VCN- The Customs Department has issued a plan to renovate a number of human resource management (HRM) activities based on job placement in 2018.
The goal is that by 2020, a comprehensive set of capacity building, workforce management and human resource management activities will be implemented in the major areas of expertise of the sector for salary policy under job placement. Around the implementation of this plan, Customs Newspaper correspondent interviewed Deputy Director General of Customs General Hoang Viet Cuong (photo).
Could you explain the purpose and significance of the Customs sector's promulgation of the Renewal Plan for a number of activities based on job placement in 2018?
In fact, it is not now that the Customs sector has just issued a Plan for Renovation of human resource management (HRM) activities based on job placement.
It can be said that the General Department of Customs has been at the forefront of state administrative agencies in research and development of these activities since 2014. However, the activities of renovating the operation of human resource capacity based on job placement have not achieved the expected results. This is partly due to the time when the customs sector has concentrated on reforming the customs procedures and operations, coordinated with other ministries, branches to reform administrative procedures, specialized inspection in import-export activities, the implementation of the national single window mechanism, ASEAN Single Window to reduce the time of goods clearance for enterprises. In addition, the renovation of human resource management based on job placement has not been implemented by many units. As a result, plans have generally not met the objectives set for the desired duration.
In the current context, the Party and the State are increasingly fierce in streamlining the mechanism to implement Resolution 18-NQ/TU on 25th October, 2017 of the Central Committee on continuously renovating and reorganizing the apparatus of the political system in a streamlined, effective and efficient manner, raising the quality of the contingent of cadres and civil servants; As a result, the customs sector is facing the pressure of increasing work load by 10-20% per annum. By 2020, the import and export turnover will increase by 80%, the number of declarations will be doubled compared to 2015. Before the requirements and pressure mentioned above, the renovation of the method of managing quality management based on job placement capacity is a trend that is becoming mandatory, must be implemented even faster, otherwise it will lag behind and not follow the direction of the Party, State.
Therefore, the whole sector needs to concentrate its resources, be determined to implement plans to renovate HRM capacity based on job placement to ensure it is timely and has quality.
In recent years, the phrase of HRM based on job placement has been mentioned. This is a new concept; could you please clarify this new method?
State management based on capacity based on VTVL is that all current staffing activities such as recruitment, training, placement, rotation, planning and appointment are all based on evaluation. The capacity to determine the appropriateness of the capacity of each cadre and civil servant and the capacity required to fulfill the assigned tasks of each job placement.
The results of capacity assessment of cadres and civil servants will be the basis for the implementation of all staffing activities such as training, arranging, and transferring, at the request of each job placement.
If this is done well, it will contribute to the right people in the right job, reducing the disposition of the person who is not in the right position, leading to trouble, harassment and negativity.
This is a difficult task because it involves people, but Customs is determined to do it and believes that there will be a positive effect.
So how is the plan deployed in the Custom sector?
In the immediate future, in 2018, the sector will focus on assessing the capacity of cadres and civil servants not to hold leading positions in 6 main areas of business (management supervision, export tax, anti-smuggling, post-clearance inspection, Risk Management, Dealing with Breaches) from the General Department to 7 Customs Departments of provinces and cities: Hanoi, Hai Phong, Da Nang, Ho Chi Minh City, Dong Nai, Binh Duong, Quang Ninh.
Depending on the specific plan of each unit, the above-mentioned provincial/municipal Customs Departments shall evaluate the capability of public employees who are not leading the work in the field of management supervision and export tax in July, August. For civil servants working in the remaining 4 areas (anti-smuggling, post-clearance inspection, risk management, violation handling), the time for organizing the capacity assessment will be from September to October.
For departments of the General Department, civil servants that do not have the leading positions in the professional positions under the Department of Supervision and Management, the Department of Import-Export Taxes, the Anti-Smuggling Department, the Post-Customs Clearance Inspection Department, the Administration Department Risk, and Legal Department, will be assessed for capacity in September, October this year.
With the implementation of this plan, how can the cadres and civil servant in the whole sector have the opportunity to train, transfer and arrange jobs, Sir?
It can be said that the implementation of renovating the performance of HRM capacity based on job placement will open a great opportunity for all cadres in the whole industry.
Competency assessment will be an opportunity for cadres and civil servants to assert themselves before leaders and colleagues alike. Evaluation results will be an important basis for arranging work. For example, a civil servant who has a good appraisal result will have the right to ask the leader to consider and arrange more difficult jobs in accordance with his or her own strengths.This avoids the situation of subjective feelings where leaders do not assign tasks, have not promoted all strengths, which affects the opportunities to frequently cultivate and improve the capacity of cadres.
Through the results of capacity assessment, each cadre and civil servant will know his weaknesses that need to continue for an improvement to reach the desired position and level. This is also an opportunity for cadre and civil servant to be sent to training courses or self-directed training courses on the spot with the support of leaders or experts in the unit to improve the capacity and assurance for a better job. At the same time, the job placement Handbook will be an effective tool for each cadre and civil servant to improve their capacity, to minimize errors in the processing of work.
Especially, through renovating this human resource management, cadres and civil servants will have more opportunities to be arranged and transferred to their desired job placement. In the coming time, the General Department will pilot the application of capacity assessment as an entrance examination of job placement. The results of the capacity assessment will be an important criterion for deciding the transfer of officials and employees.
Thus, it can be said that renovating the capacity-based HRM based on job placement will help to clarify staffing activities, ensuring that all staff have the right to be arranged and classified into appropriate job placements. With their own strengths, they are supported throughout the process of working through professional manuals, trained to improve their capacity in accordance with the requirements of work.
To effectively implement this plan, what solutions should be deployed, Sir?
It can be said that in all modernization reform activities, renovating the operation of HRM is the most difficult and complicated to implement. This is an activity directly related to human beings, human rights. Therefore, in order to ensure the implementation of the Party's, the Government's and the Branch's guidelines on renovating the personnel organization, the activities of renovating the human resource management are implemented as follows:
Firstly, to thoroughly understand and propagandize and help cadres and civil servants in the whole industry understand the necessity and practical benefits for each cadre and civil servant in renewing their capacity based on job placement; Learn more about these activities. Each of them will actively participate, contributing to the successful implementation of the plan.
Secondly, there must be the participation of leaders of the General Department and heads of units in directing and allocating sufficient resources to ensure the timely completion and quality of the work set out in the succession plan.
Thirdly, the General Department will apply a multidimensional supervision regime, including the monitoring of the General Department's Office and a specialized group, ensuring the leaders of the General Department timely catch up with arising problems and set out solutions to ensure the schedule of operation and quality.
In addition, the General Department will have a reward system, recognizing the contribution of active individuals in the implementation of innovative activities of HRM in this capacity.
Thank you Deputy Director General!
By N.Linh – M.Trâm/ Huu Tuc