Tóm tắt :Thực hiện chính sách phát triển nhân lực ngành Ngoại giao ở Việt Nam hiện nay.

VIETNAM ACADEMY OF SOCIAL SCIENCES
GRADUATE ACADEMY OF SOCIAL SCIENCES

NGUYEN DUC THANG

IMPLEMENTATION OF HUMAN RESOURCE
DEVELOPMENT POLICY IN FOREIGN AFFAIRS
SECTOR IN VIETNAM AT PRESENT

Sector: Public Policy
Code: 9340402

ABSTRACT OF DOCTORAL THESIS IN PUBLIC POLICY

HA NOI – 2022


The thesis is done at:
GRADUATE ACADEMY OF SOCIAL SCIENCES

Name of Supervisor: Assoc. Prof., Dr. Nguyen Minh Phuong

Reviewer 1: Professor, Dr. Hoang Khac Nam
University of Social Sciences and Humanities
Reviewer 2: Assoc. Prof., Dr. Nguyen Xuan Phong
Academy of Journalism and Communication
Reviewer 3: Dr. Ha Quang Ngoc
Hanoi University of Home Affairs

The thesis will be defended in front of the Evaluation Committee of
the Graduate Academy of Social Sciences

At time ……. hour……..minutes, date ……..month……..year …..

The thesis can be found at the National Library, the Library of the
Graduate Academy of Social Sciences


INTRODUCTION
1. Rationale
Development is a human right and people are at the center of the
development process. To date, human resource development (HRD)
policies, including diplomatic personnel development policies, have been
promulgated by the State in recognition of essential role of public human
resource development in general and in each sector individually. The
Document of the 13th National Party Congress (hereinafter referred to as
the 13th Party Congress) said, in substance, that the HRD is one among
three breakthrough steps to be taken to realize the national strategic
development goals. The 13th Party Congress Political Report identified
priorities in HRD, especially highly qualified personnel and prepare
competent personnel for leadership and managerial position in key
development areas. In the Foreign Affairs Sector, building organizational
structure and cadre work is one of the five great lessons learned during the
course of 77 years of national defense and construction and the 36 years of
Doi Moi. Globalization, digital era and the Industrial Revolution 4.0 rapid
advancement created multi-faceted across economic, political and social
perspective. Amid the changes, keeping diplomatic HRD policy
implementation adaptive becomes urgent. Firstly, intellectuality of highly
qualified human force coined the national competitive strength in
knowledge

economy,

science

and

technology

and

globalization,

particularly, the diplomatic human resources, for their direct contributions
in the regards of international relations to national economic, political and
social development. Therefore, promoting the diplomatic HRD policy, at
this context, means investments into integration development, advancing
national position in the international arena. Secondly, the current quality of
public HR in general, including diplomatic personnel in particular, in such
contextual rapid changes, reveals gaps, i.e., inadequate competent to
1


perform tasks in new context; less adaptive in the areas identified as
breakthrough

areas.

i.e.,

international

law,

economic

diplomacy,

international communication ... Thirdly, such unclosed gaps in HRD
policies keep eroding as diplomatic generation gaps, the bias towards
"potential recruitment" prevailing "experienced recruitment", unoptimized
implementation process of social protection policies, unbalancing status in
training and reprofiling among civil servants and public employees in the
Sector in terms of information technology and digital skills training, lack of
a strong enough mechanism to attract talented people, limitations in the
quality of staff working in multilateral relations, obstacles in organizational
structure arrangement, implementation, quality standards in Sector [54, tr. 2].
From that context, the thesis has raised the scientific question:
What should be done and how to implement the diplomatic HRD policy of
Vietnam to meet the new requirements? The above scientific question is
concretized into 3 sub-questions: (i) What are the characteristics and roles
of human resources in the Foreign Affairs Sector? (ii) What is the current
practice of implementing diplomatic HRD policy? (iii) What solutions to
strengthen the implementation of the current policy of diplomatic HRD of
our country?
To answer the above research question, the scientific hypothesis
proposed is: The current implementation of the diplomatic HRD policy is
no longer suitable to facilitate the comprehensive development of the
diplomatic staff. Specifically: (1) Diplomatic personnel are highly qualified
people who meet the requirements of professional competence and ethics in
accordance with Vietnam's regulations and regulations for diplomatic
officers at representative mission abroad in accordance to international

conventions

and

regulations

on

diplomatic

relations.

(2)

The

implementation of the diplomatic HRD policy has now achieved certain
results, but it has not yet met the demand in quantity and quality amid new
2


context and tasks. (3) If synchronous implementation solutions is conducted
in parallel with a systematic, interdisciplinary and comprehensive approach,
with guaranteed resources, the limitations in the implementation of
diplomatic HRD policy can be overcome.
Given the existing limitations, in order to achieve the diplomatic
HRD goal in the new context, there is an urgent need to research, further
improve and strengthen the implementation of the diplomatic HRD policy
in Vietnam. Therefore, the PhD student chooses the topic "Implementation
of human resource development policy in Foreign Affairs Sector in

Vietnam at present" as the doctoral thesis majoring in public policy.
2. Research goals and tasks
2.1. Research purposes: The thesis systematizes, analyzes and clarifies the
theoretical basis and the actual situation of implementing the diplomatic
HRD policy, accordingly, proposing orientations and solutions to
strengthen the implementation of the diplomatic HRD policy in response to
new contextual requirements.
2.2. Research mission: The thesis performs the following research tasks:
Overview of the research situation related to the thesis; analyze and clarify
theoretical issues on policies and implementation of the diplomatic HRD;
evaluate the status-quo in implementing the diplomatic HRD, point out the
results, limitations and causes; identify goals and propose orientations and
solutions to improve the efficiency of the implementation of the diplomatic
HRD policies in the new period.
3. Object and scope of the study
3.1. Research subjects: The object of the thesis is the implementation of the
diplomatic HRD policy in Vietnam.
3.2. Research scope
3.2.1. Time range: The thesis assesses the status-quo of implementing the
diplomatic HRD policy in our country since the Law on Cadres and Civil
3


Servants became effect (January 1, 2010) and proposes orientations,
solutions, measures to strengthen the implementation of the diplomatic
HRD policies in the period of 2023-2030.
3.2.2. Spatial range: The study is conducted in the spatial scope of Foreign
Affairs Sector, including in-country agencies (Ministry of Foreign Affairs,
centrally-directed provincial Departments of Foreign Affairs and diplomatic
public professional careers), and overseas missions (Vietnamese missions to

international organizations and representative agencies in foreign
countries...). The thesis doesn’t include the personnel working in
international cooperative departments of the ministries and other state’s
public agencies providing that they are not in payroll of the MOFA
Vietnam.
3.2.3. Scope of content: The thesis focuses on 5 steps in the process of
implementing the diplomatic HRD policy, including developing documents
and

implementation

plans;

disseminating

and

propagating

policy

implementation; duties assignment, coordination, implementation; inspect
and examining the implementation; and summarizing, evaluating; lessons
learned and results achieved in the implementation of the policy.
4. Research methodology and research method
4.3. Research methods
The thesis applies dialectical and historical materialism theory of MarxismLeninism, Ho Chi Minh's thought and the Vietnamese Communist Party's
point of view on human resource development in the field of diplomacy and
at the same time applies the science of science and technology. Studies such
as: Public policy, public administration, human resource management,

political science, management science related to the implementation of the
diplomatic HRD policy. Regarding the approach, the thesis chooses a
systematic approach from the perspective of public policy based on the
theory of development in relation to the theory of public human resource
4


management and applying the approach of human resource management
theory. Methods of analyzing secondary documents, methods of synthesis
and comparison; case study methods; Expert methods are used in the
research process for analyzing the current situation, forecasting trends and
groups of solutions.
5. New contributions
The thesis has some new scientific contributions as follows: Firstly, the
thesis systematizes the viewpoints on the implementation of the diplomatic
HRD policy in-country and abroad in the current period. Secondly, the
thesis

analyzes

and

clarifies

basic theoretical issues

about

the

implementation of the diplomatic HRD policy in current global trend and
from Vietnam viewpoints. Thirdly, the thesis has identified and clarified the
status-quo implementation of the diplomatic HRD policy, and at the same
time, pointed out the results, limitations and causes from the current
practice. Fourth, propose orientations and solutions to strengthen
implementation of the diplomatic HRD policy in response to new
contextual requirements of Vietnam during 2022-2030.
6. Theoretical and practical significance
Theoretically, the thesis contributes to enriching the theoretical and
practical basis for the implementation of human resource development
policy from the perspective of public policy in combination with the theory
of public human resource management, the theory of human resource
development and the development of human resources. and apply the policy
implementation evaluation model according to the results. The thesis
clarifies the concepts of diplomatic human resources, the content of human
resource development of the sector, analyzes and clarifies the role and
subject of policy implementation; policy implementation process and
determination of analytical criteria for implementing HRD policies in5


country and country’s representative agencies overseas, Vietnam missions
to international organizations.
Practically, the thesis analyzes the factors affecting the implementation of
diplomatic HRD policy, identify specific factors, advantages and challenges
posed by the current domestic and international context. Basing on statusquo evaluation, the thesis identifies orientations and proposes some
solutions to strengthen the implementation of HRD in general and the
diplomatic HRD policy in particular. The research results of the thesis
contribute to the system of research and evaluation documents to serve as
advice on implementation of diplomatic HRD policy.
7. Thesis structure

The structure of the thesis, in addition to the introduction, conclusion and
appendices, the main content is presented in 4 chapters:
Chapter 1: Literature Overview of Studies on Implementing the Policy on
Developing Human Resource of Foreign Affairs Sector
Chapter 2: Scientific Base of Implementing the Policy on Developing
Human Resource of Foreign Affairs Sector
Chapter 3: Status-quo on Implementing the Policy on Developing Human
Resource of Foreign Affairs Sector
Chapter 4: Solutions to improve efficiency in Implementing the Policy on
Developing Human Resource of Foreign Affairs Sector in Viet Nam.
Chapter 1
LITERATURE OVERVIEW OF STUDIES ON IMPLEMENTING
THE POLICY ON DEVELOPING HUMAN RESOURCE OF
FOREIGN AFFAIRS SECTOR
1.1. Studies on the theory of implementing human resource and human
resource development policies in the Foreign Affairs sector
Human resource development policy in the Foreign Affairs Sector is part of
the overall public policy system, which has a dialectical relationship and is
6


inseparable from public policy and public sector HRD policy. The
theoretical basis for implementing the diplomatic HRD policy coined from
various sources, including the theory of public policy implementation, the
theory of human resource development in the public sector, and a part of
which is determined from the theory of public relations. international
system due to the specific operating environment of diplomatic personnel.
1.1.1. Studies on the theory of public policy implementation
Public policy, according to Thomas (2011), is whatever the State chooses to
do or not do [157, p. first]. Goggin et al (1990) determined that the research

process on public policy has gone through three generations [170, p. 20].
Across generations of research, the nature of public policy practice reveals
itself as a result-oriented process. There are 3 basic approaches to public
policy implementation: top-down method, bottom-up method, and a
combination of the above two approaches combined with other methods....
Regarding the public policy approach, in the third generation of current
public policy implementation research, Wheat (2010) published a study on
a policy analysis system based on dynamic models...
In our country, public policy is a highly applicable science but has not been
studied for a long time, a relatively new field of research. According to
author Ho Viet Hanh (2019), there are many approaches to public policy. In
particular, the approach on the basis of multidisciplinary, interdisciplinary
social science has gradually met the requirements of training high-quality
human resources, serving the cause of industrialization and modernization
of the country. country [69]. Authors Nguyen Huu Hai, Le Van Hoa (2013)
have analyzed some issues of public policy implementation in the book
"Outline of Public Policy" and the book "Public Policy - Basic Issues" by
Nguyen Huu Hai (2014) ...
1.1.2. Studies on the theory of implementing policies on human resource
development in the public sector
7


According to author Ho Viet Hanh (2017), "Public policy will not make
sense if it just stops on the text but is not implemented in practice".
Therefore, policy implementation plays an important role in the policy
cycle. Research on human resource development in general, author Tran
Minh Duc (2021) believes that human resource development is one of three
strategic breakthroughs to develop Vietnam in the coming time.
Maximizing the human factor as the subject, the main resource and the goal

of sustainable development ... Theoretical basis for implementing public
human resource development policy emphasizes the impacts in policy
combination... Theoretical basis for implementing Vietnam's HRD policy
has common features in comparison with world practices... Today, in the
context of integration and the IR 4.0, soft skills in the public service reflect
the flexibility and closeness to the real life of public service activities in
general and the activities of diplomatic personnel in particular.
1.2. Studies on the status-quo of implementing the policy of human
resource development in the Foreign Affairs Sector
In the book “The European Union Diplomatic Service Ideas, Preferences
and Identities” on European diplomacy, Caterina Carta (2017) summarizes
the main points of view on the diplomatic development of the European
Union (EU) and building the diplomatic workforce of this Community
Diplomacy increasingly requires in-depth expertise in each field... In
"Career Diplomacy: Life and Work in the US Foreign Service", Kopp,
Harry W., Naland, John K. based on the Memoirs of Ambassador Charles
A. Gillespie Jr. (1935–2008) introduced the reality of life and work of US
diplomats, indirectly reflecting the implementation of policies towards
human resources in the Foreign Affairs Sector of this country in four
aspects: organizational structure, practical knowledge skills in public
service, career path and future of Diplomacy. Authors Vu Duong Huan
(2002), Pham Binh Minh (2010) and a research team of the Diplomatic
8


Academy of Vietnam, in the reference book "Vietnam's diplomatic strategic
orientation to 2020" have identified strategic priorities. strategy to develop
our country's diplomacy until 2020, in which priority is given to the
development of the contingent of diplomatic civil servants... Recently, the
book "Vietnam's comprehensive diplomacy in the integration period" by

Pham Gia Khiem (2015) has summarized the knowledge and practice of
Vietnam's diplomacy over the periods, including some important selected
points are inherited in this thesis [75]. In addition, the authors Pham Binh
Minh, Nguyen Ngoc Truong, Dang Dinh Quy, Vu Duong Huan, Pham
Quoc Tru, Duong Van Quang analyzed Ho Chi Minh's thought on strategy
and national and national interests in the future. foreign affairs; on the
Vietnamese school of diplomacy; on independence, self-reliance and
international integration, trust in Vietnam international relations.
1.3. Studies on dynamic factors and solutions to implement human
resource development policy in the Foreign Affairs Sector
1.3.1. Studies on factors affecting the implementation of policies on
human resource development in the Foreign Affairs Sector in the current
context
There are many factors affecting the implementation of public policy, the
HRD policy in the public sector in general, and the diplomatic HRD policy
in particular. According to the public policy implementation model of
Thomas B. Smith (1973) in the work "The Policy Implementation Process"
shows that the four most important factors affecting policy implementation
are the policy itself, implementing agencies, participating groups, and
factors in the policy environment... Today, the importance of human
resources to modern organizations seems to be constantly increasing. Each
generation has its own characteristics, lifestyle and way of thinking that are
different from the previous generation. Now, when the "Millennials"
generation has become the core workforce of society, the "Gen Z"
9


generation is also increasingly asserting their own values as a young
generation....
1.3.2. Some studies on solutions to implement policies on human resource

development in the Foreign Affairs Sector
Regarding solutions for multi-sectoral coordination, Lundi (2007) through
quantitative research has demonstrated that in the public sector to
successfully implement policies related to human development, a multisectoral approach is always required.
1.4. General comments
Research works on policy implementation have been carried out in many
industries and fields... There are still gaps in research on implementing the
diplomatic HRD policy of our country in the context of international
integration from the perspective of public policy, that is the issue of choice
for research within the scope of this thesis. Firstly, analyze theoretical
issues on the implementation of diplomatic HRD policy. Secondly, most of
the research works on diplomacy are often published slowly due to the
characteristics of the Sector with confidential information. Third, the most
commonly used tool for implementing the HRD policy is training,
retraining and promotion. However, facing difficulties as well as new
opportunities..., training and promotion are not enough, but need to be
combined with many measures for the overall and long-term development
of diplomatic human resources.
Summary of Chapter 1
Chapter 2.
SCIENTIFIC BASE OF IMPLEMENTING THE POLICY IN
DEVELOPING HUMAN RESOURCES OF FOREIGN AFFAIRS
SECTOR IN VIETNAM
2.1. Theory on the policy of developing human resources in the Foreign
Affairs Sector
10


2.1.1. Concepts
The diplomatic HRD policy is part of the national human resource

development policy, which is the HRD requirement of the State. The
diplomatic HRD policy is the policy of the State, implemented by the
Ministry of Foreign Affairs (MOFA) in conjunction with a number of
functional ministries. In order to clarify the nature of the concept of
diplomatic HRD policy, the thesis mentions and compares with some
related concepts as follows: "human resources", "human resource
development", "public policy", "diplomacy" and "diplomatic work"... From
the three characteristics in the conceptual content analyzed above, the
author of the thesis proposes the concept of the diplomatic HRD policy and
uniformly applies it in this thesis as follows: Human resources development
policy in the Foreign Affairs Sector is the totality of views, principles,
measures and methods of competent state agencies in recruiting, employing,
arranging, training and rewarding in order to develop human resources
including cadres, civil servants, public employees and laborers working in
the Foreign Affairs Sector to meet the requirements and tasks of the Sector
assigned by the Party and the State.
2.1.2. Policy content
Stemming from the point of view of human resource development in the
above sector, the thesis determines the policy of human resource
development in the Foreign Affairs sector, including 5 basic contents:
human resource planning; attracting, recruiting; use, evaluation; training
and retraining; and attract, retain talented people.
2.1.3. Policy implementation subject
Subjects implementing the diplomatic HRD policy (State diplomacy)
include the following basic groups of actors: Leaders of the Ministry of
Foreign Affairs, civil servants in charge of personnel organization, training
and retraining in institutions. agencies and non-business units in the Foreign
11

Affairs Sector; Civil servants of other state agencies carry out activities on
human resource development in the Foreign Affairs Sector in various
aspects. And directly each public official working in the Foreign Affairs
Sector with the attitude and efforts to develop themselves and their careers
…
2.1.4. Objectives and solutions of the policy: The objective of the policy on
diplomatic HRD comes from the policy of Vietnam's state administrative
HRD development in combination with the specific requirements of the
Foreign Affairs Sector, in line with international standards governing the
activities of diplomats. delivered in accordance with the Vienna
Convention…. The objective of the diplomatic HRD is to include two
pillars: expertise and political bravery.
2.2. Theory on the implementation of policies on human resource
development in the Foreign Affairs Sector
2.2.1. Concept: Policy implementation is the process of putting public
policies into practice in social life through the issuance of documents,
programs and projects to implement public policies and organize their
implementation in order to realize public policy objectives. ... On the basis
of the existing definitions, the thesis proposes the concept of human
resource development policy in the Foreign Affairs Sector focusing on 5
main contents: planning and planning; attracting, recruiting; use,
evaluation; training, fostering and rewarding, attracting and retaining
talented people.
2.2.2. Implementation process: The process of implementing public policy
is the process of putting public policy into practice in social life in order to
realize the main goals. The policy implementation process includes 5 steps:
(i) Development of documents and implementation plan; (ii) Disseminate
and propagate policy implementation; (iii) Assign and coordinate the
implementation of policies; (iv) Organizing the implementation of policy
12

contents; (v) Inspect and examine the implementation of policies on
diplomatic human resource development; and (vi) Summarize, evaluate and
learn from policy implementation.
2.2.3. Forms and measures of implementation: Policy implementation can
take many forms. However, it can be generalized to the three most common
forms. i.e., “following orders from the top down”, “organizing from the
bottom up” and “combining form” … Particularly, the Foreign Affairs
Sector maintains the form of policy implementation through Diplomatic
Conferences.
2.3. The environment for implementing policies on human resource
development in the Foreign Affairs Sector
2.3.1. The system of national policies on human resource development in
the field of diplomacy
The national policy system on diplomatic HRD is built on the basis of the
Party's oriented views, expressed in many different documents, developed
by many agencies, mainly legal documents. Basically, the national policy
system on diplomatic HRD is concentrated in four basic Law documents
that play the role of the "backbone" of the policy system on diplomatic
HRD policy, including the Law on Overseas Representative Missions of the
Socialist Republic of Vietnam, the Law on Cadres and Public Officials No.
22/2008/QH12 promulgated on November 13, 2008; and the Law on Public
Employees No. 58/2010/QH12 promulgated in 2012; the Revised Law on
Cadres and Civil servants and Public Employees No. 52/2019/QH14 issued
by the National Assembly. The National Assembly promulgated the Law
amending and supplementing a number of articles of the Law on Cadres
and Civil Servants No. 22/2008/QH12 and the Law on Public Officials No.
58/2010/QH12… Viewpoints, objectives and main contents on public
administrative reform (PAR) during 2021 - 2030 are well defined in the

Government's Resolution No. 76/NQ-CP on promulgating the Master
13


Program for State Administrative Reform for the 2021 - 2030 period. Of the
four reforming contents for the civil service regime, the Resolution pointed
out HRD priorities of building a professional, responsible, dynamic and
talented civil service.
2.3.2. Organize the policy implementation apparatus: The system of
apparatus for implementing the diplomatic HRD policy consists of many
agencies working together. In which, Diplomatic Academy is the focal
higher education institution of the Sector...
2.3.3. Human resources to implement policies: Human resources to carry
out training and retraining contents are officials, lecturers, education
managers in training and fostering institutions of the Department of
Education and Training....
2.3.4. Financial sources for policy implementation: Funds for policy
implementation shall be allocated by the State Budget (State budget)
according to current regulations on budget decentralization, financial
sources of public non-business units in the sector and other lawful
mobilized sources... block of public non-business units operating in the
field of education and training of the Foreign Affairs Sector, funding
sources are determined according to the autonomy mechanism of public
non-business units based on Decree No. 16/2015/ND -CP issued on
February 14, 2015.
2.3.5.

Conditions

of

facilities

and technology

to manage

implementation of policies
Chapter Summary
Chapter 3
STATUS-QUO OF IMPLEMENTING POLICY ON
DEVELOPING HUMAN RESOURCE IN FOREIGN AFFAIRS
SECTOR IN OUR COUNTRY
3.1. Practice policy implementation activities
14

the


3.1.1. Develop documents and implementation plan
On the basis of the system of national policies on human resource
development and the priorities of the diplomatic service in building and
developing diplomatic staff, the Ministry of Foreign Affairs, the centrallydirected controlled provincial Departments of Foreign Affairs, Vietnam
oversea representative agencies have developed specific documents and
plans for policy implementation. Civil servants and public employees are
working at public non-business units under the Ministry of Foreign Affairs,
including: (i) Decree No. 26/2017/ND-CP; Decree 29/2020/ND-CP; (ii) Decree
No. 157/2005/ND-CP; (iii) Decree No. 48/2012/ND-CP; (iv) Decision No.
1110/QD-TTg dated July 28, 2017 on the list of public non-business units
under the Ministry of Foreign Affairs... On the basis of the national policy

system, HRD policy components cover diplomatic cadres, civil servants,
public employees. Accordingly, the Foreign Affairs Sector, the Ministry of
Foreign Affairs, and other functional units have developed documents and
implementation plans on HRD policy.
3.1.2. Dissemination, propaganda
The

reporting

information

system

has

been deployed

relatively

comprehensively, timely providing comprehensive information and indepth, multi-dimensional, up-to-date information, becoming an important
and reliable source of information in the policy implementation process.
human resources development of our country's diplomacy in the current
context. Applications such as email, online conference system operate
smoothly and stably, are important means in the ministry's activities,
especially in the context of the recent Covid-19 pandemic. The practice of
implementing policies on human resource development in the Foreign
Affairs Sector is associated with the dissemination of the industry's value
system…
3.1.3. Assign, coordinate, organize implementation
15

In general, working methods in the industry, external management
institutions, and coordination mechanisms outside the industry have been
paid attention and updated according to the general standards of the
Government, in line with the characteristics of the Foreign Affairs Sector.
3.1.4. Inspection, testing
The content of the component of inspection and examination of the
implementation of policies on human resource development in the Foreign
Affairs Sector includes inspection of foreign affairs activities, inspection of
higher education activities (for Diplomatic Academy), actual inspection of
foreign affairs. implementation of government projects, projects, etc. The
general principle is that the Inspectorate of the Ministry prepares documents
guiding the operation and unified management of external activities, and at
the same time urges the inspectors of the Departments to implement the
annual inspection plan in accordance with the orientation set by the
Government Inspectorate and the Government Inspectorate. The Ministry
Inspector suggested….
3.1.5. Summarize, evaluate, learn from experience
The

summarization,

evaluation,

and

lessons

learned

from

the

implementation of the contents of human resource development policies in
the Foreign Affairs Sector are organized and implemented on the basis of
summarizing and evaluating the implementation of monthly, quarterly, 6month plans and annually, and according to the cycle of performing
preliminary and final summaries of specific programs, projects and
schemes….
3.2. Results of the implementation of some basic contents of the policy
on human resource development in the Foreign Affairs Sector in our
country today
3.2.1. Planning, planning
16


The Foreign Affairs Sector Human Resource Development Plan for the
period 2011-2020 focused on three groups of subjects.... Regarding the
quality of the planning implementation, due to the working characteristics,
human resources of the Foreign Affairs Sector are spread throughout the
country and over the world. There are many countries and territories in the
world where there are diplomatic representations, consular representatives
and representatives of Vietnam in international organizations. The human
resource planning for the Foreign Affairs Sector is carried out to ensure the
top criteria are political bravery, solid ideology and professional expertise.
3.2.2. Attraction, recruitment
Regarding attraction, recruitment, consideration of forms and criteria and
objects of attraction, recruitment, implementation of the Ministry of Foreign
Affairs' plan on recruitment of civil servants according to Decree No.

140/2017/ND-CP dated 05/05/2017 December 2017 of the Government on
the policy of attracting and creating cadres from excellent graduates, young
scientists, the Ministry of Foreign Affairs to recruit talented human
resources.
3.2.3. Training and fostering
In the form of training and retraining, the Diplomatic Academy of Vietnam has
been assigned to chair three Government projects: the Project "Promoting
knowledge and skills for cadres, civil servants and public employees working in
international integration in the period the 2016-2020 period and the period 20212025", the Project "Training and fostering knowledge and skills for staff working
in people-to-people external affairs for the period 2021-2025", and the Project
"Professional fostering". foreign affairs and foreign languages, translating and
interpreting for local foreign officials in the 2016-2020 period and the 2021-2025
period"... The content of training and retraining programs, the Ministry is
organizing classes with a variety of contents, serving human resource
development activities in the following areas: Fostering knowledge of state
17


management and job positions, standards of professional titles... classes for
rotation work... Programs to train staff to practice at representative agencies...
General assessment of training In general, the Ministry of Foreign Affairs has
actively promoted and further improved the process and systematized the training
and reprofiling staff..
3.2.4. Using and evaluation
Results of the implementation of social security policies, labor regimes and
some key contents in the use and assessment of human resources in the
Foreign Service. Basically, the current law on occupational safety and
health does not have separate regulations for the State's administrative and
non-business sector in general and public servants working in the
diplomatic field in particular. In which, activities in the diplomatic field are

not currently in 11 industries and occupations with high risk of occupational
accidents and diseases according to regulations. diplomat…. Through the
utilization policy component, the sector's human resource assessment shows
advantages and limitations. The causes of the inadequacy can be summed
up from (i) the lack of professionalism (especially in the team of experts),
(ii) the remuneration regime still has some problems, (iii) There are still
some problems in the remuneration system. forming a strategic thinking
team to help make foreign policy.
3.2.5. Remuneration, respect for talents
Employing talents is an important content in the diplomatic HRD. The
activities on treatment and promotion of talents in the Foreign Affairs
Sector are carried out in three ways... Regulation on the conditions for
appointment of Ambassador Extraordinary and Plenipotentiary in special
cases when the nominee has passed the transition. normal appointment age,
which includes conditions on external requirements, working area and
personal capacity and reputation.
3.3. General comments
18


3.3.1.

Advantages

and

limitations

in

implementing

the

policy

implementation process
3.3.1.1. Advantages and reasons
Firstly, on the development of documents and plans to implement
the diplomatic HRD policy.... Second, on disseminating and propagating
the implementation of the policy, Thirdly, about assigning, coordinating,
and organizing the implementation of the policy. Fourthly, the inspection
and examination of the implementation of the diplomatic HRD policy is
strictly carried out, urging the implementation, identification and strict
handling of violations... Fifth on summarizing, evaluate, learn from
experience… Some of the main reasons for the achievement of the above
advantages in the implementation of the diplomatic HRD policy are: The
strategic vision of the Party and State leaders and the Ministry of Foreign
Affairs over the years. The period has attached importance to the human
factor, determining that the development of the diplomatic staff is a key
issue of the key in the development of the Sector.… Additionally, it is
impossible not to mention a number of other reasons such as the industry's
long tradition that has created the value system of its officers, which
emphasizes loyalty, firm political courage, and puts the interests of the
people, of the nation and the interests of the collective take precedence over
individual interests. Another reason comes from the capacity of policy
implementers.
3.3.1.2. Limited and causes
Firstly, in the process of developing documents and implementing
plans, both intentional and unintentional impacts have not been estimated.

Secondly, in terms of policy dissemination and implementation, although in
the years from 2019 to now, the stage of policy modification and
propaganda has been focused on implementing on a large scale, especially
in the media. multimedia and online, but observing in the long-term from 819


10 years, the diplomatic HRD policy can be observed unevenly
implemented, not every period is focused on strengthening the
implementation. Third, in terms of assignment, coordination, and
organization of policy implementation, there are still major difficulties in
inter-ministerial coordination in the implementation of mechanisms and
policies on social security, social insurance, and salary mechanism. Fourth,
regarding the inspection and examination of policy implementation,
although strictly implemented, the form of inspection and examination of
work is still heavily traditional, slow to innovate, and has no control
mechanism. suitable in the context of digital transformation... Fifth, about
summarizing, evaluating, and drawing lessons. In 5 stages, the stage of
summarizing, evaluating and drawing lessons is done relatively
comprehensively. Meanwhile, the objective assessment shows that the stage
of dissemination and propaganda to implement the diplomatic HRD policy
is still limited. Some of the main reasons for the above-mentioned
limitations… focus on prioritizing one or several different stages in the
policy implementation process in accordance with the context and practical
capabilities in each period, financial source limitations.
3.3.2. Achievements and inadequacies in implementing the content of
policies on human resource development in the Foreign Affairs Sector
3.3.2.1. Achievements and causes: During the period from 2016 to 2021 in
particular and in the 10-year period from 2011 to 2020, the implementation of the
sector's human resource development policy has created remarkable changes...
The main cause of these achievements This is due to the correct policy of the

Party and State identifying cadres as the key factor, the tradition of attaching
importance to the human factor, taking care of development, training and
fostering human resources. establishment and development of the Ministry of
Foreign Affairs. In addition, the development of network technology applications
20


has effectively supported the process of attracting, recruiting, training and
fostering human resources in the industry.
3.3.2.2. Some inadequacies and causes: The results of secondary data research
from the final report on the implementation of a number of Resolutions and
reports on human resources have stated the general limitations of the sector's
human resources and the implementation of the sector's human resource
development. … Some basic causes leading to the above-mentioned
inadequacies are as follows: Firstly, regarding the implementation of planning
and recruitment of human resources, there are shortcomings in recruitment
frequency and thinking in planning and recruitment. The application is also more
about "potential recruitment" of human resources than "experience recruitment"
of diplomatic human resources. Second, in the use and evaluation, there are still
shortcomings in the method of calculating statistical indicators, the number of
participating regimes, the level of contribution and benefits that are not
satisfactory for social insurance and health insurance. Third, efforts to reform the
wage regime have been slow to show results due to the low base salary... Fourth,
in terms of training and retraining, the proportion of foreign knowledge in the
training program for staff at the strategic level and fostering information
technology skills, digital transformation for human resources, although it has
been implemented but not really commensurate..., the situation of "brain drain".
Chapter summary
Chapter 4
SOLUTIONS TO IMPROVE THE EFFICIENCY IN

IMPLEMENTATION OF POLICY ON DEVELOPING HUMAN
RESOURCE OF FOREIGN AFFAIRS SECTOR IN VIETNAM
4.1. Forecast the context to 2030 and the requirements set out in the
implementation of the policy on human resource development in the
Foreign Affairs Sector
4.1.1. Context to 2030 and advantages and disadvantages
21


4.1.1.1. Situation forecast
In the coming time, the world situation will continue to have rapid and
complicated changes, intensifying interwoven strategic cooperation and
competition,

profoundly

affecting

the

security

and

development

environment of each country. Diplomacy plays an increasingly important
role… The impact of major trends such as globalization, Industry 4.0, or
under the influence of non-traditional security issues, terrorism, climate
change, natural disasters, etc.

4.1.1.2. Opportunities and challenges: The international and domestic
situation as forecasted above has posed for the construction and
development of the Foreign Affairs Sector in general, the implementation of
the diplomatic HRD policy in particular, a number of opportunities and
challenges... In our country, after more than 3 decades of renovation, the
country has achieved many outstanding achievements, of which the most
important ones are political stability, rapid economic development, and
increasing international status. The advantages for human resource
development in the major diplomacy sector include: The support of the
Party and State leaders and the political determination of the leaders of the
Ministry of Foreign Affairs and the Foreign Affairs Sector; the staff is
increasingly young, dynamic, trained, trained, more proficient and able to
meet the requirements of higher integration.... Regarding difficulties, the
international context is volatile. During the Covid-19 pandemic, the policy
implementation process took place over a very long time, with the
participation of many different actors, and in an unpredictable changing
environment...
4.1.2. New requirements set out in policy implementation
Resolution No. 26-NQ/TW, Directive No. 25-CT/TW dated August 8, 2018
of the Secretariat on promoting and elevating multilateral external relations
to 2030… Thesis summarizes and selects 3 requirements The basic needs
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summarize the requirement to strengthen the implementation of the
diplomatic HRD policy: (i) promote ideological work, foster political skills
for human resources and raise awareness of the importance of multilateral
diplomacy. (ii) expanding the content and raising the level of initiatives
associated with Vietnam's foreign policy priorities, (iii) preparing the
conditions in terms of quantity and quality of human resources to prepare

the foreign affairs personnel. candidates for positions, giving priority to
management positions, operating multilateral mechanisms/organizations in
the region and internationally…
4.2. Solutions to improve the efficiency of implementing policies on
human resource development in the Foreign Affairs Sector in the
period of 2021-2030
On the basis of the above orientation and from the actual situation of
implementing human resource development policy in the Foreign Affairs
Sector, the thesis proposes the following solutions:
4.2.1. Continue to improve the institutional framework for policy
implementation
4.2.2. Enhance the effectiveness of the steps in the policy implementation cycle
4.2.3. Capacity building for policy implementation
4.2.4. Strengthening substantive coordination among participants
4.2.5. Promoting incentives to attract and retain talented people
4.2.6. Solutions to ensure resources to implement the policy of human
resource development in the Foreign Affairs Sector
In the above 6 groups, the group of solutions on the institutional
framework to implement the policy and form the framework regulations
needs to be implemented first. Based on the institutional framework in
solution group 1, technical solutions in the following 5 groups can be
implemented synchronously.
Chapter Summary
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