Part 2: Building a team of cadres to meet the requirements of the new period: What solutions are needed?

(Chinhphu.vn) - In the context of globalization, digital transformation and deep international integration, the requirements for the Party's cadres and the political system are increasingly high. It can be affirmed that cadres are not only executors but also creative centers, institutional creators, deciding the Party's governing capacity and the country's development.

General Secretary To Lam talks with students who are planning cadres of the 14th Party Central Committee about the new era, the era of national growth - Photo: VNA

Recent practices have shown that personnel work has had many positive changes: the mechanism for controlling power has been strengthened, planning, rotation, and evaluation have become increasingly transparent and democratic, and many innovative models such as "young cadres", "digital transformation cadres", and "female leaders" have shown clear effectiveness. However, there are still limitations such as selection not based on evidence, theoretical training, overlapping management institutions, and limited application of digital technology in controlling power. Therefore, in order to build a team of cadres with qualities, capacity, prestige, integrity, and efficiency, equal to the task in the spirit of the Resolution of the 13th National Congress, it is necessary to deploy a system of synchronous, strategic, and breakthrough solutions to meet urgent immediate requirements, towards sustainable development in the era of digital transformation and international integration.

Staff selection: "Choose the right person, put in the right place, assign the right job"

In personnel work, selection is the first step but has a decisive meaning. A correct policy, a good policy can only be implemented if there is a team of qualified cadres to implement it. On the contrary, if the wrong people are selected, the system will have to spend many years "correcting the mistake", the people's trust will be damaged, and the Party's prestige will be reduced. Therefore, innovation in personnel selection is not only about improving personnel management techniques, but also about innovating the thinking about the power and political responsibility of cadres - "selecting people to build the Party, not choosing people to hold the position".

Resolution No. 26-NQ/TW dated May 19, 2018 of the 12th Party Central Committee affirmed: "Personnel work must be carried out regularly, carefully, scientifically, strictly and effectively; taking work efficiency and people's trust as the main measure"[1]. This is a revolutionary shift in thinking about personnel work - from "selecting people according to records" to "selecting people according to practical actions", from "correct procedures" to "correct substance", from "administrative standards" to "value standards".

First, redefine the criteria for selecting staff.

To meet the requirements of the new era, it is necessary to build a set of criteria for selecting cadres according to five pillars: qualities - capacity - prestige - integrity - efficiency . Qualities are demonstrated in absolute loyalty to the Party, the People, the Fatherland and the socialist regime. Capacity is the ability to make policies, manage change and apply technology. Prestige is verified through trust and practical results. Integrity is the ethical barrier protecting power. Efficiency is the ultimate value of public service actions. From this system of values, it is necessary to build a set of criteria for selecting cadres that are modern, unified, measurable, and linked to each job position. Each cadre needs to have a "digital capacity profile" that honestly reflects the work process, achievements, initiatives, discipline - rewards and social feedback. When the criteria are converted into data, the selection will become objective, transparent, and impartial, ending the situation of "correct procedures but wrong people".

Second, transparency, competition and control of power in selection

Cadre work is a measure of the purity and mettle of the ruling Party. If power is not controlled, it will degenerate; if the process is not transparent, trust will be eroded. Therefore, cadre selection must be carried out in the spirit of "publicity, transparency, real competition, and comprehensive supervision". Regulation No. 205-QD/TW dated September 23, 2019 of the Politburo on controlling power in cadre work and combating the abuse of power and position clearly states: "All acts of abusing power for personal gain in cadre work are strictly prohibited and must be strictly handled" [2]. This is not only an administrative norm but also a political commitment of the Party to "lock down power with responsibility". It is necessary to expand public examinations for leadership positions, independent councils to evaluate, provide social feedback and publish results - considering this as a "mandatory political filter". When power is placed within the institutional framework and under the supervision of the people, confidence in cadre work does not need propaganda, but is self-affirmed by the integrity of the system.

Third, shift from static planning to dynamic planning - creating a real "flow of staff"

In practice, one of the biggest bottlenecks in personnel work today is the static, closed planning mindset, leading to the situation of "standardizing the form, but lacking opportunities for talented people". To overcome this, it is necessary to switch to a "dynamic - open planning" model, in which practical capacity, work results, and the ability to handle difficult tasks are the criteria for discovering, training, and promoting cadres. It is necessary to create a flexible "flow of cadres", helping talented people to be challenged and stagnant people to be eliminated; thereby forming a culture of capacity instead of a culture of seniority, so that cadres are promoted based on their contributions, not on their relationships or age.

A training course for officials, civil servants and public employees of Ho Chi Minh City in 2025

Training and fostering cadres in the new era - developing the capacity to act, linking knowledge with revolutionary ethics

If selecting cadres is the first step, then training and fostering are the long-term operating engines of the entire political system. A team of cadres that are properly selected but not regularly trained and fostered will be like a "lamp lacking oil" - lit quickly but extinguished soon. Therefore, fundamentally innovating the work of training and fostering cadres is not only a professional requirement, but also a strategic task of building political people - loyal, honest, creative, serving the people.

Firstly, lay the foundation of Ho Chi Minh's ideology - ethics - style in all training programs.

Studying and following Ho Chi Minh's ideology, morality and style is not only a political and social movement, but also a method to form the personality, mettle and culture of power of revolutionary cadres. Every cadre training program, regardless of level, must start from the root - that is, educating ideals, training ethics and leadership style for the people. That is the spiritual foundation that helps cadres self-reflect - self-correct - self-resist the temptations of power, material things and fame and fortune; helping them keep "a pure heart in the midst of a complex mechanism". Revolutionary ethics in training today is not only a reminder of virtue, but must become a "hard component" in the system of criteria for cadre capacity, linking ethics with action, with efficiency and with political responsibility.

Second, developing comprehensive capacity – from political thinking to action skills in the digital age

A new-age cadre must "know how to lead with vision, act with data, decide with intelligence and influence with ethics". That is the cadre model that the digital transformation era requires. Therefore, Cadres at all levels, especially leaders and managers, need to be trained in knowledge of modern state administration, digital economy, innovation and international integration. Training cadres in the context of globalization and technology 4.0 is not only about imparting knowledge, but also about training in new management thinking - the thinking of people who dare to innovate, know how to adapt and lead change. Today's leaders must understand economics to make the right policies, understand technology to organize quick implementation, understand people to govern with trust. That is "institutional integration with identity" - integration with global knowledge, but maintaining the political qualities of Vietnamese communists.

Third, closely combine theory and practice - "training through difficulties, maturing through challenges"

There is no better school than the "school of revolutionary life", where cadres are trained in practice and mature through hardship. Therefore, training work needs to be closely linked to practice, with rotation, with difficult task assignment - to train in action, train through dedication, and mature through challenges. It is necessary to incorporate practical experience criteria into the assessment of training quality and cadre planning . That is the spirit of "learning goes hand in hand with practice, practice to learn correctly" - an immutable principle of Ho Chi Minh on cadre education. Only in practice can qualities be tempered, abilities be verified, and mettle be affirmed.

Fourth, modernize training – standardize, digitize and personalize learning

The new era requires every cadre to be a " lifelong learner". Therefore, training needs to be standardized, digitized and personalized. It is necessary to quickly form a "Party digital learning platform", integrating data on courses, results, assessments and feedback; closely linked to the "digital competency profile" of each cadre. This not only helps to manage learning transparently and objectively, but also creates conditions for all knowledge to be transformed into practical action. Instead of training according to trends or certification forms, it is necessary to aim for training according to capacity, fostering according to needs and evaluating according to the results of dedication. This is also the direction in Party building and organization work in 2025 determines: "Applying information technology, digitizing all training and development activities; connecting training data with staff records, ensuring that training becomes a continuous process that can be measured and monitored"[3].

Fifth, place training within the Party's national talent development ecosystem.

Cadre training cannot be separated from the national talent development strategy. We must select the right people to train, train the right people to use, and use the right people to promote. Cadre work must be placed in the " Party's talent ecosystem", where each stage - from discovery, training, promotion to treatment - is closely linked, interacts and is evaluated by the results of serving the people. The principle General Secretary Nguyen Phu Trong affirmed: "Investing in cadres is investing in the long-term, sustainable development of the country"[4]. This is not only a guiding ideology, but also a strategic vision for the development of Vietnamese political people in the new era - cadres who are "both red and professional", have a global mindset and a Vietnamese heart, have pure revolutionary ethics and a desire to contribute to the people.

Perfecting the personnel work system - public, transparent, against the abuse of power and position

In our country's political system, the cadre work institution plays a pivotal role, the foundation for power to be used for the right purpose, for the right subjects, and to serve the people. A weak institution, lacking constraints and control, will create loopholes for group interests and the phenomenon of "buying positions and power"; on the contrary, a strong, public, transparent, and self-monitoring institution will strengthen the trust of the Party and the people, ensuring that power is always operated within the framework of law and revolutionary ethics. The Central Organization Committee's summary report on the Cadre Strategy in the period of promoting industrialization and modernization of the country (2018) clearly stated: "Decentralization and delegation of power in cadre work are not closely linked with responsibility constraints and power control, leading to the risk of buying positions and power and a lack of unity in implementation"[5]. From that reality, the requirement to perfect the personnel work institution has become an urgent task, both strategic and of long-term significance in the work of Party building and rectification.

Firstly, decentralization and delegation of authority must be associated with responsibility and post-control.

Decentralization and delegation of power are inevitable trends in modern management, but without a mechanism for control and binding responsibilities, power can easily be abused and corrupted. In fact, in recent years, our Party has gradually established a conditional decentralization mechanism, delegating power but with clear responsibilities. New documents such as Regulation No. 142-QD/TW dated August 2, 2024 on decentralization in personnel work and Regulation No. 148-QD/TW dated September 11, 2024 on decentralization and control of power in personnel work have clarified authority and responsibility, and at the same time stipulated a mechanism for temporary suspension and quick disciplinary action in cases showing signs of violations. The new spirit of the institution is: where there is power, there must be constraints, where there is delegation, there must be supervision, where there is wrongdoing, there must be timely handling. This is the core principle to ensure that power is not loosened, but is adjusted and controlled within the framework of the Party organization.

Second, fully institutionalize Regulation No. 205-QD/TW to control power in all stages of personnel work.

Regulation No. 205-QD/TW dated September 23, 2019 of the Politburo on controlling power in personnel work and preventing the abuse of power and positions is considered an "institutional shield" to prevent the degeneration of power. This document sets out a legal framework to control power throughout the planning, training, appointment, rotation, dismissal, and replacement of officials, with the spirit: "Do not let those who do not have the qualities, capacity, and prestige into leadership and management positions" [6] . Therefore, the appointment mechanism must be closely linked to results, work products, and social prestige; do not allow the existence of "extortion of power and positions" in any form. Continuing to institutionalize Regulation 205-QD/TW into legal documents and local regulations is a necessary requirement, ensuring that the power control mechanism is operated in a unified and interconnected manner from the Central to the grassroots levels, with no "gray areas" in personnel.

Third, increasing publicity and transparency - an effective form of socialized power control.

Transparency in personnel work is not only an ethical requirement but also a tool to control power through mechanisms. From planning, selection, appointment, rotation to rewards and discipline - all processes need to be made public at an appropriate level, with a feedback mechanism from the organization and the people. Therefore, "Regulations and processes on personnel work are issued more and more synchronously, democratically, transparently and strictly; the work of appointing and introducing candidates for election has many innovations, ensuring the right person, the right job, and the right process" [7]. Publicity and transparency are both measures to check and monitor power and the foundation for building political trust between the Party and the people - a factor ensuring the Party's leadership in the new period.

Fourth, controlling power goes hand in hand with encouraging innovation and protecting cadres who dare to think and dare to do.

Controlling power does not mean restraining the dynamism and creativity of cadres. On the contrary, a good institution must both bind with discipline and arouse the spirit of innovation and political responsibility for the common good. Control is to use power in the right direction; encouragement is to make power most effective. These two factors are not opposed but complement each other in the whole of an honest governance system. Conclusion No. 14-KL/TW dated September 22, 2021 of the Politburo clearly stated: "Encourage and protect dynamic and creative cadres for the common good" [8]. The spirit of this document opens up a new institutional mindset: building a mechanism to "protect pioneers", encouraging cadres to dare to think, dare to do, dare to take responsibility - especially in new, unprecedented fields. To do that, it is necessary to design an "institutional buffer", also known as a "public service sandbox", that allows officials to experiment with policy initiatives within a clearly defined scope, with limited risks, independent supervision and a mechanism of conditional exemption. This is a modern institutional approach, ensuring that power is tightly controlled but not constrained, so that each official can develop their creative capacity within a legal framework of security. When power is bound by responsibility and at the same time fueled by incentives for innovation, the institution will become a "positive political ecosystem", where discipline and creativity go hand in hand for the goal of national development.

Digital transformation in personnel work is not only a technological requirement, but first of all, a step forward in the thinking of governance and the institutional capacity of the Party in the data era.

Applying digital technology in managing, evaluating and developing staff

Digital transformation in personnel work is not only a technological requirement, but first of all, a step forward in the thinking of governance and the institutional capacity of the Party in the data era. If in the previous industrial revolution, cadres were managed by "paper records" and evaluated by "organizational sentiment", now the Party needs to manage the team with data - with numbers that speak, objectively reflecting the qualities and capacities of cadres. Promote the application of information technology and digital transformation to serve leadership and direction; complete the common database on Party building and organization work; implement digital transformation tasks according to Decision No. 204-QD/TW of the Secretariat. Thus, digital transformation in personnel work is not a change of tools, but an innovation in the way power is exercised - from administrative management to governance by data institutions.

First, shift from “administrative management” to “data-driven governance”

For many years, personnel work has been mainly based on records, manual assessments, and closed administrative processes. The limitation of this model is the lack of quantitative evidence, and it is easily influenced by emotions and personal relationships. Entering the digital transformation period, our Party needs to build a modern cadre management model, where all decisions on planning, appointment, rotation, or discipline are based on accurate, real-time, verifiable data. Building a "digital capacity profile" for each cadre - including the entire work history, work results, level of trust, rewards, discipline, initiatives, etc. - not only helps the Party Committee have a comprehensive perspective, but also creates a transparent "chain of responsibility", where all promotions have a clear data trail. Cadre evaluation must be based on quantitative data - productivity, efficiency, social impact, and feedback from the people - to ensure fairness, objectivity, and transparency in the use of cadres. That transformation is the step from "management sentiment" to "institutional positivism", turning cadre management into a scientific process that can be measured, analyzed and explained.

Second, forming a unified, interconnected and secure cadre data ecosystem

One of the strategic breakthroughs of the current regime is to build a national data ecosystem on organizations, cadres, party members and payroll, linked to the national population database. The report of the Central Organizing Committee clearly stated: "The database system is being synchronously deployed from the central to the grassroots level, linked with the cadre, civil servant and public employee management system and the national database" [9]. When completed, each cadre will have a unique political identification code, helping to monitor the entire work process, control integrity, capacity and professional ethics throughout. This is not only a technical step forward, but also an institutional development step - helping power become transparent, controllable and leaving no room for arbitrariness. Moreover, this system is capable of early warning signs of deviation, helping Party organizations to prevent early and remotely signs of degradation in ideology, morality, and lifestyle - instead of only handling them when violations have occurred.

Third, evaluating cadres using technology - from sentiment to empirical evidence

Assessing cadres is a difficult, sensitive and decisive step. For many years, this work has been heavily qualitative, lacking objective data. Digital transformation helps shift from periodic assessment to continuous assessment, from one-way assessment to multi-dimensional and quantitative assessment, based on practical evidence. Assessing cadres is continuous, multi-dimensional, linked to specific products based on job positions and title standards; valuing prestige in the Party and trust among the people; implementing the motto 'there is entry, there is exit, there is up, there is down'. Thanks to technology, data becomes a measure of capacity, and data becomes moral pressure, forcing each cadre to examine himself by work efficiency, not just by "performance reports". This is a shift from "verbal assessment" to "evidence assessment", reflecting the spirit of integrity, impartiality and real efficiency in using cadres.

Fourth, digital transformation - a tool to improve integrity and political responsibility of officials

Digital technology not only helps optimize management but is also the "integrity firewall" of the modern political system. Every decision and action of an official, when recorded on the system, can be traced and verified - making power "anonymous" and wrongdoing "invisible". Thoroughly and strictly implement the control of power and the prevention and fight against corruption and negativity in personnel work; promote the application of information technology in management and administration to ensure transparency and institutional effectiveness. When data becomes a "silent supervisor", public service ethics will not only rely on promises, but will be guaranteed by institutional design - where discipline, transparency and technology blend into an automatic control system. That is the high development of the culture of integrity in the Party - ethics are encoded by institutions, institutions are operated by technology.

Strengthening Party inspection, supervision and discipline; promoting the supervisory role of the people and the press

In the operating mechanism of the ruling Party, inspection and supervision is a mechanism of "self-purification", ensuring that power operates within the framework of ethics and law. Ho Chi Minh advised: "No inspection is considered no leadership" [10] . That idea is concretized today by a series of new regulations of the Central Committee towards proactive prevention, standardization of procedures, increasing the actual power of the inspection subject and expanding social supervision.

Firstly, consider inspection and supervision as an important leadership method, demonstrating the Party's governing capacity.

Inspection and supervision are not only a professional part of Party building work, but also a core leadership method, demonstrating the Party's level of authority in a socialist rule-of-law state. A healthy political system cannot rely on discipline after violations have occurred, but must create a mechanism to prevent violations from the beginning - inspection for prevention, supervision for development. Recent theoretical studies affirm: Party discipline is the firewall of the system. The spirit of 'no forbidden zones, no exceptions' only becomes a cultural habit when inspection and supervision are designed as a learning cycle - public, fair and with a roadmap for correction. When inspection and supervision become "organizational culture", not just "technical measures", the Party will have a solid "political immune system" - where every cadre and every organization knows how to self-reflect, correct and develop itself.

Second, inspection must be proactive, supervision must be regular, and discipline must be strict.

Công tác kiểm tra, giám sát hiện nay cần chuyển từ bị động sang chủ động, từ xử lý sau sai phạm sang phát hiện, chấn chỉnh kịp thời ngay trong quá trình thực hiện nhiệm vụ. Kết hợp kiểm tra thường xuyên với kiểm tra định kỳ, giám sát chuyên đề và giám sát đột xuất; coi trọng kiểm tra ngay từ khi bắt đầu thực hiện nhiệm vụ để kịp thời khắc phục hạn chế, kiên quyết xử lý tập thể, cá nhân yếu kém. Kiểm tra sớm chính là "chữa bệnh từ khi mới chớm" – thể hiện tính nhân văn của kỷ luật Đảng: xử lý để cứu người, chứ không nhằm trừng phạt. Thực tế cho thấy, từ đầu nhiệm kỳ XIII đến nay, đã có 8.469 cấp ủy viên bị xử lý kỷ luật, trong đó có cán bộ diện Trung ương quản lý. Việc "không có vùng cấm, không có ngoại lệ" không chỉ là khẩu hiệu, mà đã trở thành chuẩn mực đạo đức chính trị, biểu hiện sinh động nhất của tinh thần thượng tôn kỷ luật và pháp luật trong Đảng.

Ba là, kiểm tra trong thời đại số – từ phát hiện sai phạm sang cảnh báo rủi ro

Bước vào thời kỳ chuyển đổi số, kiểm tra và giám sát không thể chỉ dựa trên báo cáo thủ công, mà phải dựa trên dữ liệu, phân tích và cảnh báo. Báo cáo Ngành Tổ chức xây dựng Đảng năm 2024 đề xuất xây dựng hệ thống giám sát dữ liệu cán bộ, phân tích tự động các chỉ số rủi ro về tín nhiệm, kê khai tài sản, mức độ hoàn thành nhiệm vụ và phản hồi xã hội. Khi công nghệ trở thành công cụ của kiểm tra, kỷ luật Đảng sẽ được "số hóa" – minh bạch, khách quan, có thể truy xuất và kiểm chứng. Đó là sự chuyển đổi mang tính thể chế: từ kiểm tra con người sang kiểm soát bằng hệ thống; từ cảm tính sang dữ liệu. Nhờ đó, không chỉ giảm sai phạm mà còn tạo niềm tin trong đội ngũ rằng mọi người đều được giám sát công bằng, khách quan – không thiên vị, không cảm tính.

Bốn là, phát huy vai trò giám sát của nhân dân và báo chí – để quyền lực soi mình trong lòng dân

Chủ tịch Hồ Chí Minh từng khẳng định: "Dễ trăm lần không dân cũng chịu, khó vạn lần dân liệu cũng xong"[11]. Nhân dân là chủ thể tối cao của quyền lực, còn Đảng là người được nhân dân ủy quyền lãnh đạo. Do đó, việc để nhân dân tham gia giám sát quyền lực chính là cách Đảng tự bảo vệ mình bằng lòng dân. Cần thể chế hóa đầy đủ nguyên tắc "dân biết, dân bàn, dân kiểm tra, dân giám sát, dân thụ hưởng" thành quy trình cụ thể trong công tác cán bộ: Công bố tiêu chuẩn, điều kiện của các vị trí lãnh đạo; Lấy ý kiến tín nhiệm cộng đồng ở mức phù hợp; Công khai kết quả đánh giá, bổ nhiệm; Bảo vệ người dân và phóng viên phản ánh trung thực. Báo chí cách mạng cần được xem là "kênh giám sát có trách nhiệm" – không chỉ phát hiện và phản biện, mà còn biểu dương điển hình tốt, khích lệ cái đúng, bảo vệ cái mới. Khi nhân dân và báo chí được tham gia giám sát thực chất, sức mạnh "tự chữa lành" của hệ thống chính trị sẽ lớn hơn mọi chế tài hành chính.

Năm là, xây dựng văn hóa kỷ luật Đảng – nghiêm minh nhưng nhân văn, phòng ngừa trước khi xử lý

Kỷ luật Đảng không phải là công cụ trừng phạt, mà là vũ khí bảo vệ giá trị cách mạng, đạo đức và uy tín của Đảng. Quy định số 41-QĐ/TW (2021) về miễn nhiệm, từ chức khi uy tín giảm sút và Kết luận số 14-KL/TW (2021) về bảo vệ cán bộ năng động, sáng tạo vì lợi ích chung là hai trụ cột song hành của văn hóa kỷ luật mới. Một mặt, phải kiên quyết, nghiêm minh với hành vi vụ lợi, vi phạm nguyên tắc; mặt khác, cần khoan dung, khích lệ đổi mới, bảo vệ cán bộ dám nghĩ, dám làm. Đó chính là nguyên lý "xây và chống" thống nhất trong một chỉnh thể: vừa giữ kỷ luật nghiêm, vừa nuôi dưỡng sáng tạo. Khi kỷ luật trở thành văn hóa ứng xử chính trị, nó không còn là nỗi sợ, mà là động lực phát triển – nơi đạo đức và trách nhiệm hòa quyện trong cùng một cơ chế thể chế hóa.

Năm nhóm giải pháp nêu trên – từ đổi mới tuyển chọn, đào tạo, hoàn thiện thể chế, ứng dụng công nghệ số đến tăng cường kiểm tra, giám sát – tạo nên một kiến trúc chính trị – hành chính hiện đại, minh bạch và liêm chính, nơi quyền lực được kiểm soát bằng thể chế và đạo đức được bảo vệ bằng công nghệ. Thực hiện đồng bộ các giải pháp đó không chỉ nâng cao chất lượng đội ngũ cán bộ, mà còn củng cố niềm tin của Nhân dân, biến "đạo đức công vụ" thành giá trị văn hóa và "hiệu quả chính trị" thành chuẩn mực quản trị quốc gia. Đến năm 2030, tầm nhìn 2045, việc hoàn thiện cơ chế, quy trình công tác cán bộ không chỉ nhằm tạo ra đội ngũ "đủ và đúng", mà còn hướng tới xây dựng nền văn hóa chính trị công vụ kiểu mới – liêm chính, trách nhiệm, sáng tạo và phục vụ, xứng đáng với vai trò lãnh đạo của Đảng và khát vọng phát triển phồn vinh, hạnh phúc của dân tộc Việt Nam.

Dr. Nguyen Thi Thanh Mai

Department of Organizational and Personnel Science Research - Central Organizing Committee

Kỳ cuối: Sử dụng đúng cán bộ và trọng dụng nhân tài

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[1] Ban Chấp hành Trung ương Đảng (2018), Nghị quyết số 26-NQ/TW ngày 19/5/2018 về tập trung xây dựng đội ngũ cán bộ các cấp, nhất là cấp chiến lược, đủ phẩm chất, năng lực và uy tín, ngang tầm nhiệm vụ , Hà Nội

[2] Bộ Chính trị (2019), Quy định số 205-QĐ/TW ngày 23/9/2019 về kiểm soát quyền lực trong công tác cán bộ và chống chạy chức, chạy quyền , Hà Nội

[3] Ban Tổ chức Trung ương, Báo cáo số 349 -BC/BTCTW ngày 21/12/2024 tình hình, kết quả công tác tổ chức xây dựng Đảng năm 2024; phương hướng, nhiệm vụ năm 2025

[4] Đảng Cộng sản Việt Nam (2021), Văn kiện Đại hội đại biểu toàn quốc lần thứ XIII , tập I, NXB Chính trị quốc gia Sự thật, Hà Nội, tr.178

[5] Ban Tổ chức Trung ương, Báo cáo tổng kết Chiến lược cán bộ thời kỳ đẩy mạnh công nghiệp hóa, hiện đại hóa đất nước , Hà Nội, 2018

[6] Bộ Chính trị, Quy định số 205-QĐ/TW ngày 23/9/2019 về kiểm soát quyền lực trong công tác cán bộ và chống chạy chức, chạy quyền , Hà Nội, 2019

[7] Ban Tổ chức Trung ương, Báo cáo số 349 -BC/BTCTW ngày 21/12/2024 tình hình, kết quả công tác tổ chức xây dựng Đảng năm 2024; phương hướng, nhiệm vụ năm 2025

[8] Bộ Chính trị, Kết luận số 14-KL/TW ngày 22/9/2021 về khuyến khích và bảo vệ cán bộ năng động, sáng tạo vì lợi ích chung , Hà Nội, 2021

[9] Ban Tổ chức Trung ương, Báo cáo số 349 -BC/BTCTW ngày 21/12/2024 tình hình, kết quả công tác tổ chức xây dựng Đảng năm 2024; phương hướng, nhiệm vụ năm 2025

[10] Hồ Chí Minh, Toàn tập , Tập 6, Nxb Chính trị quốc gia Sự thật, Hà Nội, 2011, tr. 302

[11] Hồ Chí Minh, Toàn tập , Tập 7, Nxb Chính trị quốc gia Sự thật, Hà Nội, 2011, tr. 146

Nguồn: https://baochinhphu.vn/ky-2-xay-dung-doi-ngu-can-bo-dap-ung-yeu-cau-cua-thoi-ky-moi-can-giai-phap-gi-102251029093948755.htm