The draft Law on Cadres and Civil Servants (amended) is being discussed by the National Assembly, with a notable new proposal: civil servants who do not complete their tasks after 6 months may be relegated to work; civil servants who have been classified as not completing their tasks for 2 consecutive years will be fired by the civil servant management agency.
These contents are not only a step forward in administrative reform, but also show a change in awareness in the use of people by the administrative apparatus at all levels.
In fact, for a long time, "psy of staff safety" has become a major barrier in building a dynamic administration that serves the people.
In many cases, even if the staff is inadequate, slow, or lacks a sense of responsibility, it is difficult to handle or transfer them because there is no specific mechanism.
Because the evaluation of civil servants is mainly formal, on average, everyone completes their tasks, but sometimes reports or re-evaluations have a ratio contrary to the quality of work in practice.
Therefore, the Ministry of Home Affairs' proposal for a 6-month monitoring mechanism, if not improved, it will be downgraded or terminated, is necessary to create a "healthy circulation" between responsibilities and public service positions.
However, to make this correct policy a fair reality, the key is to build a fair and transparent assessment system, associated with output results.
The assessment of civil servants cannot be based only on the opinions of direct superiors, but must be consulted from many sources: results of task performance, feedback from people, businesses, coordinating units and the public management system.
Only then can we avoid emotional evaluation, taking advantage of regulations to "go" to people who are not in the same interest group or "ignore" weak people out of respect and avoidance.
In addition, it is also necessary to clearly identify the responsibility of the head if the unit has a high rate of civil servants who do not complete their tasks.
Responsibility does not stop at proposing handling but must be associated with organization, training, clear assignment of tasks and timely reminders and support for cadres to have the opportunity to overcome.
Only when the evaluation system becomes transparent and fair, will the elimination of unable-to-work people no longer be controversial, but on the contrary, create motivation for truly capable people.
Another noteworthy point is that the new regulation will abolish all civil servant ranks and switch to management according to job positions. This is in line with the modern trend: instead of "running according to degrees and ranks", the system will focus on the right people, the right job, the right capacity.
If this is done well, it will help reduce the situation of "having a license but not being able to do it", while creating opportunities for talented people with practical experience to contribute through a flexible contract mechanism.
If applied and implemented correctly and transparently, the new proposals in the Draft Law on Cadres and Civil Servants will be a promising breakthrough in improving the quality of the state administrative apparatus.
