Why is Conclusion 205-KL/TW a breakthrough?
Conclusion 205-KL/TW allows special recruitment of people with outstanding achievements (awards, inventions, proven products), reducing dependence on severe recall tracking exams. That is, those who can do the job will have an entrance, instead of just being good at taking the exam.
In addition, the conclusion opens a "green path" for excellent young people: New students, if they have completed their 2 consecutive years with honors, can be trained in leadership - management positions, after 1 year of considering the official appointment - not bound by seniority requirements or "enough rounds" of planning. This is a step to remove the bottleneck of "the budget does not wait for the age but... the process". Third, pay according to the created value. The document orients additional allowances for talent groups and allocates resources in the salary fund to compete with the private sector; the treatment is not "equal" but is associated with measurable output and assessment period.
From the perspective of the labor economy, this is a shift from "average" to "paying according to the productivity of the edge" of rare skills. Fourth, along with enforcement discipline. Conclusion 205-KL/TW requires assessment according to specific products, regular screening, handling of abuse of special mechanisms, that is, "special methods" must be exchanged for accountability.
The risk of implementing "half-way"
"Special" without measurement criteria can easily slip into "privilege". If the allowance is not included in the KPI, it will become a " sinking cost". Assigning big tasks without protecting those who dare to do them will push the organization towards "safe" - everyone is afraid of making mistakes. Therefore, the soul of Conclusion 205-KL/TW lies in managing according to the results and ensuring institutional safety for philanthropists.
The things that need to be done immediately are: openly "Prepare work - Prepare people - Prepare measures" for each talent position. Each special decision needs to attach a 12-24 month target table: which products/servities will be put into operation, how much time/costs for people and businesses, the impact index (people will benefit, the level of digitalization of procedures...); establish a "talent Promotion Portal" and a "National Talent District" to operate as a "skills market". Third, piloting " Talent track" in 3 urban areas (Hanoi, Ho Chi Minh City, Da Nang) with 5 key craft groups. Select AI - data - cybersecurity - digital planning - digital healthcare/education. Fourth is the standardization of "public service labor agreements" for talent groups. Clearness in volume - overtime - working conditions, intellectual property rights/co-authorship rights, rate of benefit sharing when products are expanded in scale; conflicts of interest rules in public-private projects; mechanism to protect innovators from "implementation risks".
The union and the governing body co- Drafted a model of the agreement to protect both the talented and the collective. The fifth is the joint venture of public and private secondment with a term and paid creative leave. Allow good private experts to enter the public sector for 6-18 months; basic salary paid by the sending unit, the State pays allowances for completing tasks according to Conclusion 205-KL/TW. On the contrary, civil servants go to "professional" technology/technology enterprises to research to absorb knowledge. This mechanism turns Conclusion 205-KL/TW into a two-way flow of skills, reducing the "cultural gap" between public and private. Sixth, it is necessary to implement a Fund of 10% of the total salary fund for talent: Disbursement according to "results".
Seventh, it is necessary to establish a special ethical - mechanism supervision council with union representatives. The pre-inspection (conflict of interests), post-inspection (results reporting), complaint handling council, and disciplinary recommendations for abuse. All special decisions, quick promotions, and special allowances are reviewed periodically; ensuring that "specialties do not turn into privileges". Finally, it is necessary to link treatment with social security: Housing, healthcare, education, domestic migration. Along with allowances, there should be a comprehensive social security package for people with outstanding contributions: Suat social housing on a transparent priority scale, regular health check-ups, support for children's school, support for jobs for husband/wife when moving to the area...
Trade unions accompany policies
The role of the Trade Union organization is great in consulting from the beginning: Contributing recruitment criteria, KPI tables, working conditions; ensuring the voice of the collective where the talent works. Protect legitimate rights: Stand with the agency to build a public service labor agreement for the talent group; negotiate additional benefits (no salary conflicts, allowances have been stipulated).
transparent monitoring: Coordinate the announcement of the ranking of the public service working environment according to 4 criteria: Fair opportunity, transparency of promotion, psychological safety, lifelong learning. When talented people are respected, the collective is protected, an effective culture will be formed: If you can do the job, you can progress, if you can't complete it, you can transfer - no need to be lenient, no need to "run".
Conclusion 205-KL/TW sets out 4 axes of change: Open the door (excellent selection, promotion), open the way up (gathering leadership for good people), paying the right salary (CPI-attached allowances, competitive salary funds), binding responsibility (assessment according to products, regular screening). The rest is to organize implementation: quickly pilot, publicize KPI, spend money according to results, protect those who dare to do, and the union will monitor. By doing so, the conclusion 205-KL/TW will not stop at the word "breakthrough" but become an institution that values talent - going straight into working life, helping the apparatus to be good at work, fast at work, for the people.
