He is "qualified"

(Baonghean) -To carry out the long-term staff planning for the unit's development strategy, the leader asked his colleagues to introduce people with political courage, practical ability, good moral character, and a high sense of responsibility. But according to the deputy leader, he only introduced people who, according to him, must have certificates, diplomas from training courses, must have a second or third degree, only then will they be qualified.

Despite the unit leader's explanation and the brothers' debate about the need to choose someone with prestige, good moral qualities, and ability demonstrated by practical performance, the deputy leader still maintained his opinion that only "qualified" people should be introduced. Some brothers in the unit felt confused, but those who had worked in the unit for a long time knew clearly why the deputy leader insisted on protecting the qualifications like that.

The thing is, up to now, his unit has always required cadres and civil servants to have professional competence and a very high level of task completion. Meanwhile, his ability is extremely mediocre, both incompetent and mechanical, conservative, so he cannot be assigned any work. That is why people have found a way to deal with him, which is to regularly "send" him to study. Almost every year, when asked what he is doing, he proudly answers that he is studying.

Then, the day came when he was truly “qualified”, but the problem was that his working ability was still the same, and no one knew where to put him. At that time, his unit was assigned a deputy chief. So, to create a way out for him and the unit, they agreed to “give” him the position of deputy chief, to avoid hindering the operation of the agency, and to be considered a “fifth wheel”.

But, unfortunately, he was always idle because he did not know how to manage the unit. So he thought and pondered about the reasons for his success. Was it because of his ability? No. Was it because of his moral character? No. Yes, because he was “qualified”.

So from then on, in any meeting, he used the criterion of “enough standards” to request personnel work. Whenever the deputy chief talked about the need to “enough standards”, the chief and his colleagues in the agency shook their heads in dismay: just because of excessive favoritism for “enough standards” at one time, the colleagues in the unit had to endure the situation of “being torn and in disarray” for a long time!

Duc Duong