Use effectiveness as the benchmark.

(Baonghean) - When evaluating officials, basing the assessment on effectiveness and the ability to complete tasks is the most accurate approach, sir!

That's obvious, but why are you hesitating at this point?

- Ah, because it's the end of the year. It's a time to look back at the work accomplished, the goals and targets achieved during the year. It's also a time when organizations, units, and all levels and sectors review and evaluate cadres and party members in receiving and fulfilling assigned tasks.

Is there something bothering you?

- It's not exactly a concern, but I've drawn a few conclusions. Some individuals, at conferences and meetings, make promises and deliver eloquent speeches, presenting seemingly sound solutions and measures. But when it comes to the year-end review and evaluation, their "spoken words are beyond their actual stature." They're only good at "polishing" their own image and speaking, but in reality, their performance in carrying out assigned tasks before the group is subpar. Some even neglect their work, focusing only on "tricks and tricks," doing shoddy work but presenting impressive reports.

- Oh, I see...

- Meanwhile, at the end of the year, the results of inspections and audits in many places showed that the implementation and organization of action programs to achieve the goals set at the beginning of the year were very scientific and effective. Not only were they highly appreciated internally within the agencies, but the general public also highly acknowledged them. Not only were the emulation movements strong and substantive, but the lives of the people and the appearance of agencies, units, and localities also underwent fundamental changes in a sustainable direction.

So what conclusion did you draw from that?

- Well, the takeaway is that cadres should be evaluated not just through words, but through the results of their actions and practical activities. Therefore, the role and position of each individual should be assessed through the results of their leadership or the implementation of assigned tasks, through the responsibilities they undertake within the collective. That is, individual evaluation must be linked to the results of the collective, the agency, or the unit. Avoid the situation of "distributing" or "equalizing" in evaluation and ranking. Avoid misrepresenting the reality of the movement and the leadership role within the movement, which could negatively impact motivation.

- To achieve this, all levels, sectors, and localities need to constantly grasp information from the grassroots and from practical experience. They shouldn't just focus on gathering preliminary personal information, but also need to have complete information about the practical aspects of the movement and the implementation of tasks at the grassroots level. And once they understand the effectiveness of the work implementation, the evaluation and ranking will be more convincing and have a wider impact.

Duc Duong