Summary of doctoral thesis human resource development on economic management in the provincial level administrative agencies in vietnam

MINISTRY OF MINISTRY OF PLANNING AND INVESTMENT EDUCATION AND TRAINING CENTRAL INSTITUTE FOR ECONOMIC MANAGEMENT VO XUAN HOAI HUMAN RESOURCE DEVELOPMENT ON ECONOMIC MANAGEMENT IN THE PROVINCIAL-LEVEL ADMINISTRATIVE AGENCIES IN VIETNAM Major: Economic Management Major code: 9.31.01.10 SUMMARY OF DOCTORAL THESIS HANOI - 2020 The thesis is completed at: Central Institute for Economic Management Supervisors: Dr Nguyen Tu Anh Dr Vu Dang Minh Reviewer 1: Assoc.Prof.Dr Vu Thanh Son Reviewer 2: Assoc.Prof.Dr Nguyen Viet Vuong Reviewer 3: Assoc.Prof.Dr Nguyen Thi Lan Huong The thesis shall be defended in front of the Thesis Committee at Institute Level at Central Institute for Economic Management At hour date month year 2020 The thesis can be found at: - The Library of Central Institute for Economic Management - The National Library, Hanoi INTRODUCTION Rationale In Vietnam, the implementation of the policy of HRD for economic management in the provincial state administrative agencies has achieved specific results However, many new issues need to be further researched: The situation of brain drain from the public to the private sector; difficulties in attracting high-quality human resources to the economic-related state agencies; low quality of public service provision; depleted motivation of public officials; cumbersome apparatus, etc Under these realities, and the requirements of the state administrative reform, implementing renovation policies on standards of civil servants, improving the quality of them to match with the needs of instantly increasing integration, especially when the 4th industrial revolution is taking place, the development of human resources management in the state administrative agencies at the provincial level is an extremely vital, both theoretical and practical significance Therefore, I chose the topic "Human resource development on economic management in the provincial-level administrative agencies in Vietnam" for my thesis Aims and significance - Aims: Based on clarifying theoretical and practical issues and proposing solutions to develop economic management human resources in provincial state administrative agencies in Vietnam, the thesis will provide scientific arguments for state agencies to formulate strategies and policies for developing human resources for economic management in the provincial state administrative agencies in Vietnam in the coming period - Significance of the research: (1) Theoretical significance: Systematize and clarify general theoretical issues, define a research framework for the development of human resources management in economic management at the provincial state administrative agency (2) Practical significance: the thesis has reviewed and assessed the current situation of HRD for economic management in the provincially governmental agencies in Vietnam, discovered weaknesses and causes, and proposed solutions groups, the thesis will be a useful reference for central and local state management agencies Structures The main content consists of chapters: Chapter 1: Overview of researches on developing human resources for economic management in state administrative agencies at the provincial level Chapter 2: A literature review for developing human resources for economic-management in regulatory agencies at the provincial level Chapter 3: Current situation of the development of human resources for economic-management in provincially administrative agencies in Vietnam Chapter 4: Perspectives and solutions to develop economic-management human resources in governmental agencies in provinces in Vietnam CHAPTER 1: OVERVIEW OF RESEARCHES ON DEVELOPING HUMAN RESOURCES FOR ECONOMIC MANAGEMENT IN STATE ADMINISTRATIVE AGENCIES AT THE PROVINCIAL LEVEL 1.1 Literature review of published scientific works related to human resource development for economic management 1.1.1 Literature review of international research David Osborne and Ted Gaebler (1992), "Reinventing government: How the entrepreneurial spirit is transforming the public sector?” highlight the principles that will be applied to create a new government, reform the public administration system, create motivation for public officials Beer et al., (1984), “ Managing Human Assets,” proposed a model of Harvard map of human resources management, with a focus on human-to-human relationships, attaching importance to communication, motivation, and leadership Hans-Jürgen Bruns (2014), “ HR development in local government: how and why does HR strategy matter in organizational change and development?” show how and why HRD is vital in organizational change and development Po Hu (2007), “ Theorizing Strategic Human Resource Development: Linking Financial Performance and Sustainable Competitive Advantage,” the study offers a strategic model of human resources development including five components: Personal Development, Training and Development, Organizational Development, Performance Management, and Leadership Development Raudeliūnienė & MeidutėKavaliauskienė (2014),“ Analysis of Factors Motivating Human Resources in Public Sector Social and Behavioral Sciences” It shows that the performance of public organizations depends mainly on the education level of civil servants as well as their capabilities Among the material factors, salary motivates employees the most The most effective means of driving employees are social security, insurance, and working conditions Khan, J & Charles-Soverall, W (1993), “ Human Resource Development in the Public Sector: A DevelopingCountry Experience” point out several issues that need to be addressed on a priority basis, including outlining human resource management policies and implementing performance evaluation systems Jang Ho Kim (2005), “New paradigm of human resources development: government initiatives for economic growth and social integration in Korea” have conducted in-depth research and analysis on education and vocational training issues, combining training with development research, issues on building a learning society in Korea to contribute to the development of high-quality human resources for the country 1.1.2 Literature review of national research Trần Thọ Đạt, Đỗ Tuyết Nhung (2008) “ The impact of human capital on the economic growth of provinces and cities in Vietnam” analyzed the impact of human capital on economic growth through the consideration of provincial and municipal economies in Vietnam Thang Văn Phúc Nguyễn Minh Phương (2005) “Theoretical and practical basis for building the contingent of cadres and civil servants” studied the building of a contingent of cadres and civil servants associated with building a socialist rule of law State of the people, by the people, and for the people Nguyễn Kim Diện (2008) “Improve the quality of the contingent of civil servants in Hai Duong" analyze and assess the current status of human resources for carrying out administrative tasks with particular successes and limitations in the field of organizational and non-business in Hai Duong province Triệu Văn Cường (2017), “Improve the quality of training and retraining of cadres and civil servants to meet the requirements of development and international integration,” pointed out that with the purpose of improving the quality of the contingent of cadres and civil servants to ensure that they have sufficient qualifications and capabilities to meet the requirements of the country's development and international integration, the training and retraining activities are vital Lê Quân et al (2015), “Researching and applying the competence framework in developing human resources for management and public administration in the Northwestern region,” the proposed capacity framework emphasizes the capacity to understand the geopolitical, cultural and economic factors in the Northwestern region, and focuses on the leadership, management, and public administration capabilities Đặng Xuân Hoan (2019), “ Renovating the training and retraining of cadres and civil servants to meet requirements and tasks in the new conjuncture,” given some limitations of the training and retraining of cadres and civil servants in our country over the past time from which proposed several significant solutions Trần Văn Ngợi (2015), “ Attract and use talented people in the Vietnamese administrative agencies,” detect inconsistencies in the perception of talented people in state administrative agencies, shortcomings, limitations, and causes of defects in attracting and appreciating talented people in state regulatory agencies; and propose solutions Bùi Anh Tuấn (2013), “ Renovating human resource management in state administrative agencies in Vietnam,” points out the limitations in human resources management in the state administrative agencies in Vietnam today and recommend some solutions to innovate this work Ngô Sỹ Trung (2014), “ Policy of high-quality human resources in the provincial State administrative agencies of Danang City,” supplementing and clarifying a variety of scientific theoretical issues on the high-quality human resources policy in the provincial administrative agencies Nguyễn Phú Trọng, Trần Xuân Sầm (2003), “ Scientific justifications for improving the quality of staff in the period of forwarding industrialization and modernization of the country” propose a system of points of view, directions, and solutions to improve the quality of the contingent of civil servants Bùi Đức Hưng (2017), “Building a contingent of economic management public employees of the Ministry of Construction,” studying experiences in building a contingent of civil servants working in the construction industry in some countries, proposing major solutions for creating a unit of economicmanagement civil servants of the Ministry of Construction Nguyễn Văn Đông (2015), “The contingent of key officials on the provincial economy in Hoa Binh during the period of international integration,” studied theoretical basis and practical experience on building a contingent of critical provincial economic staff in international integration, assessing the status of virtually economic personnel in Hoa Binh province and proposed several solutions Vy Văn Vũ (2005), “ Planning, training and using the contingent of civil servants working on state management of economy in Dong Nai province,” from the criteria of the contingent of cadres and civil servants working on economicrelated state agencies, the author has assessed the situation and pointed out the advantages and disadvantages of the planning, training, and employment of the contingent of economic management officials 1.1.3 Summarize and evaluate unresolved issues and some issues that the thesis will focus on solving Published studies have not yet given a relatively complete theory, and there are no in-depth studies to explain the theoretical basis as well as no research framework and specific solutions for developing human resources for economic management in provincial state administrative agencies There have not been any scientific works announcing research results on developing human resources for economic-management in provincial state agencies in Vietnam The issues raised by the thesis focused on: Clarifying the content of concepts such as developing human resources for economic management in state agencies at the provincial level; influencing factors, evaluation criteria; clarify roles and characteristics; assessing the current situation; achieved results and limitations; find the cause of the barriers, as a basis for the development of human resources in the provincial state administrative agency in Vietnam 1.2 The thesis research approach 1.2.1 Objectives of the thesis Overall objectives: Explain clearly the scientific basis for HRD for economic management in the provincial state administrative agency in Vietnam by 2025 Specific objectives: (1) Systematize and explain more clearly the theoretical basis for HRD for economic management in provincial governmental agencies (2) Objectively assess the status of labor resources development in economic management in the state agencies at the provincial level in Vietnam (3) Proposing a group of solutions to develop economicmanagement human resources in the local government in Vietnam by 2025 Research questions: (1) What are the perspective and concepts from which developing economic management human resources in the provincial state administrative agency are approached? What is the content, influencing factors, assessment criteria of HRD for economic management in provincial state agencies? (2) Why is it necessary to develop HRD in the provincial state regulatory agency in Vietnam, what is the limitations? (3) What are the solutions to HRD for economic management in provincial state agencies in Vietnam by 2025? 1.2.3 Subject and scope of the thesis research Research subject: Theoretical and practical issues on the development of economic management human resources in provincial state administrative agencies and solutions for the development of human resources for economic management in state agencies at provinces in Vietnam to 2025 Scope of the research: The dissertation focuses on researching the development of economic management human resources in provincial state administrative agencies in Vietnam Here, human resources for economic governance in the provincial regulatory agencies can be defined as the contingent of cadres and civil servants working at the specialized agencies under the provincial People's Committee performing the function of state management of the economy The thesis studied in 63 provinces in specialized agencies under the Provincial People's Committee, including Department of Planning and Investment; Department of Industry and Trade; Department of Transport; Department of Finance; Department of Construction; Department of Agriculture and Rural Development; Department of Natural Resources and Environment, Department of Science and Technology The data assess the situation from 2011 to the present, focusing on analyzing the period of 2011-2018, the solutions are proposed until 2025 1.2.4 Approach and methodology Approach: Using the theoretical basis for developing human resources for economic management in the organization and the role of the State for the development of human resources for economic management in provincial state administrative agencies, applying them to specific cases of in Vietnam Methodology: systematize, generalize, synthesize, descriptive statistics, statistical analysis, comparison, case studies, sociological surveys, etc CHAPTER 2: A LITERATURE REVIEW FOR DEVELOPING HUMAN RESOURCES FOR ECONOMIC-MANAGEMENT IN REGULATORY AGENCIES AT THE PROVINCIAL LEVEL 2.1 Economic state management of state administrative agencies at the provincial level 2.1.1 Provincial state administrative agencies Definition: Local state administration agencies, depending on the political institutions of each country, may have different naming methods such as state governments, provincial state administrative agencies, local government, etc Local governments are responsible for managing the state administration on the local level Characteristics of provincial state governmental agencies: (1) To exercise state power when participating in legal relations in order to exercise legal rights and obligations with the aim of public interests (2) has the highest position among the local state administrative agencies, performing the task of uniform state management in each field of the locality (3) Human resources in the provincial agencies are civil servants formed from recruiting, appointing, or voting under the law 2.1.2 Economic state management of provincial state management agencies Aims: State management of the economy is the organized and legal effect of the State on the national economy to make the most effective use of domestic and foreign economic resources and possible opportunities to achieve economic development goals of provinces and cities The content of state management of the economy in the state administrative agencies at the provincial level: (1) Building the overall planning of socio-economic development, sectoral development, urban and rural development within its management; elaborate long-term and annual plans on socio-economic development of the province for approval by superior authorities (2) Making state budget revenue estimates in the area; making estimates of local budget revenues and expenditures; prepare the plan of budget estimate allocation and submit it to the People's Council of the same level for decision (3) Direct and inspect the tax authorities and agencies assigned by the State to collect local budgets (4) Exercise the right to represent the owner of the State's contributed capital in the enterprise and the right to represent the owner of land in the locality as prescribed 2.2 HRD in economic management in the provincial state administrative agency 2.2.1 Human resources for economic management in state administrative agencies at the provincial level Definition: In this thesis, human resources for economic management in provincial-level governmental agencies can be defined as the contingent of civil servants working in specialized agencies under the provincial People's Committee (departments) with management functions They are people who not directly produce material goods and services but who play an essential role in the local socio-economic development, and they have not only played a promoting role but also a barrier to the growth Characteristics: In addition to the typical features of human resources in the provincial state administrative agency, there are some differences such as, (1) Being recruited and appointed to the ranks, positions, titles in the provincial specialized agencies perform the function of state management in economy (2) Having appropriate qualifications and capabilities in economics, policy, and administration or other majors but equipped with additional knowledge of economics and management (3) Directly participate in the process of advising, planning, and organizing the implementation of policies and mechanisms for the socio-economic management of the province (4) Ability to propose an optimal plan to use the resources of society effectively (5) Representing the State to perform public duties in the locality to complete the task of State management economically (6) A bridge between the State and the people as well as other economic organizations in the province (7) Being competent, intellectual, having financial, and managerial skills (8) Experience in organizing, implementing economic activities, handling situations (9) Having in-depth knowledge about the market economy, development trends of the world economy Classification: In this thesis, the author ranks according to the nature of 10 the work of cadres and civil servants: leaders, managers; professional civil servants; and administrative staff Roles: (1) Participate in the process of advising, planning guidelines, strategies, orientations, and policies for economic development; building economic-management mechanism and institution of the province (2) Bringing policies, guidelines, procedures, policies, plans, and economic development projects into reality at local levels (3) Gathering legitimate and reasonable aspirations of the people, being a bridge between the State and people and economic organizations, contributing to institutional reform (4) Make the most effective use and exploitation of provincial resources and opportunities (5) Carry out management functions such as forecasting, planning, organizing, guiding, urging, inspecting, adjusting, evaluating, summarizing, etc (6) the decisive factor to ensure the public services are provided in a quality manner The capacity framework of economic management human resources in provincial public administrations is a collection of competencies classified by several main groups such as (1) Ethical qualities, political qualities; health; age; political theory; Education; foreign Language; Information Technology; experience, etc (2) Professional capacity (3) Local knowledge capacity (4) Self-management capacity (5) Management organization capacity 2.2.2 HRD in economic management in the provincial state administrative agency 2.2.2.1 The concept of human resources development in the state regulatory agencies at the provincial level Human resource development of economic management in provinciallevel state agencies is the process of implementing policies, recruitment, planning, training, retraining, construction, arrangement, and appointment , assessing to create a change in quantity and quality in terms of physical strength, intelligence, skills, knowledge, the spirit of each public employee, creating a proper workforce for economic management for local socioeconomic development 2.2.2.2 The objective of developing human resources for economic management Ensuring the leanness and development of economic management human resources with high professional qualifications, rational structure, positive working attitude and motivation, and access to latest methods and skills, advanced management, suitable application of recent technology in 12 resources in Japanese, French, Chinese, and Singaporean governmental agencies in order to draw Vietnam some lessons in boosting the labor for economic management in Vietnam’s local agencies: Properly and fully aware of the role, importance, strengthening the effectiveness and efficiency of state management of human resource development for economic management; attracting and recruiting human resources through fair and public contests, expanding recruitment sources; training and retraining of professional competence should be done as soon as candidates are hired through the job and organize training courses instead of substantial certificates; the use and appointment should be active and competitive; Salary and welfare policies by market CHAPTER 3: CURRENT SITUATION OF THE DEVELOPMENT OF HUMAN RESOURCES FOR ECONOMIC-MANAGEMENT IN PROVINCIALLY ADMINISTRATIVE AGENCIES IN VIETNAM 3.1 Overview of the state agencies implementing economic management functions in the provincial state administrative agencies in Vietnam 3.1.1 Agencies that perform economic management functions within the provincial public administration in Vietnam In this study, the Ph.D student focused on researching human resources development in departments among the agencies with state management functions on the economy in the provincial state administrative agencies: Department of Planning and Investment; Department of Finance; Department of Industry and Trade; Department of Agriculture and Rural Development; Department of Construction; Department of Natural Resources and Environment; Department of Science and technology; Transport 3.1.2 Current situation of devolvement and decentralization of economic management to provincial state administrative agencies in Vietnam For nearly three decades, Vietnam has implemented a strong devolvement of economic management for local authorities and state regulatory agencies at the provincial level The government has assigned more and more rights to localities, the process of devolvement of control takes place in six primary areas: development planning, planning, and investment; budget allocation; land management and use; manage capital and assets at state-owned enterprises; managing non-business units and public services; organizational structure, management of public officials 3.2 Analyze the current situation of the development of economic 13 management human resources in the provincial state administrative agency in Vietnam 3.2.1 Characteristics of economic management human resources in provincial state governmental agencies in Vietnam 3.2.1.1 Quantity, structure Until 2017, about 27,988 public officials were working in provincial agencies under eight departments with state management function in economics, accounting for about 11% of the total public administrative officials of the country This number is not evenly distributed among provinces, with Hanoi and Ho Chi Minh City being the two cities with the most significant amount of economic management officials with 1,584 and 832, respectively The number of economic management officials ranged from 394 to 485 From 2012 to 2017, the number of economic management officials in provincial state administrative agencies fluctuated slightly, with an increase and decrease of the following year compared to the previous year from 1.2% to 2.9% Among these, the percentage of public officials under 30 years old accounts for only a small rate (16%), from 30 to 50 years old accounts for 66%, from 50 to 60 years old accounts for 18%, this is the rate showing the temporary youth but in The future will cause a shortfall of adjacent staff, with the number of women-only accounting for 36% Considering the nature of the work, the number of managers from the department level to the departmental leadership accounts for a sizeable proportion (47.8%), this is a difference with the developed countries in the world, especially currently, there is a sign of "inflationary of deputy-position" (too much of the deputy officers) By sectors and fields, the number of public officials working in the Department of Agriculture and Rural Development is the largest with about 4,914 (accounting for 18% of the total number of public officials working in state administrative agencies at the provincial level), other departments ranging from 2,520 (Department of Science and Technology, 9%) to 3,402 (Department of Planning and Investment, 12%) 3.2.1.2 Current quality of human resources About the educational level of the contingent of civil servants working in state administrative agencies at the provincial level, most of them are university, the percentage of masters and doctors is increasing This situation is also unreasonable compared to other developed and developing countries when state management is doing more and more in-depth research In particular, qualifications sometimes is inadequate 14 with the knowledge in Vietnam The level of informatics, foreign languages, and civil servant skills of public sector officials in the provincial state administrative agencies in Vietnam is still low compared with the requirements of competition, integration, and modernization of the administration 3.2.2 Current situation on formulating mechanisms and policies Until now, Vietnam has had Law on public officials and legal documents in the state management of human resources development Additionally, in order to develop human resources for state management in general and for economic management in the provincial state agencies in particular, the provinces have directed the study to draft and promulgate timely documents on cadre management regulations to concretize the regulations on recruitment, employment, appointment, re-appointment, dismissal, resignation, mobilization, rotation, and management of provincial cadres and civil servants 3.2.3 Current situation of planning, recruiting, using and appointing Attracting and hiring talented people to economic state management agencies in the state agencies at the provincial level are facing specific difficulties which have a significant impact on the efficiency as well as the goals and meanings that the policy has set, such as Determining the criteria for today's talented people is still heavy on qualifications; It has not been implemented synchronously, unified and not associated with the task requirements of each industry, each level, each agency or unit; not closely associated with respect and respect; Objects attracted, recruiting is not diverse The mobilization and rotation of leading and managerial officials have solved the localized state; supplement more young and trained officials, gradually rejuvenating and improving the quality of the workforce However, there are many cases of inappropriate recruitment, appointment, and rotation of civil servants in several places as Quang Nam, Hai Duong, Vinh Phuc, Ha Giang, Da Nang, Hau Giang, Ho Chi Minh City, and Thanh Hoa, etc The issue of developing a master plan for economic management of human resources in the provincial-level state administrative agency is medium Only about 29-43% of the respondents said that planning work includes planning subjects, planning processes, planning standards, planning, and use, and planning and training is proper 3.2.4 The reality of training and development The training, retraining and development of labor for economic manangement in provincial state agencies shall comply with regulations 15 However, the coordination in implementing the tasks of training, fostering and developing among units is still not proper, the task of reviewing needs and formulating plans are not linked, leading to a number of participants not yet reached; the content of the training program is less practical skills, training results have not been fully assessed, the training effectiveness is low Regarding the system of training institutions, the quality of human resources development in the state administrative agencies at the provincial level is quite large, most of the provinces have cadre training schools but mainly political training rather than professional knowledge and practical skill training In economic management, ministries and central agencies also have their own training centers and institutes, but their implementation is ineffective and fragmented 3.2.5 Current situation of assessment work The comments and assessments still revealed many shortcomings: The tasks of individuals and collectives have not been attached to the results of assigned work, so when classifying public officials is not really objective, impartial, and yet reflect the capacity of officials; the organization and implementation of documents on staff assessment to public officials are still slow, not timely, incomplete, and in some cases, not implemented; Evaluation content and criteria are always general and qualitative; also applies to many subjects, not yet identifying each type of agency, unit, and appropriate work nature; a number of provincial state management agencies in charge of economics have not focused on the evaluation before introducing personnel to be planned, promoted, appointed 3.2.6 Current situation of motivating personnel Salary policy in the state administrative agencies at present, including the system of ladders, tables, ranks, salary grades, and allowances, although there have been many improvements, still has not guaranteed justice as well as been incompatible with job position requirements; the division of personnel ranks to senior experts is still inadequate, heavy on qualifications and seniority; does not work to attract highly professional people; create more inequalities among subjects, industries, and regions; create consequences to encourage civil servants to run for ranks and positions without focusing on improving professional capacity, and discouraging striving for a professional career Insufficient income earns away the motivation to strive and creativity in the work of economic management public servants, the desire to rise to achieve a high professional level is also very limited Furthermore, remuneration policies and benefits are 16 unreasonable, inadequate facilities, poor working environment, the phenomenon of brain drain in the public sector are quite common 3.2.7 Current situation on some criteria for evaluating the development of economic management human resources in provincial state administrative agencies in Vietnam - Based on the quality of economic management and business environment construction: Through PCI data from 2011 - 2018, in general, provinces and cities in the top 10 have the best and worst PCI index, not too many changes The regions in the first group are still: Binh Duong, Da Nang, Vinh Long, Ho Chi Minh City, Lao Cai, etc in recent years, there has been a definite breakthrough in provinces such as Long An, Dong Thap, Quang Ninh , Ben Tre, Hanoi, etc this proves that the human resources for economic management in the provincial state administrative agencies in these localities have improved better One remarkable result is that the PCI of the best provinces does not change much; even more, it tends to decrease compared to the years before 2011 In contrast, the PCI of the areas at the bottom of the rankings tends to increase and shorten the gap with the top groups; in 2006, the differences between the top and bottom provinces are about 40 points, by 2018, about just 12 points away which shows that the labor resources development in economic management in the provincial state administrative agencies of the localities in the bottom group are showing signs of improvement, but, the top group has not changed too much - In terms of operating efficiency, policy implementation, and public service delivery: PAPI index over the years 2011 - 2018, in some content indicators, regional focus when classifying based on four groups still has a clear effect, despite the changes in the structure of indicators in 2018 Northern provinces/cities tend to reach the medium-high to highest scores in the indicators of 'Participation of people at the grassroots level,' 'Publicity and transparency in decision making,' and 'Accountability to the people.' In contrast, southern provinces/cities tend to get higher scores in the 'Control of corruption in the public sector' index In the two new content indexes, Northern provinces/cities tended to achieve higher scores in the 'Electronic governance' content index, but inferior to the southern provinces in the 'Environmental governance' index These regional differences may suggest a number of solutions for localities to resolve various remaining problems PAPI results show that local authorities need to consider people's feedback through specific criteria when looking for solutions to improve people's satisfaction with the efficiency of public governance and administration To meet those legitimate 17 needs, the contingent of cadres and civil servants working on economic management in the provincial state administrative agencies need to have appropriate qualifications and capabilities - The reality of administrative reform in the provincial state administrative agencies performing the function of state management of the economy in Vietnam: According to the survey results from 2012 - 2018, the average PAR index tends to increase or decrease according to the cycle period, specifically from 77.08% (2012), 77.56%, 81.21%, to 85.11% (2015); 74.64%; 77.72%; then down to 76.92% (2018), especially the rapid deceleration in 2016 after reaching the peak of 2015 and the score gap between the first and last provinces is narrowing Besides, the average value of the component index "Administrative modernization,"; "Reforming the administrative apparatus," and "Building and improving the quality of public officials" over the years are not high This situation implies that we need to have the solution of developing labor resources for economic management in different provincial state administrative agencies for different localities or localities At the same time, we need to speed up to build the E-government, intelligent government, reviewing, streamlining the apparatus, streamlining staff, improving the quality of human resources for economic management - Current situation of sustainability: The survey results show that the development of human resources for economic management in the provincial state administrative agencies in Vietnam has not been sustainable, not guaranteed to meet the human resource supply for the current local economic development as well as the local and national development needs in the future 3.3 Overall assessment of the status of development of economic management human resources in the provincial state administrative agency in Vietnam Achievements: There are a large number of people with a diverse and abundant structure in terms of training, quality has been increasingly improved, the structure of human resources across sectors and fields is quite uniform, most all have university degrees and the number of graduate students is higher and higher; organizational reform has been strongly and drastically implemented; assessment of economic management officials has always been concerned by the provincial state administrative agencies, gradually improving the quality and efficiency; the attraction and recruitment activities have been implemented more and more synchronously and consistently, in association with the task requirements of each industry, each 18 level, each agency, and unit; training and retraining are focused on the job position, leadership, and management standards Limitations and weaknesses: Firstly, mechanisms and policies on human resources for economic management in provincial state administrative agencies have not had any breakthrough Secondly, human resource planning and recruitment has not been renewed The number of sources put into the planning is not rational, there is the phenomenon of both redundancy and lack, "suspended planning" Thirdly, the employment, appointment and rotation of economic management human resources in provincial state administrative agencies are still inadequate Fourthly, the training and development of human resources is still limited The computer and foreign language skills of economic management public servants are still low compared to the requirements of competition, integration and modernization of the administrative system, failing to meet the socioeconomic development needs of localities and being incommensurate with their degrees and certificates Fifthly, the assessment of human resources for economic management still reveals many limitations; many criteria to assess civil servants are qualitative; sometimes the evaluation is perfunctory Sixthly, the mechanism of motivating human resources for economic management in the provincial state administrative agencies has not really been paid attention Wages of civil servants working in economic management at provincial state administrative agencies are really low, make them live beyond their means Seventhly, the grouping in the development of economic management human resources in the provincial state administrative agencies in Vietnam is not really clear, leading to the unreasonable structure of civil servants in economic management between branches, localities and overcrowding in volume Eighthly, the development of economic management human resources in the provincial state administrative agencies in Vietnam has not been intrinsically sustainable, and has not met the human resource supply for local economic development in the present as well as the development needs of the locality and the nation in the future Causes of the restriction: (1) The inconsistency and not strict of the legal system on civil servants (2) The policy of developing labor resources for economic management in the provincial state administrative agencies has not kept up with the changes in the economic situation (3) Working conditions, facilities, technological infrastructure, and equipment for cadres and civil servants working on economic management and public service 19 activities are still limited (4) The budget for salary payment for cadres and civil servants is still low (5) Weak training and retraining institutions, lack of appropriate investment (6) Institutional management of the market economy is outdated and not synchronized; High-quality human resources are both lacking and weak (7) The implementation of the Party's Resolution, the State's legal policies of agencies and units, is still slow and drastic (8) Awareness of the work of labor resources development in economic management in the provincial state administrative agencies in leadership and professional agencies is not commensurate with the role and characteristics of this team (9) Some units have not focused on directing and strictly implementing the stages of the process of developing labor resources management in economic management (10) The sense of responsibility of a part of cadres and civil servants who are afraid of argument and just want to remain "stable" (11) The organization of the apparatus is not streamlined, heavy, slow, and inefficient CHAPTER 4: PERSPECTIVES AND SOLUTIONS TO DEVELOP ECONOMIC-MANAGEMENT HUMAN RESOURCES IN GOVERNMENTAL AGENCIES IN PROVINCES IN VIETNAM 4.1 Context, advantages, and difficulties in developing human resources for economic management in provincial state administrative agencies in Vietnam 4.1.1 Context of the development of human resources for economic management in provincial public administration in Vietnam The world is changing very fast, in the next decade, peace, cooperation, and development continue to be a big trend, the China-United States trade war is escalating, the 4th industrial revolution has taken place rapidly, transitioning from traditional Public Administration to new public management Vietnam is a country that is heading for integration and genuine participation in multilateral international economic links; the Vietnamese economy is facing a critical stage, if not taking the opportunity to accelerate, then it will be underdeveloped and difficult to escape the average income trap for decades 4.1.2 Advantages, disadvantages, and requirements on the development of economic management human resources in provincial state administrative agencies in Vietnam Central and local leaders have recognized the critical role of developing economic management human resources in provincial public 20 administrations, with more and more international agencies participating in State administrative reform project in Vietnam However, provincial-level state agencies in Vietnam are facing "brain drain," and competition from the private sector and technological infrastructure is still too outdated Developing human resources for economic management in provincial-level state administrative agencies in Vietnam is facing the requirements and challenges of accelerating the speed of international economic integration, globalization, and the process of building and perfecting a socialist-oriented market economy The State must identify risks to minimize adverse impacts, ensuring that the process of international economic integration benefits economic-management officials in provincial state administrative agencies 4.2 Perspectives and orientations for development of economic management human resources in provincial state administrative agencies in Vietnam 4.2.1 Perspectives - Developing human resources for economic governance in the provincial state regulatory agencies is a decisive factor for the process of industrialization, modernization, and international economic integration of localities and the country - From 2021, applying a new wage system that is consistent across the entire political system, wages must be the primary source of income for civil servants - Developing human resources for economic management in the provincial state administrative agency based on the relevant socio-economic development strategy in each respective period, ensuring an appropriate structure between sectors and between localities - Human resources development in economic management in the provincial administrative agencies must combine harmoniously to ensure fairness and national interests with the use of mechanisms and tools of market economy in developing and using human resources 4.2.2 Orientations - Innovating awareness and state management on the development and use of economic management workforce in provincial administrative agencies; - Provinces need a plan for the development of economic management human resources in provincial-level state regulatory agencies in sync with the overall development strategies of the regions - To build and develop a contingent of economic management, public 21 employees towards professionalization, high professional qualifications, proper use of foreign languages, and information technology; have economic management capacity - Renovating the work of fostering the contingent of officials and public employees working on the economy in appropriate and productive forms - Regularly check and evaluate the implementation of administrative reform Prescribing the results of regulatory reform implementation is the criterion for assessing the emulation, commendation, and appointment of economic management public servants in the provincial State Administration - Improve the national education system in the direction of an open education system, lifelong learning, and building a learning society To replan the education institution network in a concentrated manner 4.3 Solutions for developing economic management human resources in provincial state administrative agencies in Vietnam 4.3.1 Group of solutions to perfect mechanisms and policies for economic management human resources in the provincial state administrative agencies in Vietnam Renewing the system of mechanisms and policies on building, developing, and using human resources for economic management in the provincial state agencies is the first and most meaningful solution for the development of labor for economics management in these agencies The focus is on the enhancement of a system of standards and professional standards of economic management cadres and civil servants based on the job positions of the provincial state administrative agency, associated with the development of criteria for evaluating the quality of the contingent of civil servant cadres, as a basis for the planning, management, training, arrangement, and use of human resources Along with that is the renewal of recruitment, employment, and remuneration mechanisms; have appropriate policies to attract and use talents, leading experts 4.3.2 Group of solutions on the renovation of planning development, recruitment of human resources for economic management in the provincial state administrative agency in Vietnam The planning and hiring of economic management civil servants in the provincial state agencies must start from the job needs Therefore, it is necessary to define the planning age clearly and thoroughly, ensuring all short-term, mediumterm, and long-term planning To achieve this goal, the agencies must combine different solutions synchronously, such as establishing a list of job positions and structure, from there, there is the basis for planning, recruiting the right people, the 22 right jobs, the right quantities, ensuring a reasonable arrangement Planning and recruitment must always be in a "dynamic" state, with a particular link between human resources of the public sector and the private sector One of the solutions to improve the quality of civil servant recruitment is to apply information technology to the entrance exam for foreign languages and information technology instead of certificate qualifications and not to use the same requirements for different positions Also, it is essential to expand recruitment sources, set up recruitment and elimination mechanisms to find the most talented people 4.3.3 Group of solutions on the use, appointment, and rotation of economic management human resources in the provincial state administrative agency in Vietnam - The arrangement and use of human resources: Need to associate with the requirements of the job position Complete standards for each position and title in the provincial state management agency of economy from which to arrange work accordingly; must ensure for long-term goals, bring efficiency, meet the requirements of professional practice; synchronized with planning, training, and retraining; regularly review, evaluate and classify the appropriateness in staff arrangement and employment, thereby restructuring human resources; must base on the practical needs of each unit and the qualifications and capabilities of each civil servant - Regarding the appointment of leading and managerial civil servants: To study the elaboration of a scheme on recruiting leading-level, departmentand-ministerial-level leading cadres, which prescribes the recruitment principles and requirements for the participants, especially considering to request the applicants to have an action plan on building and developing the agencies; recommending policies for the perspective officials to join in an apprenticeship in leadership and management positions; promoting and appointing must ensure objectivity, fairness, and democracy; if a civil servant is selected, if after five years he/she is not appointed to a higher position, he or she should be back to the old job or dismissed - Improving the quality of the work of mobilizing and rotating civil servants: Having unified regimes and policies to encourage, motivate and create conditions for switched civil servants to work comfortably, have regulations on arrangement and evaluation of public employees after rotation 4.3.4 Group of solutions for training and developing human resources - Complete the training needs assessment: There are many training needs assessment methods; among them, the 6-step training needs assessment method 23 is quite simple and easy to apply for provincial agencies It includes preparing, determining gaps in results of work performance, identifying causes of disparities, proposing solutions to solve problems, determining importance and order of priority for training needs, deciding the optimal choice of training needs - Completing training and development planning: After determining the priority order of training and development needs, training plans need to be formulated - Improve the organization, implementation of training and development: When implementing the training plan, it is necessary to be flexible in using training forms and methods, ensuring conditions for operation The training is conducted - Evaluate training and development effectiveness with four levels: Reaction: how much they like the course; Learning: what they learn from the course; Application: how they apply what they have learned to their work and Effectiveness: What is the effect of investing in training? 4.3.5 Group of solutions on human resource assessment and classification Need to change the approach of perspective, thinking about civil servant assessment Selective acquisition of modern management and management approaches used in public sector management, intending to develop individuals and organizations Develop evaluation standards, processes, and audit cycles; these contents should be clearly presented in the document and widely disseminated to public officials Using a combination of multiple assessment methods, including internal and external assessment, from which to obtain multidimensional information about the work process of individuals in the agency, as a basis to determine competence work and adaptability 4.3.6 Group of solutions for motivating human resources (1) Completing the wage policy: wages must be commensurate with the value of labor They must ensure three aspects: maintain your own life, partly to accumulate for the family, and partly to precautions against possible risks Wages need to ensure competitiveness with the private sector in the area (2) Renovating emulation, commendation, and working environment: Policies on rewarding cadres and employees with outstanding achievements, providing comprehensive health insurance programs, training, concessions supplementing, building a healthy workplace culture environment, etc to help officials and employees balance work and family life (3) Set up the preferential treatment regime in the key direction: Focusing on the subjects of experts, good managers, making a difference in the treatment compared 24 to other subjects (4) Arouse the beliefs and inspirations of cadres: The beliefs and inspirations of colleagues make officials feel the national aspiration, support, and companionship to perform good and meaningful jobs 4.3.7 Group of solutions on classifying in developing human resources for economic management in provincial state administrative agencies in Vietnam Each locality, each region, each industry, each different position needs different solutions Therefore, we need to group as classifying by locality, grouping according to the nature of the job, sorting by fields of work, etc to have solutions to develop human resources in economic management in the provincial administrative agencies appropriately 4.3.8 Group of solutions on sustainability criteria in labor resources development for economic management in provincial state administrative agencies in Vietnam In order to ensure the sustainable development of the economic management work in the provincial state administrative agencies in Vietnam: (1) It is necessary to calculate and restructure the contingent of economic management cadres at the localities and the appropriate departments, agencies, so it will be consistent with the development needs of each unit, to avoid raking phenomena equal to the same payroll norms (2) Have specific policies in place with actions to increase the proportion of women and ethnic minority officials (3) Strengthen young, well-minded, and capable leaders, reduce the incompetent leaders and managers both in terms of ethical qualities, professional capacity, health, and passive, incapable cadres (4) It is necessary to have a comprehensive perspective on the allocation of economic management officials and civil servants in the provinces to avoid the phenomenon of concentrating only on high-quality technical staff in large provinces 4.4 Some recommendations to state management agencies (1) Complete the system of policies for developing human resources for economic management in the provincial state administrative agency for all stages (2) Promote decentralization and decentralization in the management of public officials performing the function of state management of the economy (3) Research, develop and pilot some projects such as National Strategy on Talents and National Program on training and retraining cadres (4) With the provincial state management agencies, it is necessary to thoroughly grasp and concretize the Party's regulations and the State's legal 25 policies on the development of economic management human resources in the provincial state administrative agencies to fit with the local socioeconomic development conditions CONCLUSION The thesis has systemized and developed theories on human resource development in general and gave a general model of the content, methods, and approaches to the development of the workforce in administrative agencies at the provincial level On that basis, the thesis has gathered information, studied, and analyzed the situation of developing human resources for economic management in the provincial state administrative agencies in Vietnam, pointing out the remaining issues in this work Along with international experience, the thesis has proposed several solutions and recommendations to develop human resources for economic management in the provincial state agencies in Vietnam In order to make these solutions highly effective and well-implemented, the thesis also makes recommendations to the central and local agencies in the promotion of the HRD management work at the provincial state administrative agency in Vietnam Besides the achieved results, the thesis could not avoid the limitations in the research due to the knowledge, time, methods as well as the data The shortcomings and limitations are also the next research tasks of the thesis LIST OF PUBLISHED WORKS OF 26 THE AUTHOR RELATING TO THE THESIS Some solutions to attract and use high quality human resources in public sector, Economy and Forecast Review, 2015; Theoretical framework for human resource development in public sector in Vietnam, Journal of Policy and Development, 2017; Theoretical framework for human resource development in Public sector in Vietnam, National conference on human resource development, 2017; International experiences of green FDI attraction policy and recommendations for Vietnam, Economy and Forecast Review, 2019; Theoretical framework for human resource development provincial administrative agencies in Vietnam, Economy and Forecast Review, 2019; Human resource development on economic management in provincial administrative agencies in Vietnam, Economy and Forecast Review, 2019 The scientific foundations of and policy recommendations for sustainable marine economy in key economic regions in Viet Nam, The state project, (Member), 2020; Scientific foundation for developing the debt trading market of the enterprises and credit institutions in Vietnam, The state project, (Member); Attracting investment from ASEAN Economic Community and TPP countries to improve the balance of trade with China, Ministry of Planning & Investment (Coordinator), 2016; 10 Policies on attracting FDI to enhance the added value of exporting products in the context of Vietnam participation in Trans-Pacific Partnership, Ministry of Planning & Investment (Coordinator), 2016; 11 A study on Brexit and its influence on FDI trend of European countries, and affecting Vietnam, Ministry of Planning & Investment (Coordinator); 12 Evaluating of the quality of Vietnam's economic growth for the 2008 to 2018 period and the Recommendations for economic growth strategy from 2021 to 2030, Ministry of Planning & Investment (Coordinator), 2020; 13 Evaluating and proposing policies to attract foreign direct investment in the context of the transition economies towards green growth in Vietnam, Ministry of Planning & Investment (Coordinator), 2018 ... developing human resources for economic management in the organization and the role of the State for the development of human resources for economic management in provincial state administrative agencies, ... in state administrative agencies at the provincial level Definition: In this thesis, human resources for economic management in provincial- level governmental agencies can be defined as the contingent... SITUATION OF THE DEVELOPMENT OF HUMAN RESOURCES FOR ECONOMIC- MANAGEMENT IN PROVINCIALLY ADMINISTRATIVE AGENCIES IN VIETNAM 3.1 Overview of the state agencies implementing economic management functions