Current situation of recruiting civil servants in Vietnam’s state agencies
Abstract
In administrative activities, the issue of building a team of civil servants is always the top concern of many countries around the world, including Vietnam. The team of civil servants directly exercises the State's powers in social management, ensures law enforcement and is a decisive factor in the effectiveness and efficiency of the administration. In our country, the achievements achieved during the years of implementing the renovation process have an important contribution from the team of officials and civil servants. Faced with the development requirements of a multi-sector commodity economy following the market mechanism in the trend of international integration, the urgent issue is to build and develop a team of civil servants. Building a team of civil servants including people with professional qualifications, management capacity and good moral qualities, working seriously for their responsibilities before public service is an urgent requirement. facing the country's reform situation to build a clean and strong administrative system. Recruitment is the first step to selecting a team of high-quality civil servants, but in recent times, due to lack of proper attention, we have not been able to discover and recruit officials and civil servants. The officer is truly virtuous and talented. To overcome current shortcomings and meet the requirements of innovation, the urgent issue is to have a human resources strategy, in which recruitment has truly become the driving force for the development of the company. society. In the context of administrative reform, aiming to build a democratic, clean and gradually modernized administration, the issue of recruiting and building a team of civil servants is more decisive than ever. It needs to be studied both theoretically and practically.
How to Cite This Article
Ho Nhat Hung, Le Duc Lam (2023).
Current situation of recruiting civil servants in Vietnam’s state agencies
. International Journal of Management and Organizational Research (IJMOR), 2(5), 14-21.