Use effectiveness and practical value as the benchmark.

In daily work, everyone wants to be recognized for their contributions. A well-deserved title or achievement is not only a source of pride for the individual but also for the team. Achievements are only meaningful when they are genuine, and titles that accurately reflect the value of the contributions.

Minister of Home Affairs Do Thanh Binh presents the draft Law amending and supplementing a number of articles of the Law on Emulation and Commendation. (Photo: Vietnam National Assembly )

In daily work, everyone wants to be recognized for their contributions. A well-deserved title or achievement is not only a source of pride for the individual but also for the team. Achievements are only meaningful when they are genuine, and the title accurately reflects the value of the contribution. Conversely, if rewards are merely ceremonial or distributed according to a system, then this very motivational tool can actually diminish the motivation to strive for excellence.

Over the years, to facilitate management, the allocation of reward quotas by unit or by ratio has been quite common. This method has the advantage of being easy to implement, easy to summarize, and creating a balance among different groups of recipients. However, as the demand for management innovation increases, this very mechanism also reveals clear limitations.

In reality, during review meetings, summary meetings, or traditional day celebrations, many units present impressive achievement reports, accompanied by a large number of awards. It's noteworthy that in many cases, achievements that weren't truly outstanding are still recognized as "excellent."

When awards are given indiscriminately, the line between those who make outstanding contributions and those who merely complete their tasks gradually blurs. When rewards are tied to targets or structures, it's easy for a "take it if it's your turn" mentality to emerge instead of "deserved it." In this case, the goal is no longer focused on improving work quality but on meeting formal criteria to qualify for awards. Therefore, awards cease to be a form of honor and become part of an administrative process.

One readily apparent consequence is the loosening of performance evaluation standards within the organization. Truly outstanding individuals are not clearly distinguished from those who merely complete their tasks. Over time, this fosters a mentality of averaging performance.

Many people choose to perform at a "good enough" level rather than "the best possible," because the final outcome depends not only on work performance but also on the evaluation process.

Many people choose to perform at a "good enough" level rather than "the best possible," because the final outcome depends not only on work performance but also on the evaluation process.

If this situation persists, it will be difficult for the public service environment to establish healthy competition standards based on genuine efficiency. In that case, competition will no longer be a driving force for development, but merely a familiar administrative procedure at the end of each year.

Another fairly common phenomenon is the creation of initiatives and projects solely for the purpose of receiving awards or honors. Some initiatives are created simply to fulfill application requirements, but their practical application value is very limited.

When evaluation criteria are relaxed, the review process easily becomes a mere formality. If not addressed promptly, these manifestations can lead to the practice of "buying titles" and "buying awards," giving rise to a "achievement-oriented" mentality within the public service.

When it comes to "achievement-oriented behavior," it's no longer a minor issue because it risks distorting performance goals, undermining integrity in evaluations, creating an unhealthy competitive environment, and skewing organizational values.

More dangerously, it can create a “ world of false achievements,” where superficial values ​​are equated with genuine contributions. Once titles no longer reflect the true value of contributions, trust in the system of competition and reward is also affected. When trust declines, competition ceases to be a driving force and can become an obstacle to innovation.

When titles and awards no longer accurately reflect the value of contributions, trust in the emulation and reward system is also affected. When trust declines, emulation ceases to be a driving force and may become an obstacle to innovation.

Therefore, revising regulations on emulation and commendation to be more practical and substantive is an urgent requirement today. Laws on emulation and commendation cannot simply aim to ensure that "everyone can be considered," but must ensure that "the right person, for the right achievement, and to the right degree of contribution."

To achieve this, it is first necessary to clarify the boundaries between new achievements and repetitive achievements; between genuine contributions and fulfilling routine tasks; and between exemplary achievements and achievements of the movement. When these boundaries are clearly established, the awarding of titles will be fair and convincing.

Furthermore, a crucial requirement is to develop a performance evaluation system that harmoniously combines qualitative and quantitative criteria. If evaluation is based solely on general comments, it becomes difficult to distinguish the actual level of contribution between individuals and teams. Conversely, relying solely on numbers while ignoring the specifics of the job can easily lead to a mechanical evaluation process.

Therefore, it is necessary to establish clear quantitative criteria linked to work outputs, while combining them with qualitative assessments of creativity, responsibility, the ability to spread knowledge, and the social impact of achievements. When these two factors are appropriately combined, the process of evaluating and rewarding performance will become more transparent and convincing.

In the context of today's rapid digital transformation, applying science and technology to human resource management and performance evaluation is a necessary direction. Digital data systems on task progress, work quality, and the satisfaction level of citizens and organizations can become an important basis for considering awards and commendations.

When evaluations are based on data rather than solely on year-end summary reports, the results will be more realistic, reducing subjectivity and minimizing the pressure of formality in the achievement-building process.

The application of technology also helps shift from process-based evaluation to output-based evaluation, thereby motivating officials, civil servants, and workers to focus on actual work efficiency instead of chasing after formalities.

Furthermore, the responsibility of leaders in identifying, nurturing, and recommending awards is crucial. Allowing individuals to independently prepare their own award nomination dossiers is inconsistent with the nature of recognition; focusing on the quality of emulation and awards is essential so that titles accurately reflect the value of contributions from officials, civil servants, and workers, especially those working directly at the grassroots level.

The responsibility of leaders in identifying, nurturing, and recommending awards is crucial. Allowing individuals to prepare their own award nomination dossiers is inconsistent with the nature of recognition; focusing on the quality of emulation and awards is essential so that titles accurately reflect the value of contributions from officials, civil servants, and workers, especially those working directly at the grassroots level.

The first session of the 16th National Assembly discussed amending the Law on Emulation and Commendation in a way that is more practical and substantive, with effectiveness and ripple effects as the central criteria. This is a necessary step to overcome existing limitations and create a clear transformation in the patriotic emulation movement.

Reforming the emulation and reward system is not only about perfecting a legal regulation but also a crucial condition for building a transparent, fair, and effective public service environment. When titles are awarded to the right people for the right work, each exemplary individual will become a nucleus for spreading positive influence throughout society. When emulation returns to its true value, it will no longer be a matter of paperwork or procedures, but a genuine driving force for development. And that is precisely what officials, civil servants, and workers are expecting from the upcoming reforms to the emulation and reward policy.

CU TAT DUNG

Source: https://nhandan.vn/lay-hieu-qua-va-gia-tri-thuc-te-lam-thuoc-do-post956216.html