On The Classifiod Management Of Court Personnel Under The Background Of Judicial Reform

As a court worker,as well as a witness and participant in the reform of judicial systrem,I have experienced the changes in the classification management and working mechanism of court personnel before and after the reform of judicial system.This paper takes this as the background,uses empirical research methods,combines a large number of data,tables,examples,questioning and other ways to objectively show the positive effects of judicial reform and the problems and contradictions in the process of operation,and as a starting point,tries to find out the reasons for the contradictions and put forward corresponding strategies.In order to improve the classification management system of court personnel and improve the quality and effectiveness of trial work.This paper is divided into six parts.The first two parts mainly describe the concept,theoretical origin of personnel classification management and the situation of personnel classification in M District Court before and after the judicial reform.The third part is mainly about the actual operation mode and positive effects of the classified management of court personnel after the judicial reform.On the one hand,an efficient trial team has been set up,which reduces a large number of non-judicial affairs of judges and makes judges more focused on handling cases.On the other hand,judicial reform has promoted a large number of judges with rich trial experience to return to the trial line,strengthened the trial force and improved the quality of the trial.On the other hand,the distinct promotion of the treatment of judges and the clarity of the promotion of their ranks have further improved their professional identity and sense of honor,and their work enthusiasm has been greatly improved.The fourth part mainly talks about the problems and contradictions in the process of judicial reform.For judges,on the one hand,the proportion of ordinary cadre police is low,and the reformed post judges show a phenomenon of partial leadership and aging.On the other hand,some courts have made different provisions on the proportion of cases handled by leading judges and ordinary judges.The proportion of cases handled by post-based judges is obviously uneven,and there is a phenomenon that leading judges are afraid of the importance when choosing cases to undertake,which increases the workload of ordinary judges as policemen.On the other hand,because of the constant pressure of more people and fewer cases,some cases handling personnel have the misconception of "once in,for life",and in the process of building trial teams,personnel flow across departments and professions,and role transformation has not yet been in place,resulting in a temporary retrogression of the quality of handling cases in grass-roots courts.For the assistant judges,on the one hand,there is a big gap between the promotion of treatment and judges,and there is still no clear document to regulate the promotion channels of assistant judges,which affects their enthusiasm for work.On the other hand,some of the judges'assistants transformed from judges have a psychological gap,especially the old judges' assistants.In the face of their former subordinates or apprentices who have already become judges,embarrassment is unavoidable,coupled with their age and limited energy,they can not finish the assistant work well.For clerks,the court set a higher educational threshold and lower treatment when recruiting clerks,complicated work content and hopeless prospects.Some staff only regard this as a springboard for their career.The frequent turnover of clerks makes it difficult to form a long-term stable professional clerk team.In order to realize the perfect transition and cohesion before and after the judicial reform,the fifth part of this paper mainly proposes:first,to establish and improve the mechanism of selecting judges for posts,to achieve equal treatment in procedure,and to abandon the phenomenon of seniority.2.Let the leading judges of the court "use good steel on the edge of the knife" to give full play to the advantages of the leading judges of the court in handling cases,focusing on the trial of difficult and complex cases with greater social impact,sharp contradictions and conflicts.3.Establishing a management mechanism of judges'pcosts with access and exit,eliminating the inertia of part of the personnel who have "once in,for life",and forcing them to enhance their sense of responsibility and tension.4.Establish an orderly and benign growth mechanism for judges'assistants.Learn from the system settings of foreign judges' assistants,divide them into convertible judges'assistants and non-convertible judges' assistants.Establish a hierarchical sequence and introduce the evaluation mechanism for judges.Fifth,build a stable and capable team of clerks.Appropriately reduce the requirements for the academic qualifications of clerks,increase the assessment of their skills,establish a clerk ranking system,and allow the clerks to be over-qualified to the appointed judge assistant team.