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| Dr. Luu Binh Nhuong affirmed that salary and income are the "leverage" of labor and creativity. |
Salary - the driving force of creativity
According to you, if officials and civil servants are not dedicated and wholeheartedly devoted, and do not encourage officials, is salary and income a subjective cause?
For state officials, civil servants and public employees, there are many reasons for not being wholehearted, including issues of salary, income, policies and rewards. Because wholeheartedness also involves the sense of setting an example, sense of responsibility and professional ethics.
Secondly, many people also mentioned the working environment. In an agency with a leader who creates conditions, cares, evaluates, and classifies according to regulations and is fair, the workers will certainly be wholehearted.
Nowadays, science and technology are developing strongly, the application of science and technology has created good working conditions, helping workers have enough conditions to promote their capacity, strengths, and professional expertise.
So, there are many reasons, but in my opinion, salary and income are just one issue, but a very important one. Because in some aspects, salary and income, material and spiritual reward systems are very powerful "leverages" to stimulate and motivate labor and creativity.
So how do you evaluate the implementation of salary policy reform to improve the quality of staff and civil servants?
As I said, the issue of salary creates a “leverage” to stimulate, to make workers strive, to care more about the fate and reputation of the unit they are dedicated to. This is one of the important topics to create solutions to help workers improve their sense of responsibility, increase their love for their job, and their dedication.
Therefore, reforming and innovating the salary regime and policy will be one of the very important factors, if not the most important, to create the best conditions. Workers consider it one of the goals to strive for good and excellent performance; even striving for creative breakthroughs in work.
In fact, personnel work is the root, so what breakthrough solutions are needed in terms of personnel organization, salary increase and salary reform, sir?
If you want to increase salary, you must have a human resource problem first. If you want to solve the human resource problem, you need to balance the salary fund. Thus, these two issues are closely linked together, you cannot talk about human resources without talking about salary, you cannot talk about salary without talking about human resources.
When you want to increase your salary, you should not increase it all at once, or give it to everyone or spread it out evenly to create excitement. Salary goes hand in hand with work. Therefore, first of all, we must talk about productivity, quality, and work efficiency. This work must be linked to each type of professional expertise and related to each job position.
Therefore, reforming and innovating the salary system must innovate the personnel system, in which we must consider the work of cadres and personnel to be reasonable in terms of quantity and quality of people, and must choose people who are capable of taking on and managing at different levels. That means we must arrange the labor force and personnel reasonably, using people in the right profession and profession so that they can develop their strengths.
If we do the salary increase calculation in a "floating water" way, it will not ensure fairness, leading to suspicion and disunity within the organization. Thus, salary increase sometimes becomes a "trap", negativity that can harm the unit or organization itself.
There must be a strategy of "recruiting talented people"
What are your concerns about the question "When will we be able to live on our salaries?" and how can civil servants avoid having "one leg longer outside than the other"?
Salary depends on many factors such as productivity, quality, labor efficiency and economic conditions, leadership role of the head. For example, when running a company without daring to borrow money to pay salaries, even paying very high salaries to employees, will never have a good workforce to make valuable products, breakthroughs to gain high profits. Thus, salary is not only considered as payment for the labor that people put in, but must even be considered as an investment.
In my opinion, the State should also act like businesses. To have good performance, to have a strong State, it must invest in people. To be more precise, invest strongly and one of those investments is through salaries and regimes, policies for workers such as housing policy, allowances, training, fostering...
If we know how to use “money first is smart money”, including salary spending, we will create a good workforce. When we create a new mechanism for salary breakthrough, workers can live on their salary and work with peace of mind. If we think like that, the story of “when will we live on our salary” will gradually narrow the gap.
If we continue to follow the mindset of paying according to the work we do, or paying high wages if we have money, and low wages if we don't have money, workers will never be able to live on their wages in the true sense of the word.
Because society is increasingly developing, the demands are getting higher, we cannot say that today there is no food to eat, tomorrow there is food to eat, which means that people can live on their salary. People must live on higher values, including both material and spiritual values. Therefore, salary must be considered an investment, then we will be able to live on salary.
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| Paying wages will create a good workforce. (Source: NLĐ) |
To create a team of civil servants with expertise, capacity and courage, what recommendations do you have?
The Party and the State have many regulations and each agency and corporation has its own regulations to select and arrange personnel to suit their circumstances, functions, tasks, and organizational structure.
To arrange human resources, the agencies, units, and even the State must have a strategy on human resources and job positions, from which to train, foster and know how to make good use of talents, especially excellent talents, and must know how to "recruit talented people".
However, in reality, the current “recruiting talented people and treating them well” regime seems to be only theoretical. In practice, it can be said that agencies and ministries have not yet practiced and implemented the Party’s policies and the State’s laws on employing talented people. To be more precise, this issue is still… open. For example, National Assembly Representative Le Thanh Van once proposed that the National Assembly should have a law on employing and using talented people, but so far it is clear that this issue is still very far away. Meanwhile, many legal documents also mention it, and we even have regulations on employing talented Vietnamese people living abroad with high technical expertise.
For example, in Ho Chi Minh City, after Resolution 54 on special mechanisms was issued, there was basically a policy of increasing salaries, but in terms of promoting talents, up to this point it has not been really effective.
In areas such as Hanoi, Ho Chi Minh City, Da Nang, etc., there is a need to make use of talented people to serve projects on creating breakthroughs and implementing special mechanisms. In order to build a strong team, with the motivation to perform excellently, or to complete their functions and tasks, agencies and units need to have a strategy. We already have a human resource strategy, but to concretize it for the system of units, it must be based on specific circumstances to be implemented.
The Government will submit to the Central and the National Assembly the implementation of the comprehensive reform of the new salary policy according to Resolution No. 27-NQ/TW from July 1, 2024. What do you expect from this new salary policy in retaining civil servants and talented people?
I think that is a very correct policy. We do not rely solely on this Resolution because there have been many policies before. This Resolution is simply the next step to implement the policy of urging, concretizing and warming up this issue. This is not a completely new Resolution on human resource strategy as well as personnel work.
We should not expect and rely only on this Resolution, but must consider all issues in terms of policies, guidelines and legal regulations. In particular, we must base on actual conditions and circumstances to arrange suitable leaders. Because if the leaders are not suitable, we cannot create a good team of cadres. Therefore, the leaders and heads must be considered, must be arranged appropriately, and the right people must be selected.
Thank you!
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