented with the local scoring techniques and pit avoidance points of the kowloon community, all of which were dry and non-feasible. The village leaders were able to conduct direct training and use them, to avoid mined areas, to secure the high points of interviews and to prepare them for shore。
First of all, it is important to identify the core: the kyojiang village society cadres are interviewed for a career change, unlike the regular career candidates, and the village clerks are interviewed for a sub-studies. The examiners, who are familiar with the basics of the nine rivers, do not look at you as a symmetrical and standardist, but as if you “know the basics of the nine rivers, can you do anything, can you handle it” and that “the locals of the nine rivers are the ones who are the ones who are the ones who are the ones who are the ones who are the ones who are the ones who do it。
The following three practical questions, which cover the core points of the interview, are the subject of a change of management from the village to the village, each of which is accompanied by a detailed analysis and response, as well as an additional sub-point for the local community, which is easy to deal with and is 10 times more efficient than a blind brush and back template。
The first question (high frequency practice): how can you, as a village executive, move forward with the environmental rehabilitation of the habitat, with some of the villagers failing to cooperate, think that it affects productive life and wastes human and material resources? (priority visits: mass capacity to work, substantive capacity to advance, alignment with the priority of the environmental management of the nine river villages)
Analysis + response: this is the subject of an interview with kyushu village society, which focuses on “resolving villagers' concerns and pushing them to work”, rather than answering the empty words of “enhanced advocacy, patient persuasion”, which are tailored to the practical, step-by-step, detailed representation of your integrity. The first step would be to visit the uncooperative villagers, lay down their posts, use the local language of kyushu to draw attention to the root causes of their concerns — fearing that their farm tools will not be kept in place, that their gardens will be destroyed or that they will not be maintained and that they will not be able to work; the second step, targeted solutions, such as coordinating the village's idle sites, setting up the village's farm tools and groceries, avoiding the village's busy hours, and avoiding production delays, while clarifying the standards of care and follow-up responsibilities; the third step, demonstrating the lead, mobilizing village social workers, village cadres to take the lead in the repair of their own houses, building a sample house, allowing the villagers to see the changes that have taken place (e. G., cleaning of villages, sewage management, more comfortable living conditions) and inviting the old party members and the village kage to help in order for them to work together。
The reference to the “village contract” “civilization practice station for the new era” “the council of the général”, which is commonly used at the grass-roots level of the nine rivers, combines the characteristics of the nine rivers, such as the “focusing on the management of sewage and garbage dumps and the matching of the ecological protection requirements of the yangtze river” with the following: “you are familiar with the work of the nine rivers,” which is more convincing than in general terms。
The second real issue (policy implementation) is: how can you, as a local manager of the village, lead villagers to gain wealth by calling for rural renewal? (priority: capacity for policy understanding, planning and development, aligned with the rehabilitation of the nine villages)
Analysis + response: this is an issue that is most taboo, not just “development of industry and revenue generation”, but that must take into account the geographical characteristics of the nine rivers, such as along the river villages, mountain villages and suburban towns, and reflect your knowledge of the nine rivers. The response took two steps, first identifying the local strengths of the nine rivers and then putting forward concrete initiatives in conjunction with the community: for example, in the case of the kyushu mountain village (such as water repair, wuning, etc.), the farming of tea, chinese medicine, high mountain fruit and vegetables can be developed in order to solve the marketing problems and boost the income of villagers, while in the case of the kajiang village (such as the shuchang, pang zai) it is possible to develop the resources of the yangtze river, to develop ecological farming, recreational fishing, and to create rural and rural tourism points, and to integrate the rural tourism industry; in the case of the outskirts of the city (such as the zhuang, the zhongyang) it is possible to develop fruit and vegetable harvesting, family music and urban leisure needs, and to organize skills training for the villagers in order to provide close employment。
The key policy for the revitalization of the nine river villages was mentioned, such as the “consolidation of the achievements of the fight against poverty and the effective link between rural renewal” “the branding of the nine rivers' special agricultural products”, which, together with the characteristics of specific districts, such as the “putting of water teas, wuning monkeys and crabs”, reflects your knowledge of the local industries of the nine rivers; and the “putting of the party” role as a bastion for the commune social party to organize battles, leading the development of the industry, leading the growth of the harvest and linking the work of the nine rivers to the ground level, which is also the focus of the examination officers。
The third real question (emergency disposal): what do you do when you work in the village, when villagers are in a dispute over the flow of land, when they are emotional, incompetent and even close to physical conflict? (priority visits: emergency response capacity, conflict resolution capacity, a common problem encountered in the day-to-day work of kowsemura community cadres)
Analysis + response: at the heart of the emergency management issue is “first-control, re-treatment, long-lasting effects” and an end to “simply rough, forced orders” reflecting the patience and commitment of cadres at the grass-roots level. The first step would be to stop immediately, to open up the dispute, to calm the mood, to persuade “all the rural communities, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people, all the people。
In addition to the fact-finding, the focus is on avoiding three kowloon-kyumura conversions to interview high-frequency pits, which many people have planted on the details and which, while giving a good answer, have been deducted from their points
The first pit: a generic template was taken away from the nine rivers. Many of them are prepared on a web-based generic template, which, whatever its subject matter, is designed to “strengthen learning, improve systems and promote awareness” and which is not at all consistent with the characteristics of the work of the nine jiang villages, such as the lack of reference to the yangtze ecological protection of the nine rivers, the distinctive agricultural products, the geographical differences, and the fact that the examiners are distasteful and directly underrated. Bearing in mind that all responses are made strictly in the capacity of “kenjiang village executives”, it is important to speak more about specific practices and cases at the level of the nine rivers and to speak less of empty words。
The second pit: to speak of achievements, to speak of insufficiency and to lack reflection. During interviews, the examiner is likely to ask “what are the shortcomings in your work at the village club” and many people are afraid to deduct points, to talk about their grades, to avoid talking about problems, or to say that they are not working well”, an answer that is too perfunctory and does not reflect your ability to reflect. The correct approach is to say objectively a real deficiency (e. G. “well-experienced work at the grass-roots level, but there is also room to improve coordination and coordination, and sometimes in the face of plethora of lines of work) and then to focus on how to improve it, such as “infringe more often with older colleagues, plan better work priorities and improve efficiency”, reflecting your sense of growth。
The third pit, with its harsh tone, its official tone and its lack of popular sentiment. The senior members of the kyushu village society have been dealing with villagers for many years, and the interview has to be conducted in a manner that is friendly and respectful, even if it is appropriate to use some of the local dialects (not vulgar), such as the “families of the village”, to bring you closer to the examination officers, and to reflect your roots and hearts. It would be more appropriate for officials at the level of the nine rivers to be able to explain their policies to the people of the townships in order to ensure that good things are done and done。
Finally, the core proposal for the interview for the transfer of kowloon village cadres was to focus on two things without taking a lot of time to back the rhetoric and without using a dead-end back template. It is your greatest advantage to take stock of what you have done in the village, such as resolving contradictions, pushing forward what, bringing in which villagers to grow, documenting these experiences and applying them flexibly during interviews; and to learn more about the local policies of the nine rivers, such as the priorities of rural renewal, environmental rehabilitation and ecological conservation of the yangtze, which are incorporated into the answers, reflecting your familiarity with local work。
In addition, the kowloon village society cadres have prepared interviews focusing on the “power to practice” “people to work” “policy implementation” at the grass-roots level, which are designed to focus on these three areas, combining practical exercises at the local level, time-bound answers (with a 10-minute three-prong test) and not seeking perfection。
Many kowloon village executives have been at the grass roots for many years, have extensive work experience and lack interview skills, and can successfully cross their identities by finding the right methods and avoiding pits. Finally, are you preparing for a career change interview with kowloon village management
