Inadequacies in using the staff of public servants of Hai Duong province
Poor civil service planning
Cultural and spiritual life of civil servants is still poor.
Phone, BD not yet attached to use
Unsatisfactory policy to attract civil servants
Unscientific management of civil servants
Figure 2.1: Inadequacies in using the public service staff
4. Lack of training and development strategy for state administrative civil servants
The province has paid more and more attention to the training and fostering of public servants, especially after the State issued professional standards for public servants and when there were regulations: Decision No. 874/TTg of the Prime Minister on training and fostering for state officials and civil servants; Directive No. 422/TTg of the Government on strengthening foreign language training for state managers and civil servants; The Provincial People's Committee also issued a decision: Decision No. 6151/QD-UB dated December 27, 2002 on promulgating the Regulation on training and fostering state officials and civil servants. On the basis of planning of officials and civil servants, based on general standards and standards for each civil servant title, the province has developed a plan for training and fostering the team of public servants, focusing on combining comprehensive knowledge training with specialized knowledge, while fostering the capacity for economic and social management and administration for officials; Training and fostering civil servants before appointment; overcoming the situation of election and appointment before training.
Hai Duong has also promoted the training of public servants, closely linked to planning and arrangement of use. Based on the standards and training needs of the provincial public servants, the province has developed a plan to train and foster the public servants suitable for each period. The goal of training the public servants is stated in Resolution No. 42-NQ/TU of the Hai Duong Provincial Party Committee: by the end of the 2005-2010 term, 25-30% of public servants holding key positions and heads and deputy heads of departments and branches of the province will have university degrees; 7-10% of key district-level leaders and heads and deputy heads of departments will have university degrees; 50% will have graduated from political theory at a senior level or higher.
Table 2.19: Results of training and fostering of state administrative civil servants in Hai Duong province from 2000-2006 (graduated and ungraduated)
Expertise
State management | Political theory | Foreign language | Information technology | |||||||||
On University | University | College, University | University | Officer rank | CV level | CVC rank | CVCC rank | CN, CC | Level | University | CC | Certificate |
221 | 345 | 236 | 10 | 71 | 572 | 160 | 11 | 154 | 369 | 5 | 725 | 1,143 |
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Source: Department of Home Affairs of Hai Duong province - Report on training and fostering of state administrative civil servants from 2000 - 2006
Despite such encouraging results, compared to actual requirements, the training and fostering of the provincial public administrative staff still has some limitations, the main causes of which are:
- Training and fostering work in the province is still confusing, especially in planning and retraining. The province has not yet built a long-term scientific civil servant training program, so there is still a situation where civil servants have to study many training courses, spending a lot of time but still lack the professional knowledge and skills necessary for the job. The situation of training "many teachers, few workers" is an alarming problem. The number of university and college training has increased in recent years because the province has opened many part-time university classes to improve the qualifications of the provincial HCNN civil servants. The training system in the province still has many weaknesses and inadequacies in both scale and
The content structure, methods and especially the quality have not yet met the great and increasing demands for public servants. Through direct discussions with Mr. Nguyen Thai Son - Director of the Provincial Political School; Ms. Nguyen Thi Sang - Principal of the Provincial Technical Economic College and Mr. Pham Huy Hoa - Director of the Provincial Continuing Education Center, all three units regularly conduct training and fostering of public servants of the province and open in-service classes, all have the same comment that the training content is still scattered, not updated with the actual situation of the province, the country and the world; the traditional training method, the limited experience of the lecturers, the students are people who are working... leading to boredom for the learners. That is the main reason why the training and fostering of public servants of the province in recent years has not been effective, especially the short-term classes.
- Lack of comprehensive planning, lack of initiative in training new and retraining trained civil servants, so they cannot meet job requirements; training plans for each type of civil servant have not been developed each year.
- Training is not really linked to planning, not linked to output, even spontaneous, uneven, there is still a part of civil servants who have the concept of studying for degrees, so there is a situation where one person attends many classes at the same time, not ensuring the quality of study. Organizing many in-service classes in the province has the advantage of having many students but the quality of study is not high and the subjects sent to study are not in the planning area.
- Training work at times and in some places is not linked to arrangement and use, facilities, training content and methods are slow to innovate, teaching and learning facilities are still not up to the requirements, program content is still heavy on theory, lacking practicality, not many practical skills... leading to low training quality and effectiveness.
- A number of civil servants are not yet self-conscious in studying and improving their professional qualifications; on the other hand, there are no policies and mechanisms to force civil servants to self-study and improve their ethical qualities, professional qualifications and skills.
5. Lack of policies and measures to motivate state administrative civil servants to work with peace of mind
This is one of the reasons why the quality of civil servants has not met the requirements of the job and has not attracted high-quality civil servants to work in state management agencies. Currently, in Hai Duong province, there has been a shift of highly qualified civil servants to work in enterprises. The reason for this phenomenon is that the province still lacks policies and measures to create effective and attractive motivation for civil servants to feel secure in their offices and the state administrative system. When it comes to policies and measures to motivate workers, it is not simply a matter of income and salary policies for civil servants - although salary and income are one of the most important policies to motivate and encourage civil servants. It is important to think of a system of synchronous policies and measures related to the interests of civil servants. To create good policies that motivate cadres and civil servants to work with peace of mind and dedication to their work and office, the policy system and measures must originate from the legitimate desires and needs of public servants.
In the management of public employees in the province, for many years, the provincial agencies and units have only paid attention to administrative personnel management (attendance, implementation of sick leave, maternity leave, leave, retirement, etc.) and paid little attention to other issues such as creating organizational culture, leadership culture, creating a good working environment, paying attention to training and developing human resources, promotion of public employees, planning of public employees, honoring excellent public employees, etc. Policies for the public employees are still heavily administrative, lacking encouragement and motivation. The phenomenon of "brain drain" has occurred quite commonly in the province, many people sent by the province for training, upon graduation do not want to return to work in the province, accept to compensate the province for training costs to transfer to work in other provinces, to central ministries, branches, joint venture enterprises, etc. This is one of the manifestations of lack of motivation to create passion for work. Due to lack of motivation at work, civil servants work only according to their "civil servant duties".
"I" am less interested in improving my work and therefore less interested in self-study to improve my own capacity as a civil servant.
Chapter 2 Conclusion:
In this chapter, the researcher delves into the formation and development of the civil service team of Hai Duong province; the impact of natural conditions, socio-economic conditions affecting the quality of the civil service team of Hai Duong province. Through analyzing and evaluating the current status of the quality of the civil service team of the province according to the criteria: professional qualifications, professional skills, work experience; criteria for assessing the level of work performance; criteria for cognitive ability and the level of ability to respond to changes in work and factors affecting the quality of the civil service team... From the analysis and evaluation, the researcher has drawn out the strengths and limitations in the quality of the civil service team of the province, as a basis for proposing solutions and recommendations to improve the quality of the civil service team of Hai Duong province in the coming time (mentioned in chapter 3).
Chapter 3
SOME SOLUTIONS TO IMPROVE THE QUALITY OF THE TEAM OF ADMINISTRATIVE CIVIL SERVANTS IN HAI DUONG PROVINCE
Building and improving the quality of the provincial public administrative staff with sufficient political qualities, intelligence, knowledge and practical working capacity on par with the requirements of industrialization, modernization and the requirements of the international economic integration process is an urgent issue facing Hai Duong province. With the characteristics of a large number of public administrative staff in the province, but not uniform, limited professional qualifications, lack of knowledge and management skills, the provincial public administrative staff face significant difficulties in researching, approaching, exchanging and cooperating with countries in the region and the world. These limitations are obstacles to reforming administrative procedures, attracting investment, cooperative relations and performing public duties, causing much frustration for organizations and citizens. This is also a cause of prolonged complaints, going beyond levels, reducing people's trust in the Party and the State.
State.
Based on the above practical situation, to contribute to building, developing and improving the quality of the provincial public service staff to meet the requirements of the period of industrialization, modernization and international economic integration in the period of 2005-2015, the thesis will propose a number of goals, directions, viewpoints, solutions and recommendations.
3.1. Objectives and directions for improving the quality of the state administrative civil servant team in Hai Duong province in the period 2006 - 2015
Implementing the Resolution of the 14th Hai Duong Provincial Party Congress, Hai Duong province has developed the Project: "Improving the quality of cadres and civil servants to meet the requirements of the new revolutionary stage" as follows:
3.1.1. Goals and directions
The goal and direction to improve the quality of the province's cadres and civil servants in the period from 2006 to 2015 and the following years were determined by the Provincial Party Committee: "organization and cadre work must be synchronous and closely linked between organization and cadres, the arrangement, consolidation and improvement of the quality of the apparatus's operations must be closely linked to the work of the Party Committee and the State."
Along with administrative reform and judicial reform, focusing on improving the quality and efficiency of operations according to the functions and tasks of each organization, improving the quality and qualifications of the staff and civil servants, cleaning up the staff, gradually pushing back corruption and signs of degradation in moral qualities and ideals... focusing on building and implementing the staff strategy in the new period" [61]
The provincial HCNN civil servants have knowledge and practical operational capacity equal to the requirements of the assigned tasks. In addition to organizational work, personnel work must achieve the following specific goals and tasks:
- Building a team of civil servants at all three levels of province, district and commune. Especially public administrative civil servants, with strong political qualities and mettle, ethics, healthy lifestyle, no bureaucracy, corruption, resolutely fighting against bureaucracy, corruption and waste; having innovative and creative thinking, having professional knowledge, techniques, foreign languages, information technology and practical working capacity, meeting the requirements of the period of industrialization and modernization; having a spirit of solidarity, cooperation, high sense of organization and discipline, a sense of responsibility, dedication to assigned work and a scientific working style; building a team of cadres and civil servants to ensure sufficient quantity and continuous transition between generations of cadres. Carrying out well the planning and training work to have a source of cadres, in each term, it is possible to change and supplement from 20-25% of the number of Party leaders, leaders in public administrative agencies, leaders of mass organizations at all levels.
- The staff and civil servants must be consistent and meet the standards. By 2015, strive to have 100% of leaders under the management of the Provincial Party Committee with a university degree or higher, and 100% with a high level of political theory or higher. Over 90% of the provincial staff and civil servants have a university degree or higher, especially 95% of the public administrative staff with a university degree or higher; 90% have a political theory level from intermediate level or higher; 97% have foreign language, information technology and knowledge of public administrative management training.
- Supplement, amend, and develop specific standards for recruitment, reception, mobilization, and transfer of cadres and civil servants to select those with sufficient virtue and talent among newly graduated students and cadres and civil servants.
Organize public service units and armed forces to work in state agencies, parties and organizations to serve the people and society.
- Innovate viewpoints, methods and processes for evaluating cadres and civil servants; ensure that the evaluation of cadres and civil servants must be public, objective, comprehensive and impartial, taking the effectiveness of task completion as a measure of the qualities and capacities of cadres and civil servants.
- Based on the planning of cadres and civil servants; based on general standards and standards for each job title to develop a plan for training and fostering cadres and civil servants in accordance with the structure of the industry and profession to meet the requirements of assigned tasks. Unify the process of training and fostering civil servants in the whole province. On that basis, subordinate units take the initiative in developing plans, training and fostering to suit their locality and unit.
- Implement Resolution No. 11-NQ/TW of the Politburo on rotating leaders and managers in the political system.
3.1.2. Viewpoints on improving the quality of the state administrative civil servant team
Hai Duong province
- Improving the quality of the contingent of public servants must originate from the Party's viewpoints and guidelines. Building the contingent of public servants must originate from the Party's political and economic guidelines on the basis of maintaining and enhancing the working class nature and the Party's vanguard nature. It is necessary to train, select, educate and foster public servants through practical activities and revolutionary movements of the masses. Take the results of completing tasks as a measure of the political quality, ethics and qualifications and capacity of public servants. Correctly implement the principle of the Party unifying leadership in personnel work and management of the contingent of cadres, along with promoting the responsibility of organizations and heads of political organizations in personnel work.
- Building, developing and improving the quality of the public service staff of Hai Duong province must originate from the province's socio-economic development strategy.