Policy analysis

1. POLICY ANALYSIS
FOR ATTRACT AND
USE OF TALENT IN
PUBLIC SECTOR
GROUP 3
Nguyen Ha Phuong (Leader)
Nguyen Ha Thao Uyen
Pham Thuy Duong
Nguyen Thanh Huyen
Nguyen Manh Kien
Đo Hoang Nam

2. TABLE OF CONTENTS
BACKGROUND
1.1. Concepts and factors determining
talent
1.2. Reality
1.3. Performace Level
1.4. Result evalution
a. Positivity
b. Drawbacks
1.5. Cause of the situation
1.6. Factors affecting
DESIGN AND DEVELOP POLICY
OPTIONS
2.1. Identify policy problem
2.2. Identify the cause of the policy
problem
2.3. Identify policy solution/ tools
a. Policy Solutions
b. Policy Tools
2.4. The design policy options 2
ANALYSIS OF THE POLICY OPTIONS
3.1. Quantitative measurement of the
proposed policy options
3.2. The explained analysis of the
proposed policy options
ANALYSIS OF THE POLICY
STAKEHOLDERS
4.1. State Actor
4.2. Social Actors
POLICY FORECAST
5.1. Forecasting policy outcomes
5.2. Forecasting policy impact
POLICY DECISION
POLICY DISCLOSURE

3. BACKGROUND

4. ● a, Some related concepts
1.1. Concepts and factors determining talent
Remuneration
• giving benefits
according to the
regime,
commensurate with
the contribution.
Talent
• a person with special ability,
excellent ability, creativity,
can take on difficult tasks
• Talented people are talented
people, capable of
performing well in a certain
problem or job in a certain
field, industry or profession
and recognized by society
through their actual
contributions.
Talent
remuneration
•the process of taking
care of the material and
spiritual life of talented
people in order to
motivate and encourage
them to complete their
tasks well and make the
most of their capacity to
develop the organization.

5. ● b, Factors determining talent
1.1. Concepts and factors determining talent
Intellectual
capacity
Practical
capacity
the qualities
formed through
the process of
education,
training,
cultivation
Moral qualities

6. ● c, Talents in the civil service
1.1. Concepts and factors determining talent
The performance
of the work
Practical
capacity
Intellectual
capacity

7. PROBLEM TREE

8. 1.2. Reality
• Young people, talented people do not like to enter the public sector
and believe that in the public sector
• Investments in education, especially in terms of conditions and
educational environment for talents, are still limited
1.3. Performance Level
• The State has institutionalized into law at many levels of documents
ranging from law to decree. At the same time, on a narrower scale,
many ministries, branches, and localities also have specific policies
and mechanisms to attract and utilize talents to serve their industries
and localities

10. 1.3. Performance Level

11. • The Ministry of Justice and 03 localities, namely Da Nang, Hanoi, and Quang
Nam, attracted and recruited 1,551 people
• The diversity of the attractors in terms of gender, age, qualifications, and
training professions
• Regarding the professions that are trained and fostered after attraction is
also very diverse in all key fields
• A number of ministries, branches, and localities have been implemented to
attract talents through various forms
• the institutionalization and implementation of the Party's viewpoints and
policies on recruiting, using, and treating talents are still slow
• the rate of leaving jobs after attraction is still quite high; the rate of people
being attracted to leadership and management positions is still low.
1.3. Performance Level

12. 1.4. Result evaluation
a. Positivity
 The Party and State are fully aware of the role of talents and the need to attract
and use talents in the cause of nation building and defense. and socio-
economic development.
 Many talents have promoted their capabilities and forte and initially had very
positive contributions to the development. Industry and locality.
 Talents have an important role and significance in discovering and creating
new ideas, new paths, and new guidelines in order to improve reality in the
direction of revolution, reform, and innovation.
 The draft National Strategy to attract and utilize talents sets the target from
2021 to 2025, 100% of ministries, branches, People's Committees of provinces,
and centrally-run cities shall promulgate and implement the policy.
b. Drawbacks
 Negative factors such as opportunity, pragmatism, running for office, running
for power, using money to please superior, local, local, faction "fits in taste",
sympathy, favoritism...

13. 1.5. Cause of the situation
o The cadre policy is still "conservative
o Arranging and using cadres in many cases is not correct
o Inappropriate job placement; limited opportunities

14.  First, economic benefits (salaries, bonuses, benefits). For the public sector,
wages are often difficult to compete within the private sector. Annual bonuses
and rewards for achievements also have a stimulating effect.
 Second, learning opportunities to improve qualifications (specialization, foreign
languages, work experience, research), useful training and coaching
opportunities are always appreciated.
 Third, working conditions (dynamic, modern environment, support programs,
research...). For highly qualified human resources, the requirements for working
conditions are more urgent. If the working conditions do not meet the needs of
research, creativity and application, it is very difficult to attract high-quality
human resources to work. Besides, the conditions of time and working space
also have a certain impact, especially for research and creating jobs, the way of
managing working time needs to be more flexible. R elationships are also issues
that employees care about. The admiration or respect for the leader is also one
of the factors that attract and retain employees. The living environment plays an
important role in attracting human resources.
1.6. Factors affecting

15. DESIGN AND DEVELOP
POLICY OPTIONS

16. Mulher
Portugal
IDADE: 25
Alergia aos
gatos
2.1. Identify policy problem
 In recent years, the policy of attracting important talents can be seen
in many events of the Party
 The policy of attracting talent has been slowly concretized by
appropriate mechanisms and policies; the results of attracting young
intellectuals and highly qualified people have not met the
requirements”; the reason is that “there is no effective criteria and
mechanism to properly evaluate cadres, motivate and protect
cadres, and attract and use talents; cadre policies are still inadequate
and have not brought into full play the potential of cadres”
 A major problem that still exists that has not been thoroughly and
effectively overcome is the lack of talent working in the public sector.

17. 2.2. Identify the cause of the policy problem
 The recruitment policy of talent is heavy on qualifications
 The policy of attracting and using talent lacks synchronization
 The material treatment policy for talents is still low compared
to the social level

18. • Objective Tree

19. 2.3. Identify policy
solution/tools
a, Policy Solutions
• The talent strategy must be associated with the cadre strategy
in the period of accelerating industrialization and modernization of the country
• From international experience in attracting, selecting, and employing young
intellectuals into the civil service, some valuable lessons for Vietnam can be
drawn as follows.
• Raising awareness about the position and role of young intellectuals and the
responsibilities of the Party committees, organizations, and leaders in attracting
and appreciating young intellectuals.
• Developing criteria to evaluate the attraction and employment of young
intellectuals in the public sector and apply them nationwide.
• Perfecting and improving the quality and effectiveness of implementing
mechanisms and policies on attracting, selecting and employing young cadres.
• Strengthen the training and fostering of young talents, taking education by key
fields as the foundation.
• Harmoniously combine domestic and foreign resources.

20. b, Policy Tools
No Document Date
1 Article 19 Decree No.24/2010/ND-CP 15/03/2010
2 Article 22 Decree No. 24/2010/ND-CP stipulating
preferential regimes and policies for highly qualified
apprentices
15/03/2010
3 Resolution No.30c/NQ-CP promulgating the State
administrative reform master plan program for the
period 2011-2020 has set out goals related to the
policy of appreciating and treating talents in the civil
service
08/11/2011
4 Decision No.1557/QD-TTg (Project Strengthening the
reform of the civil service and civil regime)
18/10/2012
5 Decree No.140/2017/ND-CP 5/12/2017
6 Resolution No.26-NQ/TW 19/05/2018

21. 2.4. The design Policy Options
*General Objectives: strengthen the institutionalization of the
Party's policies, establish orientations and legal frameworks as
the foundation for the promulgation of documents on talent
identification, mechanisms to detect, attract and utilize talents;
determine the responsibilities of relevant agencies,
organizations and individuals to ensure the uniformity and
consistency with regulations on personnel work.
a, The first policy package:
b, The second policy package

22. a, The first policy package:
Solution 1: Strengthening training and fostering talents associated with artificial resources
Solution 2: Strengthen inspection, examination and supervision of the implementation of
the talent policy
b, The second policy package
Solution 1: Ensure the conditions for developing and implementing the policy of
detecting, fostering and using talents
Solution 2: Apply forms of detecting and attracting talents suitable to each field and
conditions of each organization, agency or unit.

23. ANALYSIS OF
THE POLICY
OPTIONS
3.1. Quantitative measurement of the proposed policy options

24. Criteria
Pp
Effectiveness Efficiency Equity Freedom
Political
feasibility
Administrative
feasibility
Technical
feasibility
Constitutionality,
legal system
Environment,
response to
climate
change
Gender
issues
Social
acceptabilit
y
Policy
risk
analysis
Total
P 1 8.5 8 8.5 8 9 8.5 8.5 8.5 7 8 9 8 99.5
P 2 9 8 8 8.5 7.5 7 8 7.5 8 8 8.5 9 97
3.1. Quantitative measurement of the proposed policy options

25. 3.2. The explained analysis of the proposed policy options
P1 P2
Effectiveness • Talent training creates a stable human
resource.
• Auditing and monitoring of the
implementation of the talent policy
helps to identify the responsibilities of
implementing units.
• Ensure the conditions for formulating
and implementing the policy of
detecting, fostering and using talents.
Discover and attract talents suitable to
each field and condition of each
organization, agency or unit
Efficiency • Training a stable talent source is
expensive and time-consuming. The
inspection work does not cost too
much time and money, but it only helps
to determine the responsibility and
prevent violations.
• Ensuring conditions for building,
fostering and employing talents, but not
for costs and investment capital.
Equity • Everyone, from all walks of life, is given
the same opportunity to receive
training and enrichment
• Everyone has the right to training
• Easy to have differences in quality, as
well as quantity due to the conditions of
each institution, agency, organization,
and units, are different.

26. 3.2. The explained analysis of the proposed policy options
P1 P2
Freedom • Can not be free to choose the skill
training that is right for them
• Everyone is free to participate in the
training process
Political
Feasibility
• Easy to implement, not bound by many
other policies
• The policy is for everyone, so there are
no constraints on the policy. Sometimes,
misjudgment will cause coercion
Administrati
ve feasibility
• Not too many stakeholders are
involved in talent training, but many are
involved in the inspection and
monitoring process, making
implementation take longer.
• Most come from the government,
although it has advantages on the
government side, it is easy to be
cumbersome in terms of procedures and
policies. Screening through many
organizations, agencies and units is
easy to lose time and cost
Technical
Feasibility
• Staff with extensive knowledge are
required to carry out the training
process. Professional and qualified
staff will perform inspection and
supervision tasks.
• Ensuring the construction and reform of
salary and bonus requires the unification
of many knowledgeable and specialized
units.

27. 3.2. The explained analysis of the proposed policy
options
 Constitutionality, legal system: The proposed packages are anticipated to be
executed through national agendas and legal documents, with the cooperation
of actors in Vietnam's political system.
 Environment, response to climate change: The packages do not have a
negative effect on the environment and climate change adaptation.
 Gender issue: All packages have no negative impact on Gender issues
 Social Acceptability: All packages received a high social acceptance rating. P1
ensures more access to policy for all than P2
 Policy Risk Analysis: All packages are at risk because Vietnam's legal system is
not complete, missing, and weak. The capacity for developing and implementing
policies of related stakeholders is low.

28. ANALYSIS OF THE POLICY
STAKEHOLDERS
4.1. State Actor
4.2. Social Actors

29. 4.1. State Actor:
• Policymakers who are the Communist Party of Vietnam, Ministry of Justice,
Ministry of Education, Foreign Office
• Management, monitoring and operating and coordinating units such as
local governments.
4.2. Social Actors
• Social housing investors: state-owned enterprises, private enterprise.
• Broker (unofficial channel): through HR companies or even reputable
individual HR brokers.
• Employers are in some respects responsible for ensuring salary conditions,
bonuses, and a professional working environment for talented employees.
• People inside or outside the Party, people in the country and overseas
Vietnamese; people with virtue, talent and dedication to their homeland
and country are respected, valued, and treated with respect, overcoming
prejudice, narrow-mindedness, and discrimination.

30. POLICY FORECAST
5.1. Forecasting policy outcomes
5.2. Forecasting policy impact

31. 5.1. Forecasting policy outcomes
 The total number of talent resources must be from more than 3000 people,
now increasing to 5000 people; the percentage of talents with doctorate
degrees from 2.41% today is up to 5%, master's degrees from 30.25% up to
40% and bachelor's degrees from 67.34% up to 75% within next 5-10 years.
 From 2026 to 2030, 100% of ministries, branches, People's Committees of
provinces, and centrally run cities must ensure the minimum ratio of 2 - 5% or
more talents in the leadership and management structure; from 10-15% or
more in the professional structure. From 2030 onward, strive to increase each
year by at least 1% or more in the structure of leadership and management
and 3% or more in the professional structure.
5.2. Forecasting policy impact
 Increase the number of talents working in the public sector.
 Increasing the working quality of agencies
 Attracting and using talents in the public sector will help the country make
positive and comprehensive changes in all aspects.
 This policy will be implemented as a premise for other policies to be born

32. POLICY DECISION
Policy package 2 is the best way to solve the inadequacy of the current policy of
attracting and using talents.

33. POLICY DISCLOSURE
The promulgation of a new circular using the Law on Organization of Personnel
2008 as the basis will be selected as the agenda for policy adoption and
publication. Besides the communication channel through the National
Assembly session, it will also be one of the agenda for policy adoption and
announcement.

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