VCN - Deputy Head of Customs Reform and Modernisation Department (General Department of Customs) Luong Khanh Thiet spoke with Customs News about developing a contingent of customs officers at all levels.
|Deputy Head of Customs Reform and Modernisation Department (General Department of Customs) Luong Khanh Thiet|
What solutions has the Customs sector introduced to improve the capacity of Customs officers?
To improve the capacity of customs officer, the General Department of Customs has implemented many solutions.
First, Customs has built and implemented a capacity-based human resource management model based on job position.
Amid increasing workload while following downsize policy of 10% of the Party and the Government, the capacity-based human resource management model based their job positions will help accurately determine the tasks and required capacity of each officer.
This is the basis for developing a capacity assessment system, training and retraining; and rotation of officers in order to improve labour output and efficiency, training efficiency and capacity of customs officers to stricter requirements of society for the Customs sector.
Second, Customs has revised, supplemented and followed policies and regulations on personnel management toward the modern human resource management method based on capacity; promoted the efficiency of management and use of customs officers and prevented potential violations; arranged officers in appropriate positions.
Third, training of Customs officers has been focused, meeting the requirements of improving qualifications and capacity of human resource.
In addition, the General Department has conducted internal inspections, self-inspections (especially for important and sensitive units and operations that are prone to violations) to prevent violations in a timely manner. Furthermore, Customs has severely handled violations and handle responsibilities of officers at all levels related to violations occurring in units areas under their charge.
The capacity of Customs officers has made significant progress. The Customs has been appreciated by the Government as well as people and businesses and has been always a leading unit in administrative reform, meeting the increasing requirements of society.
What is the significance of capacity assessment of customs officers and the development of human resource management based on the job position model for building the smart customs model?
The smart customs model requires high automation and applies the achievements of new and modern science and technology based on digital platforms and is paperless to ensure transparency, fairness, effectiveness and efficiency.
For the smart model to work well, in addition to reforming the procedures, the Customs need a smart tool for staff management as well as smart officers to operate this model.
The successful organisation of capacity assessment for nearly 5,000 customs officers in General Department and local departments in the past two years is an important premise for the Customs to review their staff to make appropriate training and retraining plans and build a contingent of customs officers in accordance with job positions.
The General Department of Customs has built the resource management based on the job position module under the smart Customs model including four sub-modules, management of performance results, capacity assessment of customs officers (both theoretical and practical capacity), review of task performance and the management of each officer’s capacity profile according to their job position.
The human resource management module is connected with all other operation modules in the sector and the electronic human resource module will automatically record work process of customs officer to provide quantitative data to assess the capacity and performance of customs officers, as well as ensure maximum automation of human resource management and facilitate the management and use of employees effectively.
This is an important basis to help ensure arrangement, assignment, rotation and training, creating transparency, fairness and publicity in human resource management, thereby, rising labor output and the capacity of customs officer and helping the Customs to achieve the targets.
What is the role of the General Department of Customs, as well as the local customs departments in building and developing human resources towards modern customs management?
The human resource development towards modern customs management is the responsibility of the entire customs sector, Party committees and organisations and each customs officer.
However, the General Department of Customs must play a leading role and orient the human resource development model as well as research and guide customs units in the implementation methods.
Customs departments of provinces and cities play an important role in implementing methods of building and developing human resources under the guidance of the General Department of Customs at their units.
In addition, local customs departments must coordinate with the departments under the General Department of Customs, assign officers to join working groups and advisory groups at request of the General Department to offer solutions to develop human resources in accordance with the practical and work requirements.
Close and smooth coordination between the departments and agencies under the General Department of Customs and the customs departments of the provinces and cities will help the Customs sector find and carry out solutions for human resource development in a scientific, effective and practical manner. Thereby, it is possible to build and develop a strong and professional staff, meeting the requirements of modern customs management.
By Quang Hung/ Huyen Trang