Correct assessment to use the right staff

In the process of managing and using cadres, civil servants, and public employees (generally called cadres), the cadre assessment stage is extremely important and necessary. Assessment is the premise and basis for implementing the stages: planning, training, fostering, rotation, appointment, and for implementing reward and discipline policies for cadres.

At the same time, through evaluation, it will help staff realize their working qualities and abilities to what extent to promote, or overcome and correct in order to constantly practice and mature better.

In any agency or unit, only with correct assessment can the staff be planned and used properly, effectively promoting the staff. However, this is also considered a difficult task in many agencies and units. Resolution 7 of the Central Committee (12th tenure) clearly stated that "staff assessment is still a weak link, not reflecting the reality, not linked to specific results and products, and in many cases is still emotional, respectful, lenient or prejudiced".

In fact, the work of evaluating cadres in many agencies and units today still lacks scientific nature, is general, is expressed at a qualitative and emotional level, and lacks quantitative and specific criteria. In the evaluation organization stage, self-criticism and criticism are not high, and are still dominated by hesitation, respect, avoidance, and fear of conflict. Therefore, Mr. Vo Van Thuong (when he was still the Standing Member of the Secretariat) said: "Before detecting violations, many cadres were assessed as having completed their tasks well". Mr. Nguyen Van Nen, Politburo member, Secretary of the Ho Chi Minh City Party Committee commented: "Currently, we have 3 types of cadres: The first type, dares to think, dares to do, dares to fight and take responsibility; the second type, does as others do, goes as far as they go; the third type, the negative part, only thinks about personal interests". Along with these three types, there is also the situation of cadres being afraid of responsibility, avoiding, and shirking responsibility... It can be said that this situation is not limited to any locality or sector. In Binh Thuan, recently, at the Conference to review Resolution 08-NQ/TU (term XIV) on promoting the mobilization of investment resources for the development of socio-economic infrastructure by 2025, Secretary of the Provincial Party Committee Duong Van An pointed out the situation of being afraid of responsibility, avoiding, and shirking responsibility of a number of civil servants of local departments, branches, and sectors, thus going around in circles in giving opinions on projects and investment attraction policies. Therefore, the work of evaluating cadres in the coming time in agencies and units must go into substance to clearly identify and correctly classify groups of cadres.

To improve efficiency and properly evaluate the nature of personnel work, what needs to be done now is that based on the regulations of the Central Government and competent authorities, agencies and units using cadres need to issue a set of evaluation criteria suitable to the characteristics of their agencies and units. The criteria must clearly identify specific products associated with each job position, be scientifically developed with the motto of clear people, clear work, clear responsibilities; classify between cadres without positions and cadres with leadership and management positions, and be linked to the results of performing the tasks of their agencies and units. The evaluation criteria must quantify the results of performing the tasks of each individual, specifying the plus points in a number of criteria, such as: Level of task completion, number of times completed ahead of schedule; number of difficult and unexpected tasks resolved during the year; number of times commended and rewarded. And minus points for the number of times and the level of violations, shortcomings, criticism, and reminders, the more accurate and realistic the implementation is. Currently, some localities, sectors, and fields have increased the application of information technology in personnel management, so the evaluation is more realistic than before. For example, at the "one-stop" department, there are surveillance cameras and equipment to evaluate the level of satisfaction of people when performing administrative procedures, or officers with substandard attitudes and poor service are all recorded by surveillance cameras, as a basis for comparison when evaluating.

To get to the essence, it is necessary to determine the core of political mettle, ideological stance, moral qualities, lifestyle, sense of discipline, working style and manners as the foundation; taking the results of performing assigned duties and tasks as the main measure. Promote the responsibility of each individual, especially the leader must be exemplary in conducting self-criticism and criticism. It must be based on the viewpoint of openness, democracy, impartiality, comprehensiveness, avoiding narrow-mindedness, one-sidedness, and favoritism; it is necessary to rely on many information channels of superiors, subordinates, and the masses to ensure accuracy and high efficiency in the work of evaluating cadres.

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