In that reform flow, the draft Decree on civil servant assessment and classification drafted by the Ministry of Home Affairs is attracting attention when for the first time KPI (Key Performance Indicator) becomes the evaluation platform.
This is a historic new step forward in shifting the assessment of task completion of civil servants with the traditional emotional element to management based on more specific, fair and transparent results - something that has been popular in businesses.
However, KPI is not the only measure to evaluate the effectiveness and attitude of civil servants in serving the people.
As Dr. Doan Van Tinh - Deputy Head of the Department of Human Resources Management at the Academy of Public Administration and Management, member of the Vietnam Association of Administrative Sciences: KPI is not a "magic stick", a "kill of vanity" and "immutability". We cannot use KPI to comprehensively evaluate, but should focus on some key indicators, qualitative and streamlined assessment. Balance the measurement of " quantity" and "quality"; consider the opportunity cost in measurement".
An obvious risk is that if designing a machine KPI, civil servants can follow the number of processing records, the number of issued documents, the rate on time... but forget the quality of service. Therefore, KPI must be closely linked to the final result and people's satisfaction, instead of turning into a "digital game".
The biggest advantage of KPI is to clarify the goals and results of each position, limiting the situation of "anyone completing tasks". However, KPI is not only to "score points" but must also encourage civil servants to self-assess, self-adjust, and change their working habits towards more transparency and professionalism.
More broadly, KPI must be viewed as a tool to lead the change of public service culture, contributing to creating a public service culture that promotes responsibility, where each individual knows what they must do and what they contribute to the collective.
In modern management, KPI is successful when it becomes a tool for training and developing capacity, not a stick to punish the weak. If operated properly, KPI helps leaders detect bottlenecks early, have timely training and fostering solutions.
With this approach, civil servants will consider KPI as a " mirror" for maturity, instead of a pressure that makes them avoid it.
When KPI becomes a driving force to improve public service culture, not a formal pressure, then administrative reform will truly go into depth, show more effectiveness, efficiency, and better service to the people as set out.
