Research On Implementation Effect Of “Digital HR” In C City’s Regional Tax Bureau

How to effectively apply information technology to the management process of civil servant is a common problem faced at home and abroad.After more than two years of exploration and design,the State Administration of Taxation launched "Digital HR" in early2016 in a pilot way.The system consists of a foundation(career foundation),four pillars(professional proficiency,leadership competence,recognized evaluation,daily performance),a roof(comprehensive data use),a platform(information system platform for the comprehensive management of tax cadres),involving 21 related tables,multi-dimensionally assessing tax cadres from seven aspects,that is morality,ability,diligence,performance,integrity,evaluation,and foundation.The goal of this system is to realize the modern management of tax cadres tends towards daily life,the daily management tends towards index,the index management tends towards digital,the digital management tends towards accumulation,the accumulation management tends towards comparability,the comparability management tends towards linking,and the linking management tends towards guidance.The author is in an office of a grass-roots state tax department and in the practical process of 2016-2017,the author has experienced the implementation of "Digital HR" system and its influence on the daily work of tax cadres,and have some personal opinions about it.This paper mainly focuses on the operation situation,implementation effect,existing problems of "Digital HR" system in the grass-roots tax department and puts forward some specific optimization measures to solve the problems found in this paper.Based on the relevant theories of performance management and information management,the author adopted the methods of literature research,investigation and experience summarization,and reviewed the changes in personnel management in the public sector in China,expounded the implementation process of the "Digital HR" system in the state tax department,and through the analysis for the tax cadres(grass-roots tax cadres and middle level leading cadres)in the form of questionnaire survey and interview,combined with my own work experience,the implementation effect of the "digital personnel" system in the state tax department is sorted out:First,it effectively solves the problem of evaluating the professional ability of tax cadres;Second,to a certain extent,it has strengthened the work initiative,enthusiasm and creativity of some tax cadres,especially young tax cadres;Third,it provides the case and data support for the reform of the personnel system of tax department and the cadre management system of the public sector of our country;Fourth,it effectively enhance the tax service capacity of tax authorities.At the same time,some problems were identified: First,grass-roots personnel do not know enough about "Digital HR",not attaching importance to means that the system cannot play an effective role;second,the design of "Digital HR" assessment index exists defects;third,lacks of interaction between top-level design and grass-roots use;fourth,performance incentives and constraints are insufficient.In view of the problems above,through teasing the origin and development of the cadre management of the tax department,making a comparison between the "Digital HR" management mode with the performance management mode of the foreign tax department,and combining the modern management of the public sector of our government,the author draws the conclusion that it is feasible and necessary to exist,and puts forward the corresponding solutions to the problems in Digital HR system: First,carry out some daily training and some certain way of propaganda to promote awareness;Second,know the demand through a certain way and optimize the indexes;Third,internal department should set up a specific performance department to be responsible for performance management and strengthen communication;Fourth,put forward effective performance incentives and constraints to ensure the PDCA cycle of performance management;Fifth,establish and perfect the "Digital HR" related laws and regulations,improve performance incentives and performance constraints.It is hoped that this article will play a certain role in promoting and perfecting the "Digital HR" in the next step,and also in the reform of personnel management system in other public departments.