In addition, situational handling skills have not received due attention, making it difficult for learners to concentrate and their ability to acquire knowledge is low.
- The Commission does not have a roadmap or a regular training plan, but mainly arises from the actual needs of the departments. The survey tables also show that the Commission's training courses change every year, according to different types of subjects, and the training plan is not yet inherited.
- Some negative feedback from learners about the organization of the training course such as enrollment, classroom management, welcoming groups, planning study for learners, organizing tests and final exams is still unscientific, unprofessional and unfair.
- The financial mechanism for training civil servants still has many shortcomings. The budget usage norms are heavily based on the average per learner, without paying attention to the complexity of each subject, and different training and development contents require different costs. Normally, organizing classes requires applying multiple budget norms at the same time. Each type of budget norm itself, when applied to different types of classes, also has many shortcomings, leading to the situation where classes have excess budget, while classes lack budget.
2.4.2.2Causes
- Training funding is quite limited and dependent. Every year, based on the approved training plan of the Committee, the Department of Planning and Finance allocates specific funding for each training program, from which the training cost for each class is calculated. The training funding allocated by the State Budget is quite limited because the training and development funding must also be used for training of professional departments. While the allocated funding is not simply used directly for teaching and learning activities, a large part is used to rent classrooms, provide food and accommodation for learners, etc. This also stems from the difficulties and lack of facilities of the Committee. If overcome, it will help save a large amount of funding to expand training activities.
- Due to the characteristics of the small number of civil servants and the increasing number of ethnic minorities, many difficult, diverse and complicated cases arise, with large differences in basic knowledge trained, the rate of civil servants who have studied the right profession or have similar profession is very low, there are still civil servants who have not been trained. Therefore, their ability to access and acquire knowledge is different, making it difficult to build content and choose training methods suitable to the awareness of each group of learners. The large workload and increasing pressure also limit the participation of civil servants in the Committee in training courses to improve their qualifications.
Awareness of training work of leaders at some departments is not high, there is a lack of coordination in sending civil servants to training. Many civil servants participate in training not to perform better in their assigned tasks but mainly to have qualifications to qualify for salary increase, transfer to another position or because of the requirements of the agency or unit. Therefore, during the training and development process, they do not really actively study.
CHAPTER 3 SOLUTIONS TO IMPROVE HUMAN RESOURCE TRAINING AT THE ETHNIC MINORITY COMMITTEE
Under the leadership of the Party and the State, the Ethnic Committee has continuously grown, promoted and inherited the tradition of solidarity, creativity and dynamism in the process of national renewal. However, the training of civil servants requires the Committee to have strong innovation, aiming at the goal of building a team of civil servants in the direction of "professionalism, modernity", good at professional expertise, dedicated to work, wholeheartedly improving the lives of ethnic minorities.
3.1 Viewpoints, training orientation and human resource development orientation at the Ethnic Committee
3.1.1 Development orientation of the Ethnic Committee
First, improve the staff of civil servants in terms of quantity, quality and structure. Ensure adequate human resources for departments.
Second, expand and upgrade training facilities, improve training quality. Implement training according to social needs.
Third, develop and implement policies on the use and appropriate treatment of civil servants and public employees.
Fourth, recruit and use appropriate civil servants; rotate cadres; encourage civil servants to work in rural areas and areas with many difficulties.
Fifth, improve the quality of civil servants in accordance with the needs of the people and the trend of international and regional integration; focus on strategies to develop civil servants with good expertise in a number of key sectors.
3.1.2 Viewpoints and orientations on human resource training of the Ethnic Committee
3.1.2.1 Viewpoint on human resource training of the Ethnic Committee
Firstly, training activities must be under the leadership of the Party on the basis of the principle of democratic centralism, while promoting the responsibility of members in the political system to ensure unity from the central to local levels.
Second, training must originate from the specific characteristics of the Commission.
In particular, attention should be paid to the dual leadership of the Committee and local Ethnic Committees.
Third, training civil servants is a process that must be done well in the following stages: Building and issuing documents; planning and training plans; perfecting the organizational structure; improving the quality of staff and lecturers; inspecting, checking, supervising and evaluating the quality of training activities.
Fourth, the main goal of training civil servants is to improve knowledge, capacity and skills to help civil servants complete their tasks in the process of performing public duties as well as to improve their sense of public ethics.
3.1.2.2 Objectives
- Orientation to 2025: By 2025, the number of officials, civil servants and public employees of the entire Commission with post-graduate degrees will account for 5%, the rest will basically have university or college degrees. Annual training, fostering and professional development for civil servants and public employees of the entire Commission will account for about 40% of the workforce.
- General objective: Improve the capacity and quality of the team of civil servants and public employees of the Committee to be politically steadfast and professionally proficient to meet the requirements of improving the effectiveness of the Committee's operations in helping ethnic minorities.
- Specific goals by 2025:
+ Achieve 100% of civil servants trained and fostered to meet the prescribed title standards.
+ Achieve 95% of civil servants holding leadership and management positions at all levels to be trained and fostered according to prescribed programs.
+ Achieve 70% to 80% of civil servants to be trained and have their professional knowledge improved according to the minimum annual mandatory training and development program.
+ Every year, about 100 civil servants and public employees are sent for training and development in developed and developing countries according to the industry's training program and from the State budget.
+ The rate of trained and fostered officials according to professional titles, management positions and professional skills is carried out according to the instructions of competent state agencies.
3.1.2.3 Training and development content
- On political theory:
+ Provide political theory qualifications according to prescribed standards for leadership and management positions and civil servant ranks;
+ Organize the dissemination of Party documents and resolutions; regularly update and improve the theoretical level of Party members, civil servants and public employees according to regulations of competent agencies.
- Regarding knowledge, state management skills, professional expertise:
+ Provide state management knowledge and skills according to prescribed programs for civil servants and public employees of all ranks and leadership and management positions;
+ Provide training in professional management knowledge and skills and job positions according to the mandatory minimum annual training regime;
+ Fostering office culture.
- Integration knowledge
- Information technology, specialized foreign languages
- Postgraduate training for civil servants based on staff planning.
Table 3.1. Training needs for Ethnic Committee staff 2021-2025
(Unit: person)
STT
Training program | Training needs | |||||
2021 | 2022 | 2023 | 2024 | 2025 | ||
1 | Political theory class | 200 | 350 | 450 | 600 | 800 |
2 | Knowledge and skills according to job position | 400 | 450 | 500 | 600 | 700 |
3 | Need for additional training | 500 | 600 | 650 | 650 | 650 |
Total | 1,100 | 1,400 | 1,600 | 1,850 | 2,150 | |
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High Quality Human Resource Development Solutions
(Source: Department of Organization and Personnel)
It can be seen that the training needs of the Committee have basically increased every year. In order to continue to maintain the goal of 100% of full-time cadres being trained and fostered in political theory and state management from elementary to intermediate level , while promoting modernization, reforming administrative procedures and meeting the requirements of international economic integration, improving the quality of human resources plays a very important role, identified as a decisive factor for the success in implementing the political tasks of the Committee in the coming time.
3.1.2.4 Duties of relevant units
- On the Committee's side:
+ The Committee regularly follows the training and development needs of units, updates new knowledge, improves program content, training methods and compiles training and development documents to suit reality; coordinates with the Department of Organization and Personnel to compile programs for civil servant ranks of the industry.
+ Review and improve the quality of the teaching staff, regularly pay attention to training and improving the qualifications and pedagogical skills of lecturers. Mobilize a team of experts, lecturers and civil servants with high academic qualifications and much practical experience.
+ Coordinate with the Department of Personnel Organization to develop annual training and development plans and programs of the Committee. Implement information reporting regime according to regulations.
+ Expand international cooperation in staff training, especially foreign languages.
- Department of Organization and Personnel:
+ Advise on the development of annual plans for training and development of the industry to submit to the Minister (Chairman of the Committee) for approval.
+ Regularly check the progress of annual plan implementation of Departments and divisions; summarize, report and evaluate implementation results.
+ Develop mechanisms to encourage civil servants to study and improve their qualifications and policies to support civil servants to participate in training and development, submitted to the Minister (Chairman of the Committee) for approval.
- Finance and Accounting Department:
+ Allocate budget plans, develop annual targets for training and fostering civil servants of the Committee based on approved training and fostering plans; monitor and inspect the implementation of targets and budgets.
+ Arrange investment funds, upgrade facilities, teaching and learning equipment for the Committee in each phase, to meet the scale and contribute to improving the quality of training and fostering civil servants.
- Affiliated units:
Coordinate and participate in developing training plans, training, teaching and compiling professional training programs and textbooks.
3.2 Some solutions to improve human resource training at the Ethnic Committee
3.2.1 Complete identification of human resource training needs at the Commission
The training program must be helpful to the implementation of the Commission's objectives, or in other words, there is no difference between the Commission's objectives and the objectives of training civil servants. Therefore, the training needs are considered starting from the needs of the Commission itself.
In order to properly identify training needs, the Commission must answer the following questions:
- How capable are the civil servants of the Commission to meet the demands of the job?
- What do the Commission's civil servants and public employees lack to implement the Commission's strategies and goals?
- What are the challenges facing the Commission in the short and long term?
The training needs of each civil servant are different due to their different basic knowledge, potential and development ambitions. Therefore, training activities must aim to design programs that meet the requirements of each subject.
Training needs determine training methods. No single program or method will fit all needs. Training programs are selected on the basis of reconciling the desires of individuals with the goals of the Commission.
According to the needs of each Department and Division: Survey the opinions of Department Heads and Division Heads. This is a training plan that is partially integrated with the strategy of the department and division.
At the request of the Department of Personnel Organization: The Department of Personnel Organization analyzes job descriptions and finds out
Get the knowledge and skills needed to be trained. From there, plan training for each position.
According to personal needs : according to the subjective opinions of individual civil servants. Simple method: distribute survey forms and collect them.
Training plan by strategy
Commission strategy : What are the Commission's goals for next year? Then plan to focus training on relevant areas
Figure 3.1. Proposed levels of training needs analysis
3.2.2 Complete the development of human resource training plan at the Committee
3.2.2.1 Determine specific training objectives appropriate for each stage
A clear and oriented training plan will help the Commission take the initiative in implementation, and is the foundation for choosing the appropriate training program. At the same time, it also shows civil servants and public employees a stable training policy, not just temporary improvisations. This is an important factor contributing to the success of each training program. At the Commission, training objectives need to be determined for each specific subject but also satisfy the principle of linking training results with improving the working capacity of cadres.
3.2.2.2 Develop training policies suitable for each target group
A good training policy is an effective tool to realize training goals. In the practical conditions of the Commission, when building a training policy, it is necessary to focus on a number of issues:
- Perfecting training content: Implementing this solution to equip the team of civil servants with the most necessary knowledge to ensure