A fair evaluation mechanism is needed.

Along with the policy of merging administrative units, streamlining the apparatus, and restructuring the workforce of officials and civil servants, the issue of public sector personnel is entering a new phase. It's not just about reducing the number of departments or staff; the requirement now is to build a more efficient operating system with a capable workforce.

In this context, the draft amendment to Decree 179/2024/ND-CP on policies to attract and utilize talented individuals shows a notable shift in the thinking behind public personnel management. While previously the focus was often on "staffing management," the issue now is how to attract and retain talented people within the state apparatus.

This is a practical requirement. After the merger, the scope of management is larger, the workload is greater, and the operational pressure is higher. A streamlined system will struggle to operate effectively without a team with sufficient expertise and adaptability. This is especially true in areas such as digital transformation, urban planning, public finance, and administrative reform, where the public sector urgently needs high-quality personnel.

However, the current paradox is that while the demand for talented individuals is increasing, the attractiveness of the public sector is not commensurate. The private sector is willing to pay higher salaries, grant greater autonomy, and create a more flexible environment. Meanwhile, in many places, recruitment mechanisms remain rigid, compensation systems are based on averages, and employee evaluations still heavily emphasize seniority over job performance.

In reality, many highly qualified individuals who previously worked in government agencies left after a short time due to low income, limited opportunities for advancement, and a lack of competitive motivation in the workplace. After mergers, if work pressure increases but the operating mechanisms remain unchanged, the risk of "brain drain" becomes even more apparent.

What the public is concerned about right now is not just preferential policies, but the environment where talented people can work and develop their abilities. Talented individuals are unlikely to stay long-term if work processes are still too bureaucratic, the fear of responsibility remains, or every decision is dominated by a mindset of absolute safety.

An IT engineer struggles to innovate within a lengthy, bureaucratic system of approvals and referrals. Similarly, a financial expert finds it difficult to make breakthroughs if every proposal has to go through too many intermediaries. Talented individuals often need space to experiment, innovate, and be evaluated based on concrete results.

Another issue is that the criteria for identifying "talent" must be transparent and genuine. Without clarity, policies can easily become merely superficial priorities or foster a sense of rivalry within the organization. Attracting talented individuals is not just about offering higher salaries; it also requires fair evaluation mechanisms, proper utilization of personnel, and empowerment commensurate with their abilities.

Streamlining the administrative apparatus should not be understood simply as reducing the number of people. More importantly, it means building an efficient public service with a team that is competent, responsible, and motivated to contribute. If this is achieved, the merger policy will not only make the apparatus more compact but also create opportunities for the public sector to truly become stronger.

According to Vinh Tung (NLDO)

Source: https://baogialai.com.vn/can-co-che-danh-gia-cong-bang-post587417.html