20 years of implementing personnel strategy and valuable lessons

More than 20 years ago, the Resolution of the 8th Central Committee on “Personnel Strategy in the period of promoting industrialization and modernization of the country” was issued. This is the institutionalization of the Party's cadre policy to create a fundamental and comprehensive transformation of the cadre team. Over the past 20 years, the Cadre Strategy has fulfilled its historical mission, creating an institutional framework for the formation and development of cadre teams in the new development period of the country.

The cadre strategy was born in the context of the transition between two development periods of the country: from the period of implementing the tasks of the first stage to the period of promoting industrialization and modernization. After 10 years of implementing the comprehensive renovation policy initiated by the 6th Party Congress (December 1986), the country has escaped the socio-economic crisis and the state of being besieged and embargoed.

Comrade Pham Minh Chinh, Politburo member, Secretary of the Party Central Committee, Head of the Central Organization Commission.

The 8th Party Congress (June 1996) advocated moving the country into a new development period - a period of accelerating industrialization and modernization. Corresponding to the new development period of the country, there must be a contingent of cadres of equal caliber in terms of mettle, qualities, qualifications, capacity, and skills, which must be built according to a long-term, systematic, scientific strategy, gradually overcoming the patchwork of previous term-based thinking and empiricism. Therefore, the 8th Congress required: “The new situation and tasks place many demands on cadre work. The entire Party must take great care to build a good cadre contingent, focusing on a steadfast successor cadre contingent with sufficient mettle in all aspects. Quickly build a cadre strategy for the new period.”

Institutionalizing the guidelines of the 8th Party Congress, the 3rd Conference of the 8th Central Executive Committee issued Resolution No. 03-NQ/TW, dated June 18, 1997 on “Personnel Strategy in the period of promoting industrialization and modernization of the country”. The personnel strategy has identified the basic viewpoints, directions, policies and major solutions to build the cadre team by 2020, first of all preparing for the 9th National Congress of the Party.

Correct, creative viewpoints and goals of the Personnel Strategy

The personnel strategy clearly defines five guiding viewpoints for building a contingent of personnel and innovating personnel work.

One, it must originate from the requirements and tasks of the period of accelerating industrialization and modernization in order to successfully achieve the goal of a rich people, a strong country, a fair and civilized society, and steadily move towards socialism. The reform of personnel work plays a decisive role in successfully achieving that goal. On the other hand, the process of accelerating industrialization and modernization of the country, building and defending the Fatherland is a practical environment for training, selecting and educating cadres, improving the qualities, knowledge and capacity of the cadre team.

Second, thoroughly grasp the Party's working class viewpoint, promote the tradition of patriotism and national solidarity.

Third, link staff building with organizational building and innovation of mechanisms and policies.

Fourth, through practical activities and revolutionary movements of the people, improve the intellectual level of the people to select, educate, train and foster cadres.

Fifth, the Party unifies leadership of personnel work and manages the staff according to the principle of democratic centralism, while promoting the responsibility of member organizations of the political system.

After 10 years of implementing the Strategy, the Conclusion of the 9th Central Conference of the 10th tenure (January 2009) continued to affirm the correctness of those viewpoints, and at the same time deepened and supplemented them into 6 viewpoints. That is to affirm the decisive role and significance of cadres in the success or failure of the revolution, as a key step in Party building work, considering this a regular task of the Party, associated with innovation in the Party's leadership methods.

It can be said that the above viewpoints have placed the building of the cadre team and cadre work as a long-term strategic task, carried out methodically and scientifically, especially core issues such as: the position and decisive role of the cadre team in the work of Party building and the entire revolutionary cause; the starting point and goals of building the cadre team; the leadership responsibility of the Party as well as other entities in the political system; the practical environment and direct conditions and premises for the selection, training and use of cadres; the role of the people in building and supervising cadres; The major relationships that must be resolved are between the country's development policy and the cadre policy, between building the cadre team and innovating the Party's leadership methods, between meeting immediate tasks and long-term goals, between thoroughly grasping the working class viewpoint and expanding democracy, promoting great national unity, between building cadres and building the apparatus and innovating mechanisms and policies... All of the above issues form a system of viewpoints guiding the entire process of building the cadre team and innovating cadre work over the past 20 years.

Regarding the objectives: The strategy determines the building of a contingent of cadres and civil servants at all levels from the central to the grassroots, especially leading cadres, with qualities and abilities, strong political will based on the working class stance, sufficient in quantity, synchronous in structure, ensuring continuous and steady transition between generations of cadres to successfully carry out the tasks of industrialization, modernization, maintaining independence and autonomy, and advancing to Socialism. The cadre strategy classifies 4 groups of subjects: leading cadres of the Party, State, and people's organizations; leading cadres of the armed forces; scientific cadres, experts; and business management cadres.

In addition to the general goal, the Strategy sets out a number of specific goals, according to which each term will renew about 30-40% of the Party, State, and mass organizations leaders at all levels, and leaders of the armed forces, and strive to have the number of people with university or college degrees or higher equal to about 4% of the country's population by 2020.

Determining the standards of cadres in the period of promoting industrialization and modernization

Standards and structure are the two most important factors that create the quality of the staff. Therefore, the Staff Strategy determines standards that must originate from the reality of the process of transforming the country from a state of economic and social crisis to a state of development, with the core content being to promote industrialization and modernization; from a centrally planned subsidized economy to a socialist-oriented market economy; from a proletarian dictatorship to a socialist rule-of-law state of the people, by the people and for the people, building a socialist democracy; from a state of siege and embargo to proactive and active international integration. The staff standards reflected in the Staff Strategy include political qualities, ethics, lifestyle, knowledge, capacity and working skills; both general standards for all types of staff and specific standards for each type of staff.

The general criteria for cadres in the new period as determined by the Cadre Strategy are to have a deep patriotism, understanding of political theory, viewpoints and guidelines of the Party; to be diligent, frugal, honest, upright, impartial; not to be corrupt and determined to fight against corruption; to have cultural and professional qualifications, adequate capacity and health... In the criteria for cadres, special attention must be paid to both "virtue" and "talent", in which "virtue" is the root. In addition to these general criteria, cadres leading the Party, the State and people's organizations must also have a strong political stance, awareness and ability to fight to protect the viewpoints and guidelines of the Party, have knowledge of leadership and management science, have the ability to forecast and orient development, and be exemplary in ethics and lifestyle. In particular, this group of cadres must undergo effective practical activities. For leaders of the armed forces, they must be absolutely loyal to the Fatherland, the Party and the people, ready to sacrifice to protect the independence, sovereignty and territorial integrity of the country, protect the Party and protect the socialist regime; have a high spirit of revolutionary vigilance, a sense of strict organization and discipline, and preserve military and national secrets. For the team of scientists and experts, the important requirement is to have independent and creative thinking, be passionate about scientific research, and be able to summarize practices. Leading experts must be able to gather and train scientific research staff. Meanwhile, business managers must have a deep understanding of the Party's economic viewpoints, have knowledge of market economy and corporate governance, and be able to organize business to achieve socio-economic efficiency, and not take advantage of their positions to embezzle, waste, or be extravagant.

Tasks, solutions of the Personnel Strategy and implementation results over the past 20 years

Regarding tasks and solutions: In order to build a team of cadres that meets the set goals and requirements, contributing to the successful implementation of the task of industrialization and modernization of the country; maintaining independence, autonomy, and moving towards socialism, the Cadre Strategy sets out 4 groups of basic tasks and solutions: 1) Developing planning, training and fostering cadres; 2) Developing regulations on cadre work, including cadre assessment, cadre selection, election, appointment and dismissal of cadres, cadre rotation, on the study regime, people's participation in building and supervising cadres, inspection regime, internal political protection, assignment and decentralization of cadre management; 3) Innovating and perfecting the cadre policy system such as cadre training and fostering policy, cadre use and management policy, policy on ensuring material benefits and spiritual encouragement; 4) Innovating and rectifying the organization of the cadre work apparatus.

Looking back over the past 20 years, the implementation of the Personnel Strategy has achieved the following important results:

Regarding institutionalization and concretization of the Resolution: Thoroughly grasping the viewpoints, goals, tasks and solutions set forth by the Resolution of the 8th Central Committee, the Politburo and the Secretariat of the 8th, 9th, 10th, 11th and 12th tenures have issued 142 documents, including 07 specialized Resolutions, 07 Directives, 18 Conclusions, 52 Regulations and Statutes, 17 Notices, and 41 Instructions on personnel work. Particularly since the beginning of the 12th tenure, 26 new documents have been issued to rectify personnel work. These are Resolution No. 11-NQ/TW, dated January 25, 2002 of the 9th tenure Politburo on rotation of leaders and managers at all levels; Resolution No. 42-NQ/TW, dated November 30, 2004 of the 9th tenure Politburo on planning of leaders and managers; Decision No. 67 and 68-QD/TW, dated July 4, 2007 of the 10th Politburo on decentralization of management, appointment and introduction of candidates; Resolution No. 39-NQ/TW dated April 17, 2015 of the 11th Politburo on streamlining the payroll and restructuring the team of cadres, civil servants and public employees; Regulations No. 89 and 90-QD/TW, dated August 4, 2017 of the Politburo on the framework of title standards, orientation of the framework of criteria for evaluating leaders, managers at all levels and cadres under the management of the Central Executive Committee, the Politburo and the Secretariat; Regulation No. 98-QD/TW, dated October 7, 2017 of the Politburo on cadre rotation; Regulation No. 105-QD/TW, dated December 19, 2017 of the Politburo on decentralization of cadre management and appointment, introduction of cadres for candidacy...

Regarding staff building: After 20 years of implementing the Strategy, the staff at all levels have grown and developed in many aspects, with increasingly improved quality; the structure of age, gender, ethnicity, profession, and field of work is more balanced and reasonable. The proportion of leaders and managers under 40 years old working in central ministries and branches is 6.22%; at the provincial level is 6.41%; at the district level under 35 years old is 6.5%; the proportion of female leaders in the Central Executive Committee, Politburo, and Secretariat managing work at the local level has doubled in the past 3 terms, from 10% to 20%; the proportion of female leaders working in central ministries and branches is 13.03%. The source of leaders and managers planned at all levels is quite abundant. The qualifications of the cadres in all aspects have been significantly improved, the number of people with university and post-graduate degrees accounts for 7.3% of the country's population, while the target set by the Resolution is 4%. The implementation of the Cadre Strategy, especially the combination of the stages of cadre work, has led to the preparation of personnel for Party committees at Party congresses and personnel for the election of National Assembly deputies and People's Council deputies at all levels in recent terms being quite favorable; in each congress term, Party committees at all levels have been renewed by about 40%, while the target set by the Strategy is to renew from 30 - 40%. The Central Executive Committee of the 9th term alone has renewed 42%, the 10th term has renewed 54.7%, the 11th term has renewed 47% and the 12th term has renewed 48%.

In general, the majority of cadres have a firm ideological stance, pure morality, simple lifestyle, a sense of training, striving, and completing assigned tasks well; many cadres are dynamic, creative, adapt quickly to integration trends, and are capable of working in an international environment. The majority of Party and State leaders at all levels have capacity, qualities, and prestige, especially strategic-level cadres with innovative thinking, the ability to plan guidelines and policies, and lead and direct their implementation. Most armed forces leaders are trained and tested through practice, loyal to the Party, and ready to sacrifice for the Fatherland. Many scientific cadres are dedicated, passionate about research, and have made many positive contributions.for the country, some scientific works have international value. According to the 2015 White Book of Science and Technology, Vietnam's international publications in the past 15 years have increased by an average of about 17%/year, especially in some basic research fields, in which optimization mathematics ranked first in ASEAN and 19th in the world, mathematics ranked second in ASEAN, theoretical physics ranked third in ASEAN. Some leaders and managers of state-owned enterprises have quickly adapted to the market mechanism, organized production and business effectively, and contributed to the economic development of the country in recent years. In the period 2010 - 2017 alone, state capital in enterprises in the Central Enterprise Sector reached over 1,264,175 billion VND, an increase of 87%; pre-tax profit reached 801,419 billion VND, an increase of 12.5%/year; contributions to the state budget accounted for 26.85% of the total national budget revenue.

It can be affirmed that the maturity and development of the staff in general and the leadership and management staff at all levels in particular have made important contributions to the great and historic achievements of the country's renovation over the past 30 years.

However, the cadres in the political system are large but not strong. If in 1997 there were more than 1.35 million cadres, civil servants and public employees, in 2017, the number of cadres, civil servants and public employees doubled to more than 2.72 million people. The proportion of young cadres, female cadres and ethnic minority cadres in many localities, agencies and units has not yet achieved the set goals and requirements. Among the cadres under the Central management in the Central departments, ministries and branches, those aged 56 and over are still high, accounting for 56.86%. The number of cadres, civil servants and public employees who are ethnic minorities in the Central only accounts for about 5%, at the provincial level it is 14.7%, lower than the general rate of the whole country. The structure of fields and occupations is not really reasonable. For example, among the strategic-level cadres, up to 60.49% are trained in economics and law, while only 16.56% have qualifications in science, technology and international cooperation, and 8.36% in Party building and State administration.

The quality of the staff is uneven, the situation of both surplus and shortage of staff still occurs in many places. Many staff, including strategic staff, are not up to the task assigned to them. The thinking level and ability to adapt to the market economy and international integration of a number of staff are still slow; the capacity to advise and organize implementation is still limited. Many staff lack a sense of responsibility, are not exemplary, are afraid of difficult tasks, and like to take on easy tasks with many benefits. A large number of staff lack self-cultivation and training, show signs of degradation in political ideology, ethics, lifestyle, even violate the law, and show signs of "self-evolution" and "self-transformation". In the past 10 years alone, corporations and general companies under the Central Business Bloc Party Committee have discovered more than 7,000 violations, of which 280 cases had to be handled criminally, more than 1,700 cadres and party members had to be disciplined by the Party, and 181 people had to be handled by law.

The shortcomings and weaknesses of the cadre team have limited the ability to promote potentials and strengths in implementing national development goals; eroded people's trust in the Party and State; weakened the prestige, leadership role and fighting strength of the Party, threatening the survival of the Party and the regime.

Regarding personnel work: Personnel work has closely followed the Party's viewpoints and principles and has gradually become routine. The processes in personnel work have been increasingly improved, tightened, synchronized and more democratic, gradually meeting the requirements of the period of promoting industrialization, modernization and proactively integrating deeply into the world.

There have been many positive changes in the work of assessment, planning, training, fostering, election, appointment and rotation of cadres towards expanding democracy and ensuring objectivity, publicity and transparency. For the first time in the 11th tenure, a number of contents have been implemented to improve the quality of the team of leaders and managers at all levels. These include planning the Central Executive Committee, taking a vote of confidence in the Party and elected bodies, perfecting the positions of State leaders right after the Party Congress, organizing training courses for senior cadres and supplementing and updating new knowledge according to the positions to suit each cadre group.

The Party's inspection and supervision work has been increasingly emphasized and strengthened. Many violations have been clarified and made public. The resolute, timely, and strict handling of organizations and individuals who have violated without any "no-go zones", including officials who have violated and have been transferred to other jobs or retired, has had the effect of warning, alerting, deterring, preventing negativity and gradually cleaning up the contingent of officials and party members, further strengthening the trust of officials, party members, and people in the Party and the State.

However, there are still some limitations and shortcomings in personnel work, as shown in the fact that some contents in the Central Committee's resolutions and conclusions on personnel work are slow to be institutionalized and concretized. Some contents have been institutionalized and concretized but lack feasibility, so the implementation results are not high. Notably, the lack of synchronization and inconsistency in some contents on personnel work between levels, sectors, and between the regulations of the Party and the State makes implementation difficult.

Some Party committees and organizations lack initiative, determination, and timeliness in leadership, direction, guidance, and implementation, resulting in low efficiency. At times and in places, the principle of democratic centralism has not been strictly followed, and in some cases, the principle has been exploited to legitimize personal intentions and goals. The authority and responsibility of the collective and individuals in personnel work, especially of the leaders, have not been clearly defined, so when violations occur, it is difficult to assign responsibility. Personnel management is not strict, and many loopholes are still exposed, mainly through records, so the entire work process of the cadres has not been fully grasped. In reality, there are many cases where cadres commit violations or are denounced by petitions, the press exposes, or even violate the law, and the Party Committee in charge of managing the cadres only becomes aware.

In personnel work, there is still a situation where procedures are followed but people with sufficient qualities, capacity and prestige are not selected. There are still cadres with limited capacity, who violate discipline, are not exemplary, cause disunity or do not have enough working time but are still assigned to higher positions. The appointment of unqualified cadres, including relatives and relatives of leaders, still occurs in some places, even the concept of "lightning-speed" and "fast" appointments has appeared. The recruitment of high-quality cadres is not high, and in some places, there are even violations and negativity. These painful issues have caused indignation and dissatisfaction in public opinion.

The implementation of the stages in personnel work is still not up to the task, sometimes, in some places, and in some content, it is still formal. Staff evaluation is still a weak stage but has been slowly overcome, in general, the evaluation results still do not reflect the reality. The methods, processes and evaluation criteria are still inadequate, not linked to outputs and specific products. Meanwhile, the work of personnel planning lacks comprehensiveness and connectivity between levels, sectors and localities, does not ensure the motto of "dynamic" and "open", mainly based on age. In some places, the planning is still loose, spread out, and closed, so it does not ensure quality, does not create motivation to strive, on the contrary, in some places it is too strict and strict, thus dampening the will to strive.

The training and development of cadres has not had strong innovations in content, teaching and learning methods, and has not really linked theory with practice. In particular, the lax management of class time, compulsory study schedules and self-study... has led to low training quality. The lifelong learning regime has not become a routine, even for strategic-level cadres. The rotation of cadres still has some limitations and shortcomings but has not been promptly overcome. The policy of arranging a number of leadership positions at the provincial and district levels that are not local people has not met the requirements but has been slow to summarize to draw experience. Lacking a mechanism to attract and use talents, the results are still limited and have not achieved the set goals. The policy of piloting a number of contents of organizational and cadre innovation in many places has not been directed to be implemented resolutely.Inconsistent, untimely and unspecific guidance; unsynchronized implementation, some places do it, some don't, or do it half-heartedly. Salary and housing policies and emulation and reward work are affected by subsidized and equalizing thinking, are still formal, and do not follow market rules, so they have not become a motivation for cadres to strive and work wholeheartedly.

Decentralization of cadre management has not kept up with the actual situation but has been slowly supplemented and amended, so it has not promoted the initiative, daring to think, daring to do, and daring to take responsibility of all levels and sectors. There is still a situation of "piecemeal" management, overlap and lack of synchronization between central and local ministries and sectors, especially the positions of cadres in vertical management. The authority, responsibility, scope of management and sanctions for violations have not been clearly defined, leading to inconsistent implementation among sectors and localities. There are no specific regulations on the responsibilities and powers of advisory bodies in the management of cadres in the planning of positions under the management of the Central Executive Committee, the Politburo, the Secretariat and the Party Committees at the central level.

The Party's inspection, supervision and discipline work in general still does not meet the requirements: in some places and at some times, inspections are formal, perfunctory, ineffective, and not enough to deter; in some cases, there is a lack of impartiality and objectivity, and even negativity; there is a situation of "light on top, heavy on bottom" and a situation of "hot on top, cold on bottom", where superiors are serious, but subordinates are still lenient, deferential, evasive, and right-leaning in handling violations or vice versa; inspections mainly focus on when there are signs of violations, when there are denunciations, when the press and public opinion speak up; inspections by subject and sector still have many limitations; they still focus on inspection and handling of violations, and lack effective solutions to prevent and stop violations. Internal political protection work is still passive, confused about the organizational model and staff arrangement, not keeping up with the situation. There is still subjectivity and lack of thoroughness in grasping the situation, especially in grasping, reviewing and resolving current political issues. Some cases of officials who have violated political history and current politics are still included in the planning, promoted or recommended for election to leadership and management positions in the political system, including strategic-level officials.

Investment in resources for personnel work and building a team of personnel workers is not commensurate with the requirements and tasks. The organization and staff of personnel work still show signs of dispersion and fragmentation among the agencies doing personnel work of the Party and the State. Some agencies advising on personnel work are slow to innovate in thinking, content and working methods. The work of monitoring and managing cadres is still loose; lack of initiative, especially in researching and proposing strategic and long-term issues on personnel work. The quality, capacity and prestige of the staff doing personnel work are not equal to the assigned tasks. Slow to summarize and summarize practices; lack of fundamental and comprehensive research on personnel work and building a team of cadres.

Some causes and lessons learned

The above limitations, shortcomings and inadequacies have both objective causes, but are mainly due to the following subjective causes:

Firstly, the awareness of some Party committees, Party organizations, leaders of agencies, units, cadres and Party members about cadres and cadre work is not really profound and comprehensive. There is still a lack of understanding of the role, importance as well as the requirements for regular, continuous, comprehensive and synchronous implementation of cadre work. There are Party organizations and leaders who do not clearly see the dialectical relationship and the close connection between building a cadre team and building and rectifying the Party, innovating the organizational apparatus, the operating mechanism of the political system and innovating economic management. The limitation in awareness leads to inadequate and incomplete attention to leadership, direction, inspection and supervision, and cadre work and building a cadre team are not up to the task.

Second, the leadership and direction of some Party committees, Party organizations, and leaders of agencies and units in implementing some contents stated in the resolutions and conclusions are not resolute, not regular, and slow to institutionalize and concretize. According to the results of the 2018 public opinion survey by the Institute for Social Opinion Research of the Central Propaganda Department, up to 58% of respondents agreed with the above assessment. In many places, there is still a lack of responsibility, lack of exemplary behavior, lack of democracy, or deference, avoidance, fear of conflict, and even signs of using the collective to rationalize personal intentions.

Third, some aspects of personnel work are slow to be innovated, some processes are not yet complete, there are loopholes, and they are being exploited. There is no effective mechanism to properly evaluate cadres, accurately screen, and promptly replace those who are weak in capacity, have low prestige, and are not healthy enough, while the protection of cadres, especially those who dare to think and dare to do, is still limited. There are many cases where people have new ideas, have the right motives, and are determined but are not protected, isolated, and neutralized. This is the reason why there are still some "bad apples" in the cadre team that affect the prestige and fighting strength of the Party, while some talented, dedicated, and responsible cadres are discouraged and do not dare to innovate and be creative. The regime and policies for cadres, especially salaries and housing, are not suitable and slow to innovate. They still focus on encouraging cadres to strive to develop in leadership and management positions, with little attention paid to creating motivation for cadres to strive in professional careers.

Fourth, the assignment, decentralization, and delegation of authority are not linked to the binding of responsibilities, with increased inspection, supervision, and strict control of power, leading to a fear of responsibility, pushing responsibility to the collective, and even using the collective as a cover for personal intentions. Meanwhile, the work of managing cadres is sometimes and in some places lax; there is a lack of coordination in inspection, supervision, and handling of violations. These are loopholes for the situation of buying and selling positions, buying and selling power, and negative aspects in cadre work.

Fifth, the role of supervision and social criticism of the Fatherland Front and socio-political organizations in personnel work and building a contingent of cadres is not on par with their functions and tasks, and does not meet the requirements of the actual situation. The role of the people in personnel work has not been truly promoted, and there is a lack of appropriate mechanisms for cadres and party members to be closely attached to the people. The role and responsibility of media agencies are still limited.

Sixth, the functions, tasks, and organizational structure of the staff agency on organization and personnel are slow to be renewed, and have not been properly invested in or paid attention to. The qualities, capacities, practical experience, and prestige of a number of cadres are not up to par with the tasks. The work of summarizing and concluding practical experiences, conducting scientific research, developing theories on personnel work, and building and managing the cadre team have not really been given due importance.

From the practice of 20 years of implementing the Cadre Strategy, the following lessons can be drawn:

Firstly, Party committees, Party organizations, leaders of agencies and units, cadres and Party members must fully and deeply understand the role, position and importance of the cadre team and cadre work, thereby clearly seeing their responsibility towards the future of the country in training cadres at all levels, especially at the strategic level, to increase investment and effective direction. It is necessary to promote the pioneering and exemplary role of leaders and managers at all levels, especially Party secretaries and heads in cadre work and building cadre teams.

Second, we must pay special attention to political and ideological education, ethics and lifestyle for cadres at all levels, especially strengthening and training and testing cadres through practice. Practice is the best environment for testing and training cadres to mature, to improve their political qualities and revolutionary outlook on life. The combination of political and ideological education, training through classes and training through practice will help cadres quickly mature and be able to overcome difficulties and challenges.

Third, we must thoroughly grasp the class viewpoint, at the same time implement the policy of great national unity, promote the strength of the entire nation to successfully achieve the goals set by the Party in each revolutionary stage. Cadre work and cadre building are the responsibility of the entire political system, but if we do not know how to promote the role of the Front, mass organizations and the active participation of the people and media agencies, the effectiveness will be limited.

Fourth, in personnel work and building a contingent of cadres, we must always ensure harmony and rationality; any biased policy will not bring about the desired results. That is the harmony between inheritance and development; between "building" and "fighting"; between standards and structure; between "virtue" and "talent"; between qualifications and practical capacity; between universality and specificity; between the authority and responsibility of the collective and the individual; between decentralization and delegation of authority must go hand in hand with controlling power, strengthening inspection, supervision and binding responsibilities; between tightening discipline and order and creating an environment for cadres to promote initiative and creativity and having a mechanism to protect cadres.

Fifth, Party committees, Party organizations, and leaders of agencies and units must pay special attention to and be responsible for evaluating and properly arranging cadres, especially strategic-level cadres and Party secretaries and leaders at all levels. These are people who play an important role, deciding the performance of each locality, agency, and unit.

Thus, the Cadre Strategy in the period of promoting industrialization and modernization of the country has placed the building of cadres in a systematic, scientific, strategic manner, ensuring the unity between the cadre line and the political line, between upholding the principle of democratic centralism and improving institutionalization capacity. The growth and development of the cadre team over the past two decades is a vivid demonstration affirming the significance and historical value of the Cadre Strategy. The time lag after two decades is an opportunity for us to have a deeper contemplation of the successes that need to be inherited and promoted, the limitations that need to be overcome and overcome, and to draw useful lessons to continue building the cadre team and innovating cadre work to meet the requirements of the revolutionary tasks in the new period./.