Are you looking for the definition/difference between “Do the Right Thing” and “Do the Thing Right”? If so, given your particular situation, I would probably look at it this way:

There isn’t much of a difference. “Do the Right Thing” and “Do the Thing Right” basically means the same given the situation you have described. The right thing is to separate the two – political and public – to ensure success for both sides, less conflicts, etc. It will also help you to “do the thing right” as individuals will be more focused and able to accomplish more if their time is not divided between two such very distinct groups.

I hope this helps you!

Best regards,
Gina

Thanks for your clarification with my last questions.

Now, I have one concern in serparate the term of “Do the Right Thing” and “Do the Thing Right”.

Please, explain me

Very best wishes,

Mike

I had the impression you were not able to separate the functions. However, certainly, if you are able to do so, you should ask individuals to choose public or political. You will need to provide reasons behind them doing so, for example:

1. Ability to be more focused
2. Distinct goals between political and public that is better served if an individual works with one over another (and not both)

However, if you are unable to force a decision (or push individuals to make a decision), for example, this is beyond HR’s function; you will need to gather support for what you are trying to do. This support will likely have to come from the senior leadership/executive level.

Best regards,
Gina

for my first question, normally, a staff should have only one function, they should decide which one should they choice? if they choice public function, they must resign from political function. Two functions at the same time, make public staff obey the party than public population.

In here, this cases has happened again and again, public service are false day by day, and also corruption.

so, how can I separate this issue?

best wishes,

Mike

Let me answer your second question first. It seems to me, much like many organizations – both public and private – that you are lacking the number of staff necessary to do the job you want done. To make sure I’m understanding your issues accurately – to compound that issue, given the organization, salaries are lower than would be desired to attract and retain talent. Additionally, there is confusion as to what specifically are individuals’ roles and responsibilities within the educational sector – e.g., are they focused on the government or the public side. The number of students dropping out may be due to the lack of staff to support students’ needs (lack of customer service effectively).

You may have limited control over these issues. However, I might suggest doing the following (assuming this is even possible):

• Do an analysis of the education sector as it exists today, including reduction in student enrollment and any other customer service-type issues.

• Develop a plan on how to improve the situation – e.g., through learning & development programs for staff, improved clarity around roles and responsibilities, better alignment of staff talent to organizational needs, etc.

• Present your findings (analysis) and your recommended development plan to the higher ups in the organization – make sure you include some solid numbers (facts) to back up your analysis and make your point.

• Include a plan on how you will measure progress to show it is all working – the impact on the business (organization) and ROI.

As for the first question, I’m not sure if I have enough information to specifically address the question. It seems to me that it may be OK if a staff has 2 functions – both public and political – assuming that the roles and responsibilities for each are clearly defined.

Hope this helps you!

Best regards,
Gina

This is Mike, from Cambodia, I would like to ask you a few question related to human resource management. 1) what should we do, if a staff of government has two functions (public and politic) at the same time? 2) How to improve the public human resource management in educational sector? (Now, lack of salary, limitation of capacity staff, lack staff, not clarify function [political and public], and numbers of student who drop out are increased…)

I expect you will provide me the result in soon.

very best wishes,

Mike

Thanks for your comment. Once implemented, there is still work around work/life programs for organizations to ensure its continued success – regular review and revisions to the program to meet changing needs – both of employees and the organization as a whole. Telecommuting is definitely a challenge in and of itself – it does take a different skill to manage telecommuters and you are quite right that in many cases (certainly not all) telecommuters work more hours than those who are in the office every day. I know that the days I am not in the office and I work from home I end up starting much earlier (when I get up which is around 6:00 AM the latest), breaking briefly for a shower and breakfast, then working through lunch much of the time (eating at my desk) and then break for dinner later than usual. The biggest challenge with “work at home” programs is ensuring that it is implemented fairly across the organization. Let’s face it, some employees just can’t work at home because of the job they are doing. It is a challenge for many organizations to determine who can work at home and who can’t – it is not always clear cut and frankly, to be successful, takes much planning.

Thanks for reading!

Best,
Gina