Brian Jeffrey
Challenges of Transitioning from Public Sector
Leaving the public sector or a familiar workplace can be difficult for many, especially if they lack alternative job opportunities.
Policy Insights from Ministry of Home Affairs
Pham Thi Thanh Tra, the Minister of Home Affairs, has highlighted the need for an effective policy framework as we reorganize our systems. It’s essential to adopt fair and appealing policies.
Encouraging Early Retirement
For capable officers nearing retirement, offering attractive incentives could motivate them to retire sooner. This minimizes disruption and allows for smoother transitions.
Handling Ineffective Personnel
For those whose performance is lacking and need to be let go, we might take cues from China’s approach of reducing personnel by half.
Reassignment and Retraining Opportunities
Workers whose qualifications suit lower-tier roles should be reassigned within their agencies. Additional options include sending them to external organizations where they can contribute effectively.
Moreover, employees could benefit from retraining programs that prepare them for new roles while receiving full salaries during their training period. The state could support them with salaries for up to two years to facilitate their job search. Removing excess staff should be a last resort.
Key Considerations During Restructuring
As organizations reorganize, it’s vital to ensure stability within their structures. Post-merger staff levels should not surpass previous totals, and excess personnel need to be systematically reallocated over a five-year timeframe.
This approach may appear lengthy, yet there is hope for significant improvements in the new organization, as expressed by Party Chief To Lam. However, if the restructuring merely overlays new frameworks on existing personnel, it’s unlikely to yield desired outcomes.
Efficiency and Performance Concerns
If restructuring occurs without personnel adjustments, operational objectives are unlikely to be met. A more reasonable timeline for realigning personnel could be two to three years instead of five, as old practices might hinder efficiency if the same individuals continue to operate within the new structure.
Need for Modernized Policies
Current policies still reflect outdated age limits and public servant criteria. These regulations need to evolve to attract talent from the private sector and make public service more appealing.
Barriers to Attracting Talent
Existing civil service examinations are nearly inaccessible to outsiders due to stringent criteria. This creates obstacles in drawing skilled candidates.
While public non-business entities attempt to lure professionals with labor contracts, such strategies may not be sustainable long-term.
Incentive Discrepancies in Talent Acquisition
In 2017, a government decree aimed to attract talent from top graduates, offering various incentives. However, the confusion between academic success and practical civil service ability is evident. Excelling in academics doesn’t guarantee immediate workplace competence.
Concerns of Fairness in Incentives
Those who are less qualified should not receive disproportionate advantages, as it creates inequalities among public servants. I’ve seen several individuals ascend through educational achievements and secure positions based solely on degrees, receiving salaries comparable to seasoned civil servants.
