Some Issues to Pay Attention to in the Evaluation of Level X Civil Servants in the Coming Time

c) Determine the evaluation cycle

The evaluation cycle for level x civil servants should be regulated monthly, quarterly (3 months), 6 months and 1 year. In necessary cases or for important jobs, it is necessary to organize evaluation according to work progress requirements and after the completion of work.

Practical research shows that the more timely the assessment, the better, should be conducted regularly, alternately, combining many different forms and methods, linked with the work of arrangement and use and reward work to bring about the highest efficiency.

d) Training of assessors

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This is a very important step to ensure effective evaluation. Evaluators need to be trained to understand the evaluation system and its objectives.

assessment; understanding assessment methods and consistency in assessment. There are two ways to train assessors: providing guidance documents and organizing annual training courses.

e) Assessment interview

The evaluation interview is the final but very important step to improve the effectiveness of the evaluation work. It is an official conversation between the direct leader and the civil servant, to review the entire actual work situation of the civil servant, thereby providing them with information about the situation, work performance results in the past time, their strengths and weaknesses in the work process, work potential as well as measures to improve their work performance. At the same time, this is also an opportunity

for leaders to listen to civil servants reflect on the situation of working conditions and environment, advantages and disadvantages, reasons for success and failure in the process of performing assigned work, and thoughts, aspirations, recommendations and proposals to

do a better job in the future.

3.2.2.3. Some issues to note in the evaluation work for level x civil servants in the coming time

In order for the evaluation work to truly create strong motivation for level x civil servants, in the coming time, it is necessary to pay attention to the following issues:

a) In the evaluation, it is necessary to clarify the achievements, work results, and task completion level of the cadres and civil servants.

In the process of evaluating civil servants, it is necessary to first consider and evaluate the achievements, work results, and level of task completion of cadres and civil servants. Next, evaluate the political qualities, ethics, lifestyle, working relationships (with colleagues, with levels and sectors), professional training, health, work efficiency and development potential of civil servants. In which, the group of factors on achievements, work results, and level of task completion of cadres are considered as "necessary" conditions, while the group of factors on political qualities, ethics, lifestyle, working relationships, professional training, health... of civil servants are considered as "sufficient" conditions in the process of considering the arrangement, use, training and development of civil servants.

The process of evaluating civil servants must be based on specific, clear standards of expertise and professionalism, based on specific tasks related to assigned duties and responsibilities. It is necessary to accurately determine the work results and contributions of each civil servant. Take the work efficiency and actual contributions of civil servants as a measure of the qualities and abilities of cadres. Focus on evaluating work potential, discovering virtuous and talented people to nurture,

train them to become leading cadres at the grassroots level and create resources for higher-level leaders. The agencies managing civil servants need to review the responsibilities, tasks, the system of title standards and the criteria for assessing the level of response and completion of assigned tasks of each civil servant title to serve as a basis for evaluating cadres in an objective and scientific manner.

b) The process of evaluating civil servants must be conducted democratically, publicly, transparently, in accordance with principles and regulations.

The work of evaluating each position of civil servants needs to be specified and institutionalized into regulations; specifying evaluation criteria, forms, and methods.

for each stage, each step in the evaluation process. The process of evaluating civil servants must be placed in specific conditions, circumstances and working environment;

placed in a dialectical relationship with the policies of the Party, the State, and the locality for each group of civil servants, as well as in the whole process of striving and developing civil servants.

Conduct annual assessment and classification of civil servants; bring the work

Discipline the staff. Regularly organize tests and assessments of knowledge and capacity of staff. Consider this as the basis for arranging, assigning and using staff in suitable positions. Have appropriate reward and punishment mechanisms.

for each officer and employee commensurate with the level of work completed.

c) Develop appropriate mechanisms and policies for people to monitor and supervise.

CBCC assessment

It is necessary to continue researching and developing appropriate mechanisms and policies to create

favorable conditions for people to actively participate in inspection and supervision,

Evaluate the performance and work of civil servants. In order to promptly detect and handle civil servants who are weak in capacity and ethics, and have degraded lifestyle; select people with good qualities, ethics, and capacity into the civil servant team. Resolutely remove from the civil servant team those who have degraded and changed in morality.

ethics, lifestyle, or people who do not have the capacity and qualifications to undertake work that affects the overall socio-economic development of each locality as well as the country.

d) Use assessment results in management and use of civil servants promptly and effectively.

The final evaluation results should highlight strengths and weaknesses.

weaknesses, the level of task completion of civil servants; pointing out the shortcomings, limitations and clarifying the causes, including both objective and subjective causes. After the assessment, there should be clear, detailed explanations, demonstrations and notification of the assessment results to each civil servant as well as to the entire agency.

unit; at the same time, propose remedial measures to help civil servants promote their strengths, limit shortcomings and shortcomings to strive to improve themselves, and meet the requirements of assigned tasks. Evaluation form

saved in the civil servant's file for management and monitoring according to regulations.

Based on the evaluation results of each position of civil servants, it is necessary to synthesize and analyze the quality of the civil servant team of each organization and agency.

units of each locality; draw out the strengths and weaknesses of the staff and the ability to meet the requirements of the staff. From there,

Make accurate and timely management decisions for each type of civil servant such as: salary, training, rewards, promotion, appointment, job rotation, demotion, termination...; at the same time, have timely measures to supplement and adjust policies on planning, training, fostering and using civil servants for each locality and unit.

3.2.3. Group of solutions on training and development policies for commune-level civil servants

Training and development is one of the high-level needs of civil servants. When civil servants feel the capabilities and opportunities

Training to continue to improve their knowledge, professional capacity and self-improvement will motivate them to work more actively, enthusiastically and make more efforts in the working process. The goal of the training and development policy: to effectively use the existing staff, help staff understand and grasp their work better and perform their functions and tasks more proactively; at the same time, build and develop the staff, gradually improve their qualifications, capacity and adaptability to the work.

in the future

Training and development policies, if designed appropriately, will motivate civil servants to work enthusiastically. However, in current practice, training and development policies

Training and development for civil servants at level x currently still has some limitations and shortcomings. Civil servants at level x do not have many opportunities to be trained and developed. Training and development of civil servants is not according to plan, but is still spontaneous for each person.

Local or individual training is mainly required. Training is not yet linked to placement and use. The placement and use of civil servants is still done arbitrarily, in many places and at times, it is still biased towards personal feelings. Cadres are trained in air

are arranged and used, while arranging and using people who have not received professional training. Moreover, the training content is still general, heavy on theory, scholasticism, books, not originating from the practical requirements of management, operation and socio-economic development at the grassroots level. The state budget, of agencies and units supporting cadres and civil servants at level x to participate in training courses, improve their qualifications and professional capacity is still limited. Most of the funding during the learning process is self-funded by the trainees. In the condition of low salary and income, the opportunity for cadres and civil servants at level x to participate in training courses, improve their qualifications and professional capacity is even lower. In the coming time, it is necessary to innovate training and development work.

For level x civil servants in the following direction:

3.2.3.1. Innovate and improve the work of making annual and 5-year training & development plans for each type of level x civil servant.

The training and development plan for level x civil servants must originate from the practical requirements of socio-economic development and the quality of civil servants in each locality in each period in order to build and develop.

The staff of civil servants must meet the requirements of local socio-economic development both in the short and long term. Ensure that all civil servants with equal conditions and standards have equal opportunities in training and development; at the same time, it is necessary to pay attention to creating conditions for each civil servant to be able to reach out to meet new jobs and new tasks with increasingly higher requirements according to the planning.

Organizational development orientation.

3.2.3.2. Innovate the program, content and form of training and fostering for the team of cadres and civil servants at level x, combining well between theoretical training in schools and training and fostering through practice.

The training program and content on theory ensure basic, practical and suitable for each type of title of civil servant level x, taking into account the specific factors of different regions and areas. Focus on improving practical capacity, skills in performing specific tasks, and handling well diverse issues and situations related to

to the production, business and daily life of the people at the grassroots level. The content must cover all areas of socio-economic management of the local government at the grassroots level; at the same time, it must ensure depth to meet the requirements of performing the work of each position, in accordance with the management and operation practices at the grassroots level.

x level area

Combine well the theoretical training and development in schools and training through practical work. It is possible to apply the training method of the Japanese. Combine training and development with placement. Focus on training and development of civil servants through practical work. Create conditions for civil servants to be able to rotate and practice through different job positions; thereby training them to become people with comprehensive and comprehensive knowledge, meeting increasingly high job requirements, thereby creating opportunities for them to develop into good leaders and managers. After being recruited to work in the x-level government apparatus, civil servants need to be periodically rotated horizontally from one department to another, assigned to be in charge of many different jobs. The purpose of rotation is to help them understand the work of related departments and members; at the same time, for everyone in the organization to understand the capacity and personality of that person. Through that, civil servants know how to coordinate between related departments and individuals in the best way when assigned higher management tasks.

3.2.4. Group of solutions to improve reward policies for commune-level civil servants

Timely rewards and encouragement are one of the important factors affecting the working motivation of civil servants. The survey results show that the reward policy for civil servants at level x in localities still has some shortcomings and limitations: (1) The time for implementing rewards is not timely. Most localities review and evaluate the level of task completion and organize rewards once a year at the end of the year. Very few

Local authorities carry out the work of reviewing and evaluating the level of work completion monthly, quarterly or after the completion of a job to organize timely rewards and incentives for civil servants; (2) The consideration of rewards is not based on the results of the evaluation of the work performance of civil servants; not based on the work achievements of civil servants; (3) The value of the rewards is not commensurate with the results and achievements of civil servants, so it does not really motivate and encourage civil servants to work enthusiastically and make efforts.

From the above reality, in the coming time, the reward policy for level x civil servants needs to be adjusted in the direction of:

Firstly, the consideration of rewarding level x civil servants needs to be organized and implemented.

periodically monthly, quarterly, year-end or after the completion of an important job or task based on the results of the performance evaluation of civil servants and public employees in each corresponding period. In order for the reward work to be carried out fairly, objectively and effectively, it is necessary to develop specific and clear reward regulations; stipulate the process, procedures and forms of reward suitable to the

conditions and characteristics of each unit and locality.

Second, the decision to reward each officer needs to be considered on many aspects. However, the most important and primary basis is the results and effectiveness of the work of the officer based on the results of the monthly periodic assessment.

quarterly, at the end of the year or after completing an important task of each officer. The results of the work performance evaluation are an important basis for considering rewards for officers. Reward work needs to be closely linked to the work performance evaluation of officers.

Third, in order for the reward work to be effective, to motivate and encourage civil servants to work enthusiastically, it is necessary to consider choosing the form and value of the reward suitable for each type of civil servant. It is necessary to avoid egalitarian rewards, the value of the rewards must be commensurate with the results and achievements of the civil servants to truly motivate and encourage civil servants to work enthusiastically and make efforts.

3.2.5. Group of solutions to improve salary policy for commune-level civil servants

In the socio-economic conditions of our country, which are still poor, the income and living standards of the majority of civil servants are still very low. Salary is the main source of income to support themselves and their families. If it is not well guaranteed, it will make civil servants feel dissatisfied, discouraged, and not feel secure in their work, and may even lead to them quitting their jobs. In the coming time, in order to maintain and improve the working motivation of civil servants at level x, the salary policy for civil servants at level x needs to be revised, supplemented, and adjusted in the following directions:

3.2.5.1. Innovate the salary payment regime for level x civil servants in the direction of using work performance results as the basis for determining the actual salary level of civil servants.

Determining the actual salary level of civil servants must be based on the salary coefficient according to the salary scale and grade in the salary table prescribed by the Government.

based on the actual volume and quality of work completed by the staff. The human resource management agency periodically conducts monthly, quarterly and year-end assessments of the performance, work results and task completion level of the staff to determine the specific salary level for each staff.

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