Grasping and executing the guidelines set by the Army Corps 3’s Party Committee on raising the quality of cadres, over the years, the Division 10’s Party Committee and Command have focused their leadership and direction on this work via many practical, effective measures. The Division’s Party Committee has issued the Resolution 1008-NQ/ĐU, dated August 23^rd, 2019 on “leadership over the building of a contingent of cadres within the Division, particularly the key ones at all levels to meet the task requirements in the new situation.” Grounded on that Resolution, all-level party committees have formulated and synchronously implemented plans to improve the quality of cadres, especially the key ones via various forms and measures, with a focus on three points as follows.

The Division has enhanced its cadres’ political zeal, political ideology, morality, morality, lifestyle, and sense of discipline. To that end, it has strengthened the work of political education and ideological orientation, renewed and improved the introduction of resolutions, directives, and regulations within its affiliates, thereby making contributions to raising cadres’ political zeal and stabilising the ideological situation of cadres, particularly officers at platoon and company levels and new graduates. Due attention has been paid to studying and following Ho Chi Minh’s ideology, ethics and lifestyle in line with the execution of the 12^th Party Central Committee’s Resolution No.4 and regulations on cadres and party members’ role model-setting responsibility. In addition, the Division has frequently reviewed and managed its cadres’ profiles, grasped their political viewpoints, morality, and lifestyle, and proactively prevented and opportunely handled ideological deviations. As a result, it has succeeded in preventing “self-evolution” and “self-transformation” from happening within itself. It has also well implemented the Regulation on Democracy at grass-roots level, raised the quality of democratic meetings, encouraged its cadres to express their opinions during conferences, maintained the order of report at each level, grasped and opportunely satisfied their wishes, and well carried out the policies for its staff members and their families.

Announcing decisions of appointment and deployment to cadres

In addition to maintaining the military standard order building and discipline management, the Division has cooperated with local authorities and cadres’ families in anticipating, proactively preventing, and opportunely settling the risks leading to violation of discipline, such as borrowing without being able to pay back and complicated social relationship. It has directed its offices and units to frequently review and classify their cadres to design measures for education and management properly and effectively. At the same time, the Division’s Party Committee has required party cells to strictly evaluate their cadres on a monthly basis, with a focus on assessing cadres with weaknesses, pointing out reasons, and developing remedial measures. Same shortcomings committed by cadres for 3 consecutive months without being rectified would be stringently handled. As for cadres who have yet to keep their mind on their work, offices and units have worked with their families to persistently encourage and persuade them, while creating a favourable condition for their self-improvement. Cadres deliberately committing violations for many times would be discharged from the Military.

The Division has asked all cadres to develop their self-improvement plans in line with the Directive 103/CT-BQP, dated November 28^th, 2019 by the Minister of National Defence on continuing to enhance discipline management and education and ensure safety within the Military as well as regulations set by the Army Corps 3 and the Division. Besides, it promoted the role model-setting responsibility of key cadres at all levels and built up comradeship and a sense of unity amongst its  staff members during the performance of their task.

The Division has raised its cadres’ capacity, prestige, and responsibility with specific targets. All cadres shall be able to be in charge of training at their level. 90% of its battalion cadres and 70% of its cadres at platoon and company levels shall achieve merit or distinction in the training work. All cadres shall fulfil their task, while over 85% of them shall successfully or excellently fulfil their task. To reach those targets, the Division’s Party Committee and Command have focused on renewing the training of cadres and considered it as a routine mission. All-level party committees have formulated training plans for their cadres in accordance with their units’ situation. During the process of training its cadres, the Division has decided to train them first and use them later or simultaneously. Emphasis has been placed on selecting cadres for further training, particularly those who had been included in the personnel planning, those who had just graduated from colleges, and those who had just held new positions. Moreover, the Division has pointed out the development possibility and employment plans of cadres who had been selected and dispatched for further training. Importance has been attached to assigning new, difficult tasks to cadres in order to improve their capability, qualities, morality, political zeal, working method and style, and sense of discipline. Within the Division, all places shall be classrooms, all staff members shall be teachers, and each cadre shall act as both student and instructor at the same time. Significance has been attached to sharing experiences in training, command and troop management and improving cadres’ work skills. Besides, the Division has promoted cadres’ self-study, while encouraging its staff members to learn from good things and perform difficult missions so as to better their knowledge and professional competence. It has heightened the role model-setting responsibility of cadres and party members under the motto of “self-review” and “self-correction.” Superiors have been required to set good examples for subordinates to follow. At the same time, jobs have been rotated amongst offices and units to broaden cadres’ work experience.

To promote the strengths of each cadre and resolutely deal with their weaknesses, in addition to training, the Division has stringently maintained regulations and principles for the personnel work, heightened self-criticism and criticism, and promoted democracy within party committees and units. While commending and awarding cadres and units with their good task performance, the Division has clarified their shortcomings to prevent them from falling into subjectivity and over-satisfaction. As for units with the poor task performance, the Division has revealed their strengths and the potential for development to prevent them from being pessimistic. Grounded on their practical condition, each office and unit have organised wide and deep political campaigns to correctly evaluate cadres’ task performance, point out the lack of enthusiasm and the sign of mediocrity committed by individuals and collectives, and assign party committee members and excellent cadres to help them. Responsibility of party committee members and secretaries, commissars, commanders, and political offices has been promoted to correctly assess, appoint, manage and employ cadres. Evaluation of cadres has always been in a comprehensive, objective, historical, specific, and developmental manner. Evaluation and classification of cadres have been aligned with assessment and rating of party organisations and members on a yearly basis. At the same time, due attention has been paid to selecting and appointing cadres meeting all criteria and being tested through reality to key positions. Cadres with the outstanding capacity have been appointed straight to higher positions. Priority has been given to appointing cadres with good achievements in emulation movements and military contests.

While facing a lack of company deputy commissars and platoon heads, the Division has redundant cadres for other positions, such as platoon head and infantry company deputy head. Therefore, the Division has proactively reviewed its pool of cadres and deployed staff members from offices to units to ensure the quality and quantity of human resources under directions by the Ministry of National Defence on building pilot divisions equipped with strong firepower.

The Division has built up its cadres’ working method and style in a scientific, collective, democratic fashion and encouraged them to dare to think, dare to do, dare to take responsibility, match their words with action, establish a close-knit bond with soldiers, and maintain democracy, unity and discipline. Besides, the Division has effectively carried out the ideological work at all levels and fought against the signs of mediocrity, oversimplification, and impatience amongst its cadres. It has also taken strict disciplinary action against cadres with bureaucracy, formal democracy, arbitrariness, and militarism.

The Division has required cadres at each level to master their inferiors’ task, well perform their own task, and know their superiors’ task, while all cadres within its offices have been asked to have good knowledge of various specialities so that they could help one another. Due attention has been paid to fighting against “empiricism”, “individualism,” and administrative orders. At the same time, the role of all-level commanders and offices in the inspection work has been promoted, and cadres at higher levels have frequently attended inferiors’ meetings to opportunely give instructions and rectify their weaknesses.

Thanks to those breakthrough measures, cadres of the Division have made solid progress to meet their task requirements in both long and short terms. In 2020, 91% of its cadres successfully or excellently fulfilled their task, while nearly 30% of its cadres were appointed to higher positions. Those achievements would provide an important prerequisite for making the Division “exemplarily, typically” comprehensively strong and capable of accomplishing all assigned tasks.

Sr. Col. NGUYEN DUC HA, Commissar of the Division