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Orientation and Strategy for Human Resource Development of the Department of Industry and Trade of Kham Muoi Province to 2025


CHAPTER 3

SOLUTIONS TO CREATE MOTIVATION FOR CIVIL SERVANTS AT THE DEPARTMENT OF INDUSTRY AND TRADE OF KHAM MUON PROVINCE


3.1. Orientation and strategy for human resource development of the Department of Industry and Trade of Khammouane province to 2025

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3.1.1. Human resource development orientation of the Department of Industry and Trade of Khammouane province to 2025

The Resolution of the 9th Congress of the Party Committee of the Department of Industry and Trade of Khammouane Province clearly stated: "Build and develop human resources of the Department of Industry and Trade of Khammouane Province to be strong in all aspects, sufficient in quantity with high educational level and professional qualifications, with management capacity, ability to innovate and apply new technology, working with increasingly higher productivity, quality and efficiency"

Orientation and Strategy for Human Resource Development of the Department of Industry and Trade of Kham Muoi Province to 2025

With the resolution of the Congress, the Department of Industry and Trade of Khammouane province has continuously strengthened and improved both the quantity and quality of human resources to meet the human resource requirements during operation, thus orienting the development of human resources of the Department of Industry and Trade of Khammouane province to 2025, specifically;

One is: Having a comprehensive staff training strategy suitable for the assigned functions and tasks, regularly checking and monitoring the use of staff in accordance with the qualifications of each civil servant. Staff training must be carried out regularly and continuously in terms of politics, expertise, ethics, about 60% of staff working at the Department of Industry and Trade of Khammouane province have university degrees or higher... developing standards for assessing staff training suitable for the working situation of the Department of Industry and Trade of Khammouane province and the socio-economic situation of the country. Strive to have the number of staff suitable for their major by 2025.

Second: Perfecting the management system for implementing staff evaluation, gradually evaluating staff capacity through the effectiveness and quality of assigned work, the evaluation of civil servants must be on the basis of fairness and democracy. All civil servants must be evaluated for their performance of assigned work every quarter and year and based on that evaluation in promotion, promotion, dismissal, etc.


Third: Building a salary and allowance system that goes along with the functions, responsibilities and capacities of civil servants. This will create motivation and encouragement for civil servants to be enthusiastic in performing their assigned tasks. The salary and allowance regime is sufficient for the lives of civil servants and is suitable for the socio-economic development situation at each stage. The salary system can be divided into different levels such as management level and specialist level very clearly, the lowest salary level is not lower than 1,800,000 Kip/person/month or 20,000,000 Kip/person/year.

Fourth: Use modern technical systems and modern technology in the management of civil servants, build management systems such as civil servant cards into civil servant data centers and connect to other domestic systems.

Five: Equality in the use of female and ethnic minority cadres in recruitment, job placement, training, and qualification improvement, and encouragement to work in leadership and management levels.

Sixth: Gradually build and complete the headquarters of the Department of Industry and Trade of Khammouane province to help the Department's civil servants have a suitable workplace, ensuring safety, convenience and a good working environment, which can attract civil servants to work enthusiastically and focus on performing their job functions.

Seven: The work of civil servants of the Department is developed and connected internationally and regionally, and there is more cooperation and exchange of experiences on the work of civil servants in the region and internationally.

3.1.2. Human resource development strategy of the Department of Industry and Trade of Khammouane province to 2025

In the coming time, the Department of Industry and Trade of Kham Muon province will continue to review and rearrange the organizational structure of the departments, offices and affiliated units to ensure clear identification of functions, tasks and workload to regulate the payroll and structure of civil servants according to professional qualifications and at the same time, arrange civil servants in accordance with job positions according to prescribed job title standards.

Conduct a review of the quantity and quality of civil servants to have a basis for planning recruitment, transfer, rotation, promotion, and appointment; review and complete the work of evaluating the quality of civil servants, and have solutions to handle cases that have


incompetent, unqualified, poor health, unsatisfactory work performance. The collective leadership of the unit is particularly interested in and focused on human resource management. In order for all activities of the unit to be effective, it is necessary to have high-quality human resources. Therefore, in the coming time, new and appropriate policies will be developed to attract and retain talented people to stay with the unit.

To complete the assigned political tasks towards successfully implementing the development goals of the industry by 2025, the Department of Industry and Trade of Khammouane province strives to build a team of civil servants with qualifications, skills, discipline, professionalism and public ethics to meet the requirements of the tasks in the current period.

3.1.3. Orientation to create work motivation for civil servants of the Department of Industry and Trade of Khammouane province

To successfully implement the goals and development orientations of the Department of Industry and Trade of Khammouane province in the coming time, one of the important solutions is to create working motivation for civil servants because working motivation has an important and direct impact on the working efficiency of civil servants as well as the level of goal completion of the unit. In the past, the work of creating work motivation has always been of interest to the unit's leaders, however, there has not been a specific research project to implement this content. The identification of the system of needs of civil servants and solutions to create work motivation at the unit still has certain limitations, so it is necessary to research and develop solutions to improve the work of creating work motivation for civil servants, helping them feel secure, encouraging them to work enthusiastically, work with the highest efficiency, helping civil servants themselves feel respected, contributing to the collective towards completing the tasks and goals of the unit is an important issue of the Department of Industry and Trade of Khammouane province in the current period.

In the leadership work, the Board of Directors of the Department always determines that the human factor plays a very important role, so it has advocated and oriented investment and development of human resources, aiming to build a team of civil servants with sufficient quantity and high quality, with professional qualifications and capacity to meet the standards of the rank; constantly improving, creating a working environment that brings the highest efficiency, comprehensively promoting the talents of each civil servant.


In addition, the Department's Board of Directors always identifies the work motivation as a regular, long-term task, perfecting the tools and motivation mechanisms currently applied to maximize the role of measures to attract and retain talented people, senior civil servants, and experienced in practice so that they can feel secure, always accompany and stick with the unit. In addition, the Department's Board of Directors maintains and builds a united, unified collective, promotes democracy, promotes the role and responsibility of the leader, always cooperates and supports to strive to complete the unit's goals. However, with the viewpoint that no matter what form or incentive solution, what civil servants deserve needs to be met and recognized by the Department's Board of Directors, only then can the working spirit and service spirit of civil servants be improved and enhanced.

3.2. Solutions to motivate civil servants of the Department of Industry and Trade of Khammouane province

Based on the analysis of the current situation of work motivation for civil servants of the Department of Industry and Trade of Khammouane province to see the advantages and limitations of this work, the author boldly proposes a number of solutions and recommendations for the Board of Directors of the Department to consider and apply in order to improve the work motivation for civil servants; rationally use and effectively exploit existing human resources to improve operational efficiency, successfully carry out the assigned political tasks of the unit in the coming time.

3.2.1. Identify the needs of each group of civil servants as a basis for proposing appropriate solutions to motivate work.

Currently, the Department of Industry and Trade of Kham Muon province does not have an effective method to collect information about the needs of civil servants in an official and effective manner. The needs of each individual are completely different, divided by gender, level, age and job position, etc. Therefore, in order to have an effective solution to motivate civil servants, it is necessary to determine the needs of each group of civil servants using many methods such as:

- Continue to maintain the form of periodically organizing dialogues and discussions between the Department's Board of Directors, the Trade Union Executive Board and all civil servants or through the information channels of the Women's Union and Youth Union to listen to the thoughts and aspirations of the people.


expectations of each civil servant in the departments, answering questions and difficulties in the work process, in life, creating trust of civil servants in the leadership team, helping them feel secure, feel cared for, shared on the other hand, through that, the unit's leadership team will systematize and grasp the specific needs of civil servants, have the basis to build solutions to create effective working motivation, suitable for the actual situation of the unit and meet the legitimate needs of civil servants.

- Conduct surveys and investigations into the needs of civil servants at the unit with criteria suitable for each subject, classify the importance of each criterion on an increasing or decreasing scale to analyze, compare, and evaluate the urgent needs of the majority of civil servants; divide the subjects of the investigation by gender, age, professional qualifications, job positions, etc. This will help to accurately detect the needs of each group of subjects; synthesize the results, determine the frequency, classify the hierarchy of needs to have appropriate satisfaction measures.

Determining the needs of civil servants should be done annually because the needs are always changing. This will help the Board of Directors promptly grasp the wishes and aspirations of civil servants, thereby providing appropriate solutions to increase motivation for workers.

3.2.2. Perfecting work motivation to stimulate civil servants

3.2.2.1. Completing stimulus measures through financial measures

* Perfect salary and bonus linked to work performance

The demand for high salaries still dominates the work motivation of employees in general and the Department's civil servants in particular. To create work motivation for civil servants and retain them for a long time with the unit, combining the results of practical research at the unit, the author would like to propose some solutions as follows:

Firstly , perfecting a suitable salary system based on consideration and payment of salaries based on the principle of paying salaries according to job position and work performance in both quantity and quality; salaries paid must reflect the distinction between the importance and complexity of each job.

Second , review and complete the criteria for evaluating work performance, ensuring that salaries are linked to efficiency, productivity and quality. Applying the model


The current monthly performance evaluation model, in addition to its advantages, still has certain difficulties and obstacles. For a number of civil servants, the work declaration is a formality and does not accurately and sufficiently reflect the contributions of civil servants to the tasks and goals of the unit or department. Therefore, salaries do not reflect the different levels of contribution of each civil servant in the unit, department or division. Therefore, it is necessary to review, revise and supplement the evaluation criteria framework to ensure completeness. The achievements of civil servants need to be monitored and comprehensively evaluated in terms of task completion results and capacity, behavior and attitude in performing public duties.

Third , in addition to the current allowance regimes, with the characteristics of being a multi-sector, multi-field unit, advising on state management work related to difficult tasks, so in order to promptly encourage and motivate civil servants, it is necessary to consider a support policy of 25% of the current salary.

Fourth , in addition to the bonus budget implemented according to the provisions of the Law on Civil Servants of the National Assembly No. 74/QH, dated December 18, 2015, the guidance on the implementation of the Law on Civil Servants of the Ministry of Home Affairs No. 08/BNV dated August 8, 2016 and Ordinance No. 224/CP dated May 30, 2016 on the implementation of salaries and allowances for civil servants of the Government, the Board of Directors needs to research and have its own policies, specific rewards for civil servants who have excellently completed extraordinary tasks in performing professional tasks such as flood and storm prevention, forest fire prevention, food hygiene and safety, etc., accompanied by a budget commensurate with the efforts of civil servants, contributing to promoting the effect of creating motivation for civil servants to work.

* Improve welfare policies

Welfare policies in the past time have been well implemented and promoted effectively by the Department's Board of Directors in coordination with the Trade Union Executive Board. However, through the survey, the majority of civil servants do not fully understand the welfare policies that they are entitled to. Therefore, in order for welfare policies to be effective and to avoid waste, it is necessary to have more effective public solutions in the coming time, to inform and explain clearly to civil servants to grasp and understand the welfare policies that they receive.

Besides, when choosing and applying welfare policies, it is necessary to consider the feasibility of the policy and the response of civil servants who benefit from the policy because the policy can


inappropriate, not meeting actual needs, leading to them not enthusiastically accepting and supporting, and of course the policy will not be effective despite the cost of implementation. In addition, welfare policies must be suitable for each group of civil servants because young civil servants, with little seniority, have low salaries, therefore have economic difficulties, so they need optimal support in housing (such as exemption from land purchase fees, consideration for renting rooms, etc.) or for civil servants with seniority, most of them are interested in welfare policies related to spiritual life (sightseeing, traveling, etc.).

3.2.2.2. Improve training and development

The survey results show that there are still some opinions that do not really agree with the training and development work. The author proposes some solutions as follows:

- Training and development work must be carried out in accordance with the actual requirements of the unit and the needs of individual civil servants. To do so, it is necessary to identify training needs through a questionnaire developed by the Organization and Personnel Department, conduct a survey so that civil servants can identify their own training and development needs, in which the level of importance of each need is specifically classified. Based on the survey results, identify the needs in order of decreasing concern and decide which needs should be prioritized for training first. This process will help orient and build training courses that are suitable for the wishes of civil servants.

- In addition, training and development work needs to be carried out systematically, with the right people and the right expertise to bring about the best results and avoid waste; building a training system for each job position will encourage civil servants to continuously improve their qualifications.

3.2.2.3. Perfecting the work of promotion and appointment

Firstly , perfect and publicize the criteria and standards for leadership and management positions to motivate civil servants to strive. The criteria and standards must be clear, objective, and not formal, motivating all capable civil servants to strive; for the criteria on professional qualifications, they should be reduced to " initial training level " to ensure fairness and quality in planning and appointment.

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Second , when considering and recommending for appointment, in addition to the collective trust factor, the recommended civil servant must be virtuous, talented, and dedicated to the unit's development goals and strategies; dynamic, creative, and have many new ideas for the appointed position; pay attention to female civil servants, young civil servants with high professional qualifications, ability, good ethics, and enthusiasm. Pay attention to arousing the capacity of weak civil servants, creating trust and support not only from those individuals but also from other individuals in the unit, contributing to creating an effective, friendly, and harmonious working atmosphere.

Third , when considering and appointing, it is necessary to base on the results of assigned tasks and the achievements that civil servants contribute, creating fairness and objectivity in appointment.

Fourth , it is necessary to publicly announce the results of planning for leadership and management positions to ensure transparency and objectivity, creating motivation for civil servants to strive, make efforts and be optimistic about their own development opportunities.

3.2.2.4. Perfecting emulation and reward work

To do well in emulation and reward work in the coming time, the Department's Board of Directors needs to implement the following measures:

Firstly , the time for considering and implementing rewards must be reasonable and timely so that the achievements of civil servants will not be forgotten and will have immediate effects, creating motivation to promote good behavior of civil servants in performing public duties.

Second , diversifying forms of rewards through organizing tours and travel; considering early salary increases; proposing competent high-level agencies to commend and reward in professional fields; ... thereby greatly encouraging the spirit of civil servants, they will feel very honored, proud, and of course will satisfy the need to be respected.

Third , review and adjust the criteria for emulation and rewards to ensure clarity and specificity; adjust the criteria for recognizing initiatives and improvements with the goal of creating fairness for civil servants in all positions, contributing to diversifying and improving the quality of initiatives and improvements in the unit. In considering emulation and rewards, it is necessary to be impartial and objective, ensuring fairness; not to consider based on "title", sentiment, or respect.

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