Focusing on training, professional development, deployment and utilization of cadres

Identifying cadres and cadre work as “the key of the key”, the Dong Nai Provincial Party Committee and its Standing Board have in recent years ensured consistent and effective leadership across all areas, including the training, capacity-building, deployment and usage of cadres.

For a closer look at the issue, Dong Nai Newspaper and Radio, Television conducted an interview with Thai Bao, Deputy Secretary of the Provincial Party Committee and Head of the Provincial Party Committee’s Organization Commission, about the training, professional development, deployment and utilization of cadres.

OVER 50,800 CADRES HAVE RECEIVED TRAINING AND  PROFESSIONAL DEVELOPMENT

* Could you outline how Dong Nai has carried out the training and development of cadres in recent years?

Thai Bao, Deputy Secretary of the Provincial Party Committee and Head of the Provincial Party Committee’s Organization Commission. Photo: Huy Anh

- Drawing on practical needs and an assessment of the current cadre structure, the Standing Board of the Dong Nai Provincial Party Committee has developed a scheme to train and develop incumbent cadres and those in the leadership pipeline under its oversight, alongside a scheme to update skills and knowledge for key grassroots-level cadres.

Under these schemes, during the 2020–2025 term, the Dong Nai Provincial Party Committee and the former Binh Phuoc Provincial Party Committee sent more than 50,800 cadres to take part in training and professional development programs.

In 2025, the province selected 150 cadres for advanced political theory training and ran 28 intermediate-level courses with nearly 1,300 participants. More than 7,200 leadership and management cadres received updated training in knowledge and skills. At the same time, specialized programs were delivered to over 9,000 officials, focusing on Party organization, public administration, and the roles and operations of the Vietnam Fatherland Front and socio-political organizations at the commune level under the two-tier local government model.

In parallel with its wider training efforts, the Provincial Party Committee and its Standing Board routinely brief members of the provincial Party Executive Committee, key officials, and leadership-track cadres, in line with Politburo regulations.

* How is training and professional development linked to the placement and utilization of cadres carried out?

- Throughout the 2020–2025 term, authorities at all levels carried out the reassignment, appointment, designation, and nomination for election of 4,810 officials. In 2025 alone, 403 cadres were reviewed for transfer, appointment or reappointment, nomination, or designation to positions overseen by the Provincial Party Standing Committee and Standing members of the provincial Party Committee.

As part of organizational restructuring and the rollout of the two-tier local administration model, the Standing Board of the Provincial Party Committee reassigned 136 officials - including provincial leaders, heads of departments and agencies, and division-level officials - to serve in key leadership roles at the commune and ward level, with the aim of strengthening performance while giving officials opportunities to gain hands-on experience and professional development.

Leaders of the Dong Nai Provincial School of Politics present graduation certificates to participants of the full-time intermediate political theory course. Photo: Truong Hien

Among the officials seconded to the commune level were four members of the Provincial Party Standing Committee, nine members of the Provincial Party Committee, seven department directors or equivalents, along with numerous deputy directors and division-level leaders from provincial departments and agencies.

Overall, the sense of responsibility among officials - particularly key leaders at all levels - has strengthened, reflected in improved performance of duties and a stronger commitment to public service. Leadership and implementation of sectoral and local political tasks have delivered tangible results, while the two-tier local administration model has operated smoothly and effectively across the province, in line with guidance from the Central Committee, the Politburo, and the Party Central Committee’s Secretariat.

BUILDING A CONTINGENT OF CADRES DRIVEN BY THE ASPIRATION  FOR PUBLIC SERVICE

* Based on practical experience and the results achieved, what key lessons has the Provincial Party Standing Committee drawn from the work of training, professional development, deployment and utilization of officials?

- Party committees and leadership bodies at all levels, particularly heads of agencies and units, must fully appreciate the significance of personnel work, cadre development, and the training, development, placement, and use of officials. This requires a clear grasp of the guiding principles, objectives, and requirements of personnel policy, providing the basis for sound strategies and effective leadership in implementation.

Regulations and frameworks on personnel work should be regularly reviewed, revised, updated, or newly issued to reflect practical conditions and the political tasks of each locality, agency, and unit.

“Training and professional development should be closely aligned with personnel planning, placement, and deployment. Greater emphasis should be placed on assigning cadres to grassroots roles for hands-on experience, while integrating training plans with deployment decisions to ensure cadres in the leadership pipeline meet the requirements of their future roles”.  

THAI BAO, Deputy Secretary of the Provincial Party Committee and Head of the Provincial Party Committee’s Organization Commission.

Greater emphasis should be placed on improving the quality of personnel evaluations, based on position-specific standards, with performance outcomes and the confidence of officials, Party members, and the public serving as the key measures.

Personnel work should be driven by political tasks and viewed within the broader effort to strengthen and reform the Party and the political system. It should be aligned with both immediate responsibilities and long-term socio-economic development goals, guiding training plans that meet current needs while building capacity for the future.

* The resolution of the First Provincial Party Congress for the 2025–2030 term sets out three breakthrough priorities, including strengthening the quality of officials - particularly key cadres at all levels - to ensure their political resilience, professional competence, a strong sense of action, and a clear commitment to public service. What steps will the Provincial Party Standing Committee take to deliver on this priority?

- Delivering on the personnel priority outlined in the Provincial Party Congress resolution will require stronger leadership from the Provincial Party Standing Committee, alongside greater accountability among Party committees, Party organizations, and agency heads in implementing Party policies on personnel management.

It is necessary to develop and implement effective leadership planning for Party committees and key leadership roles for each term, ensuring continuity, renewal, and a smooth generational transition. This planning should also be paired with the policy of assigning selected key posts to officials from outside the locality.

There’s a need to further refine how officials are selected and assigned, with a sharper focus on fit and performance. Personnel will be reviewed and reassigned to ensure individual skills, experience, and strengths align with the demands and competency standards of each role.

Ongoing efforts should focus on effectively implementing the Party and State’s policies on attracting and utilizing talented personnel. The recruitment and development of high-quality human resources should be strengthened in key sectors and fields, especially top experts in science, technology, innovation, and digital transformation.

Further emphasis should be placed on reforming and enhancing personnel training and professional development. It’s essential to conduct thorough assessments to accurately evaluate the workforce and design targeted training programs for each year and phase. Priority should be given to training based on position-specific standards. Selecting promising young cadres for advanced professional development domestically and internationally remains vital, gradually building a team of specialized experts in key fields. More efforts should  also be made to strengthen personnel management through rigorous oversight, recognize outstanding performance promptly, address underperformance decisively, and enforce accountability for violations within the scope of authority.

* Sincerely thank you!

By Phuong Hang – Translated by Tam Binh, Thu Ha