3�3�Causes of limitations and existences1. 2. Some organizations may not fully understand the crucial role that talent plays in building and developing their field, region, locality, or country in the current situation. There may also be a lack of awareness regarding policies, conditions, and environments that attract and make use of talented individuals. This can be due to a lack of emphasis and direction from leadership when it comes to implementing policies that support and encourage talented individuals. Proper attention has not been given to the dissemination of guidelines and policies that attract and utilize talented individuals. Additionally, there may be slow progress in terms of innovation in awareness, thinking, working style, leadership, and management skills. Without proper fostering and training, this can lead to many limitations and inadequacies in the way that talent is arranged, utilized, and appreciated.3. There is a lack of comprehensive policies to motivate, appreciate, and support talented individuals in various areas such as employment, respect, evaluation, fostering, training, salary, and rewards. The creation and implementation of preferential treatment mechanisms and policies for talented individuals must adhere to legal provisions. However, if the law does not have policy provisions or regulations, difficulties may arise. Moreover, there is still a lack of coordination between different levels, sectors, agencies, and organizations. This results in the development and issuance of incentive mechanisms and policies that lack synchronization and unity, failing to create a synergistic effect to attract and utilize talentsIt’s difficult for Vietnamese talents living abroad to stay informed about opportunities for career advancement and development in Vietnam. Issues related to transparency, fairness, and cumbersome administrative procedures, as well as comparisons between old and new employees who receive different incentives, inconsistent interest groups, working methods, and culture make it challenging to find common ground. Despite calls for Vietnamese talents to return home and contribute to the development of the country, there is still a lack of strong connectivity. Unfortunately, many leaders and managers are not yet ready to take advantage of talent, and their thinking and working practices are slowly evolving. Some of these leaders and managers have reputations that are lacking, and their capacity and quality are not up to par with their tasks. As a result, talented people do not respect their ability or reputation.4. 5. New graduates often encounter difficulties when trying to secure positions in state agencies due to a variety of objective factors. The slow pace of innovation in training programs and methods, combined with the complex nature of state management, means that it takes time to gain experience and expertise. As a result, some areas such as health, education, technology, culture, arts, and sports may not be operating at their full potential. Furthermore, new employees may not receive adequate support, encouragement, or guidance from their colleagues and superiors during the initial stages of their employment. Additionally, low salaries and insufficient compensation, unattractive working and living environments, and poor working conditions can act as barriers to retaining talented individuals. This has resulted in a shortage of skilled personnel in state agencies, which struggle to retain staff for extended periods.6. The system for recruiting, employing, and managing civil servants and public employees based on job positions is still incomplete and has been unable to move away from the previous career-based model. There has been no innovation in decentralization, decentralization, and recruitment methods based on job positions. As a result, the policy of attracting and valuing talented individuals has not been effectively promoted. Many agencies and local authorities have not been successful in evaluating and classifying quality based on task performance results, which can create motivation and encourage talents to feel secure, dedicated, and promote their abilities. In many places, staff streamlining has not been done properly, fully, and strongly, and has not been able to remove those who are not qualified for the job, leading to 167Improvement in innovation, regulation, and talent acquisition has been slow due to limited awareness. Specifically, the importance of attracting and utilizing talent to enhance the quality of civil servants and public employees has not been clearly defined. There is a misconception that diplomas and degrees are the only indicators of talent, whereas these qualifications only reflect an individual’s level of training in a particular field. The criterion of creative capacity and dedication shown in results, innovation, progress, and beneficial effects for the field, local area, community, and society is often ignored. The identification of talent is restricted to inconsistent criteria such as quality, ethics, knowledge, capacity, results, merits, and achievements. Ministries, branches, and localities primarily focus on academic qualifications and age when selecting talent, while practical capacity and work achievements are disregarded. The mechanism of selecting, recommending, and self-nominating talents has not been innovated and is concretized in numerous fields.
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