- Ability to analyze, synthesize and evaluate the management situation at grassroots levels.
3. Qualification requirements.
- University degree or higher;
- Through basic training in inspection skills;
- Have a certificate of training in public administration management at the specialist level;
- Intermediate level of political theory or higher;
- Know a foreign language at level A.
In addition to the above requirements, depending on each specialty, civil servants in the Inspectorate position must know how to use cameras and video cameras to serve inspection tasks.
3.2.1.6. Implementation conditions
To implement this solution and effectively apply it to the province. The Provincial People's Committee assigned the Department of Home Affairs to take the main responsibility in coordinating with a number of Departments: Finance, Planning & Investment, Science & Technology..., to develop a provincial-level scientific project to be implemented in 2007 - 2008. Conduct surveys and assessments at a number of Departments: Home Affairs, Construction, Health and 3 districts and cities: Kinh Mon district (mountainous district), Tu Ky district (purely agricultural district) and Hai Duong city (economic center of the province). Only then will the project be closer to the reality of the province.
3.2.2. Perfecting the recruitment of public servants in the province
Over the past years, because the province has not done a good job in planning and training, the structure of the public administrative staff has many unreasonable ratios (in terms of age, training level, rank, and grade). In Hai Duong, while the ratio of public administrative staff under the age of 30 tends to decrease, that of those over 50 years old increases (see table 1-7 in the appendix) . This is related to other structural ratios such as: training level, rank, and grade... Public officials over 50 years old hardly participate in training and retraining activities to improve their qualifications and capacity; if they do, they do not achieve high results. If we temporarily calculate a generation of 10 years, the public administrative staff of Hai Duong province today is
mainly consists of only 2 generations, most of which are from 45-55 years old. Meanwhile, the number of new recruits each year is insignificant, the staff of the State management agency is almost "frozen". Therefore, if we do not do a good job in recruiting public servants, there will continue to be more imbalance in age, training level, industry, profession...
- In terms of age, it is necessary to form 3 to 4 generations. Experience shows that in agencies and units where the HCNN civil servant team is diverse in terms of age, good results are achieved: there is inheritance between the young and old generations; effective work; low salary fund costs; harmonious working atmosphere... To have a reasonable ratio of age structure, first of all, newly recruited civil servants must be under 30 years old, with basic training. Therefore, when selecting, priority must be given to the establishment of sectors, professions, and fields that are and will be lacking such as: urban management, construction, finance and currency, international cooperation on investment...
- When recruiting, it must be based on the needs of the districts, each industry, each field. In the period 2006-2010, in Hai Duong, there is a shortage of civil servants in the following fields: investment cooperation, foreign economic relations, finance, banking, urban management, industry, trade, construction. When there is a shortage of positions, it is necessary to recruit for that position, meeting the professional qualifications and capacity. If there are many candidates for a position, higher standards can be required, especially professional qualifications, to meet the requirements of future public service.
- Implement more correctly and boldly the incentive principle in recruitment to select new, talented civil servants, attract talented people from other economic sectors or outside the province to work in the State management apparatus. In Hai Duong, in the context of strong development of non-state economic sectors, many talented people do not work in state agencies, and many qualified and capable public administrative civil servants have sought better job opportunities and high incomes at companies, joint ventures and foreign companies. The situation of not boldly encouraging talented people, leading to the risk of brain drain within the State management agency, has occurred in Hai Duong. In order to have a regular, long-term and quality source of additional civil servants for the provincial public administrative civil servant team, it is necessary to thoroughly implement the reserve civil servant regime. According to Decree No. 115/2003/ND-CP
On October 10, 2003 of the Government, there should be regulations and mechanisms to encourage and select people with master's and doctoral degrees to work in the province such as: exemption from civil service exams, housing support or installment sales of houses... Only when the province persistently implements many solutions, pays attention to policies to attract and use talents to work in the province and pays attention to creating conditions for this number to develop; conduct exams and use reserve civil servants right now. To do this well, we must establish a suitable mechanism for selecting talents.
The selection must be based on the requirements of the job and the recruitment plan must be well implemented. Only then will the selection be truly effective. The person assigned to select civil servants must be disciplined, honest, impartial and dedicated to the job.
To have a high-quality HCNN civil servant team, first of all, the selection of civil servants must be carried out strictly. Based on the recruitment regulations issued by the State, the province must develop recruitment documents that are suitable to the practical conditions of the province but not contrary to the State's regulations such as: recruiting people who graduated from universities with good or excellent grades from public or private schools; people with master's and doctoral degrees; giving priority to recruiting majors that the province is in need of such as transportation, construction, etc.
- Clearly define the subjects, targets and selection criteria: Clearly stipulate resolute measures to publicize the recruitment of civil servants in terms of targets, subjects and criteria for those who need to be recruited in the mass media. Only then will civil servant recruitment exams truly have meaning in selecting talented people.
- Selection criteria must originate from the purpose of performing the job and must be based on the criteria in the civil servant title standards.
- Selection criteria must closely follow the actual needs of the organization and must originate from the province's civil service planning. Immediately overcome the situation of previous years.
The province has encountered in the recruitment of civil servants is that the unit has a new person to build the structure to recruit for its unit, when recruiting does not match the requirements of the job position, closed in the recruitment exam such as: Department of Industry, Department of Finance, Department of Labor - Invalids and Social Affairs; People's Committee of Thanh Mien district; Kim Thanh and Hai Duong city.
- The Department of Home Affairs is the agency that helps the Provincial People's Committee to recruit civil servants, check and determine the exact structure for each district; each department and branch. If the units request an incorrect structure, even though the unit still has staff, it will resolutely not allow the recruitment exam (in writing).
- The selection criteria must ensure and create equal conditions for all candidates who wish and are qualified to become civil servants.
- Selection criteria and subjects must closely follow the general orientation of personnel organization work; Must rejuvenate the civil servant team, improve qualifications to meet the requirements of the country's industrialization and modernization process.
- Propose a process for selecting public servants in accordance with the general orientations of personnel organization work.
- The selection process includes the steps and methods used to assess the suitability between the job and the candidate, is public to all candidates, and standardizes the process for each job position.
- For those who are recruited as civil servants or for civil servants who want to be promoted or transferred to another civil service rank, they must go through a public and equal examination. It is necessary to establish a recruitment council for the sector and locality. The tasks, functions and working regulations of the recruitment council need to be clearly and publicly defined to ensure that the recruitment is conducted in a scientific, accurate, objective and fair manner.
- When civil servants are selected through the entrance exam, the probationary period is very necessary for civil servants to get acquainted with the new job. Therefore, there should be unified regulations on probationary period, probationary supervisors, regimes for probationary supervisors and evaluation of the results of the probationary period. Entrance exam and probationary period are two processes that both have
decisive significance in accepting or not accepting people to work in public administrative agencies.
Therefore, the issue of concern for the whole society today is how to recruit highly qualified civil servants with both virtue and talent for the provincial State management agencies. In recent years, the province has had many incentives to recruit excellent graduates, masters and doctors to work in the province. Although these incentives have been applied, the situation has not improved significantly.
Studying the reasons why recruiting highly qualified civil servants to work for the province in the past has encountered many difficulties, the researcher found that, in addition to preferential policies that are not attractive enough, many young students after graduation do not want to return to work in the province... From the above analysis, the researcher believes that in order to recruit highly qualified civil servants to work in the province, Hai Duong province needs to have appropriate preferential policies for those with master's, doctoral, associate professor, professor degrees... when returning to work long-term in the province such as: granting land to build houses or buying houses with a 50% discount on the value, the remaining amount will be paid in installments within 20 years. In addition, creating conditions for arranging jobs for wives (or husbands) to work in the province...
Based on the province's socio-economic development strategy and meeting practical requirements by 2015, according to the researcher's forecast, Hai Duong province needs to have the following HCNN civil servant team:
Table 3.1: Estimated demand for public servants in Hai Duong province in 2015
Unit
Year 2000 | Expected | 2015 | Compare | 2015/2000 | ||
SL | % | SL | % | SL (+,-) | % | |
Total | 1,570 | 100.00 | 2,150 | 100.00 | + 580 | 136.94 |
- Above university | 22 | 1.42 | 250 | 11.62 | + 228 | 1.136, 36 |
- University, college | 1,182 | 75.28 | 1,780 | 82.8 | + 598 | 159.59 |
- Intermediate | 245 | 15.6 | 120 | 5.58 | - 125 | - |
- Remaining | 121 | 7.7 | - | - | - | - |
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Source: Researcher's forecast based on discussion with the Department of Home Affairs
3.2.3. Solutions on the use of the province's state administrative civil servant team
3.2.3.1. Strengthening the classification and evaluation of provincial public servants
Classifying and evaluating civil servants is the first important step in organizational work, and it is also a regular task when implementing different steps such as planning, arranging, appointing, recruiting, training, rewarding and disciplining civil servants...
In the civil service planning stage, civil service evaluation is based on a clear classification of the current civil service, in order to grasp the actual strength and serve as a basis for the arrangement, assignment or retraining and supplementing of civil servants. Therefore, to have good planning, civil servants must be evaluated correctly.
- Classification of state administrative civil servants.
When classifying incumbent public servants in the province, they can be divided into the following types:
+ The type that does well and excels in current public service and can perform higher tasks. For this type, when developing a plan, it is necessary to include them in the reserve list for positions above the current position.
+ Completed the task, suitable age, kept the same position
in the new plan.
+ The type that must be replaced or transferred for many reasons , reaching retirement age at the end of the planning period, poor health or qualities and abilities that do not meet job requirements.
+ The type selected for training and development to be able to take on different, higher positions (current capacity does not meet that position); the type that must be retrained or improved because current qualities and capacity do not meet job requirements.
- Complete the work of evaluating the performance of state administrative civil servants of the province.
In chapter 2, the researcher presented the limitations in evaluating the staff of public employees in the province. From those limitations, the evaluation of public employees in the province in the coming time requires: building a "Performance Evaluation System".
Performance appraisal is generally understood as a systematic and formal assessment of an employee's job performance in relation to established standards and the discussion of that assessment with the employee.
Performance appraisal is a complex process and is heavily influenced by human emotions because it is based on the subjective assessment of the evaluator even when the organization has developed and used a system of objective standards in job performance.
The performance evaluation system will play its role well if it is presented in the form of specific documents with clear, quantitative information. However, not with any job in the administrative apparatus can one quantify the requirements and quality of work performance. Operational jobs can have quantitative requirements, but management and coordination jobs are very difficult to have quantitative requirements. In order for the performance evaluation to be accurate, the standards are presented in the form of written documents, the level of quantification of the standards depends on the content and nature of the civil servant's work, the general requirement for all standards is to achieve the highest level of quantification if possible. To evaluate work performance, it is necessary to establish an evaluation system that includes the following contents:
- Work performance standards include evaluation standards: relative, absolute and focused evaluation. When evaluating, two requirements must be ensured: the standards are related to the work of civil servants and those standards must be within the scope of individual adjustment.
+ Relative evaluation is comparing the results achieved by one person with the results achieved by another person in the same department, based on that to know who is performing best and who is performing worst.
+ Absolute evaluation is comparing the results achieved by civil servants with the set goals.
+ Evaluation focus depends on the characteristics of the job and the type of organization, the evaluation criteria can focus on one of three factors.
First, focus on the characteristics of civil servants such as examining the moral qualities of civil servants and whether civil servants are loyal or not.
Second, focus on evaluating the behavior of civil servants such as awareness of discipline and implementation of organizational regulations.
Third, focus on work performance such as quantity and quality of work.
- Measuring job performance according to the criteria in the standard: that is, making management assessments of the level of "good" or "poor" in the performance of the employee's work. More specifically, it is the assignment of a number or a ranking to reflect the level of performance of the civil servant according to the predetermined characteristics or aspects of the job. In the entire organization, it is necessary to build a scientific and consistent measurement tool for everyone to maintain the evaluation standards and be able to compare. At the same time, it is necessary to decide which measurement system to use (oriented towards the use of work results or work performance behavior or the qualities of the civil servant when performing the job). Determining the aspects of job performance that need to be evaluated and the evaluation criteria is a matter of designing evaluation forms with each selected method, depending on the nature of the job and the purpose of the evaluation.
To evaluate the performance of the provincial public administrative staff, each department, branch, district and city in the province can choose one of the following methods suitable to the practical situation in their unit.
+ Graphic rating scale method: For this method, the evaluator will give an assessment opinion on the job performance of the evaluation subject.