Avoid 'overstaffing, lack of motivation' after administrative unit reorganization.

Streamlining and reorganizing the bureaucracy to reduce the burden on the budget is clear, but that's only one side of the story.

A new system, if operated with outdated thinking, will find it difficult to attract talent.

The other part lies in the approach. How to make it effective and efficient, to catch the wave of development; how to ensure that the reorganized apparatus operates in the most flexible and optimal way to bring the greatest benefit to the country, avoiding the phenomenon of grassroots officials becoming a force of "excess personnel, lacking motivation".

A new system that still operates with old ways of thinking makes it very difficult for talented people to be valued and developed. This is not a simple problem.

That is a question not only for leaders but also for all those who bear the responsibility of being servants of the people.

As officials, if we do not ponder that question, do not place ourselves within the flow of reform, and do not proactively innovate our thinking, it will be difficult to meet the demands of the current period.

It is time for every official, in every position, to proactively participate with a high sense of responsibility; to truly commit to the reform process, to maximize their abilities, knowledge, and talents, and to contribute to promoting the country's development.

And in order to "rise to the top," the team of officials and civil servants must mature day by day, not only in vision and thinking, but also in courage to act, ability to implement, and a sense of responsibility to the people and the times.

We must put aside our "personal feelings" immediately.

So what exactly needs to be done?

First, it's necessary to boost the morale of the staff after the reorganization. This is very important and should be done immediately after the reorganization, so that staff members can put aside their personal feelings and immediately embark on the next phase. It's even necessary to boost staff morale intensely to create motivation and confidence, so they can work with peace of mind and dedicate themselves wholeheartedly.

The most specific and practical issues here lie in three areas: income, mechanisms for utilizing talent, and working methods.

Salaries must be high – that's a must. Talented individuals must have opportunities to showcase their abilities; it's not necessary to appoint them to leadership positions, as some excel in their specialized fields and are passionate about their areas of expertise. The important thing is finding the right person for the right job. Finally, the work methods must be practical and effective, avoiding a situation where the top is "heated" while the bottom remains "cold," with the central government rushing to meet deadlines while local authorities and grassroots levels remain complacent, significantly impacting progress.

Next came establishing a new game and new rules. The new game involved clearly defining and launching this as a period of accelerated national development – ​​a period that would lay the foundation for building a socialist society in the future.

The new rules of the game are about establishing a work mechanism attractive enough to encourage employees to dedicate themselves, to think outside the box, to act boldly, to be creative, and to pursue goals; to reap great rewards (including high salaries and large bonuses to make them feel that their efforts and intelligence are well-deserved) but also to maintain strict discipline.

Develop a work management system based on KPIs - Key Performance Indicators (KPIs) for measuring work efficiency in personnel management and organizational management.

This is an important tool for measuring and evaluating the performance of individuals, departments, or the entire organization.

To achieve this smoothly, synchronously, and effectively, it is essential to accelerate the digitization of organizational and individual work data, so that the KPIs of each organization and each employee are digitized and can be proactively updated on work completion progress on the software or app anytime, anywhere, in the most flexible way.

This should be accompanied by the establishment of a suitable system of sanctions to ensure clear rewards and punishments. This should be based on the level of work completion, assessed through KPI evaluations of individuals and the organization, to serve as the basis for rewards and penalties.

This not only needs to challenge the discipline and self-esteem of officials, but also to completely dismantle the "comfort zone" mentality when working in the public sector. When all officials have to "worry," their feet and hands will naturally have to walk and act on their own, their brains will have to think outside the box to survive and to roll up their sleeves and work together towards a common goal.

In reality, there are also cases where "if you do something, you're bound to make mistakes; only those who do nothing are immune to error." Alongside this, there is also a segment of leaders, managers, and even specialists who literally "go to work with an umbrella in the morning and leave with an umbrella in the evening."

If implemented skillfully and scientifically, this revolution will automatically weed out the "low-quality" and create elite teams for the country. High-quality human resources will be concentrated in the system of Party and State agencies at all levels and will become increasingly "refined".

Furthermore, perhaps key officials in each locality should be allowed to proactively develop their own local development strategies, tailored to their potential, existing conditions, and the strength of their people. Higher levels of government should only assign targets for GRDP, budget revenue, and other general indicators… in short, they should focus on managing results.

For certain matters, the central government should also have a mechanism of "special privileges" for each locality in certain areas to create breakthroughs.

Simultaneously, inspections and audits must be conducted more rigorously to promptly prevent violations and correct officials showing signs of disciplinary misconduct.

Absolutely eliminate unrealistic and superficial actions.

The next step is to reform the way things are done. The Party and the State work scientifically, so efficiency in work and methods should be prioritized. We must resolutely eliminate unrealistic, 형식적인 (formalistic), and "showy" actions that waste money and time without addressing the root of the problem.

Nowadays, the phenomenon of "showmanship" among officials, especially leading and managerial officials, is not uncommon. Organizing numerous events, campaigns, and empty competitions solely for the sake of chasing achievements, but with results limited to mere slogans, should definitely be eliminated to allocate time and money to things that have lasting effectiveness.

Creating conditions that allow staff to focus on specialized areas is crucial, as it will help them become increasingly proficient and skilled, providing them with more opportunities to train and accumulate professional experience.

In addition, it is necessary to digitize data and optimize records on digital platforms as soon as possible, and to synchronize digital data. Digital transformation and especially data synchronization are extremely important at this time.

It is possible to create a type of card for officials and civil servants with complete information integrated like a citizen's identity card, including all the information of the official, and continuously updated by the official themselves, including asset declarations…

When needed, the appraisal agency can simply rely on the updated information in the system to carry out its work, saving a significant amount of time.