Across Vietnam, a new wave of young and ambitious recruits are reshaping the workplace, bringing new expectations around workplace dynamics.
As the economy matures, businesses are having to rethink how they attract, develop and retain a generation with a different approach to work.
Thuy Hoang, COO at The Sentry, believes businesses need to look beyond traditional workplace policies to understand what motivates young Vietnamese professionals and create environments where they can learn, take ownership and grow.
Workforce gap
A defining characteristic of Vietnam’s young workforce is a compelling paradox.
They have strong technical skills and plenty of energy, but often hit a major roadblock: what they learned in university doesn’t always match up to what employers actually need. This creates a ‘readiness gap’.
Thuy sees this gap first-hand.
Everything in the book is very good, but cultural adaptation is hard to teach."
Thuy Hoang
COO, The Sentry
For businesses, closing this readiness gap requires more than traditional training. Young employees need clear processes and guidance, but they also need room to learn, make mistakes and develop their own judgement.
This development extends beyond technical skills. It also means adapting to workplace culture, building relationships and learning how to navigate the social dynamics of a professional environment.
The goal is to give young Vietnamese employees the support they need to find their feet, without holding their hand forever.
Motivation
Young Vietnamese workers are hungry to learn, but they don’t want to just be task-takers, ticking boxes for the sake of it.
They want to have a voice, contribute their own ideas, and develop a genuine sense of ownership in their work.
They want to learn and also they want to be proud of doing something on their own."
Thuy Hoang
COO, The Sentry
When this pride is encouraged, innovation becomes a direct byproduct of the workplace culture.
By giving young professionals a voice, companies shift the dynamic from passive labour to active creation, where workers feel they have a personal stake in the outcome.
“We need to give the kid a voice. That’s where innovation happens,” says Thuy.
This also extends to problem-solving. Being trusted to solve problems and make decisions is a valued part of a young Vietnamese’s self-development and professional journey.
Ultimately, they seek environments that foster individual agency and professional growth, which in turn necessitates a more holistic approach to workplace benefits.
Benefits
Businesses in Vietnam looking to retain young talent need to look beyond salary and consider the wider workplace experience.
For a generation seeking ownership and focus, the physical office environment can itself be a significant benefit.
In a culture where many young Vietnamese live in multi-generational households, the office can provide something more than a place to work. It can serve as a vital escape for deep focus and personal privacy supporting their autonomy and digital-first working styles.
Beyond the physical workspace, young Vietnamese perceive access to mentorship and upskilling as a critical form of non-financial compensation. The same can be said for career progression.
By establishing clear pathways for progression and leadership, businesses can give young employees a deep sense of psychological and professional stability and a clearer vision of their future.
That sense of security can extend beyond the workplace too. Family-inclusive benefits can provide peace of mind that Thuy believes “will in turn translate to their work.”
Challenges
The primary obstacle in managing a younger workforce is the current middle management crisis within the Vietnamese market.
While there is an abundance of "hungry" young talent, there is a severe shortage of the experienced leadership layer required to bridge the gap between executive vision and entry-level execution.
You need a good general to manage the soldiers."
Thuy Hoang
COO, The Sentry
Without these "generals", the energy and desire for ownership among the youth can become difficult to channel effectively toward organisational goals.
That makes finding and developing effective managers who can act as both educators and leaders a priority for companies looking to grow in Vietnam.
Ultimately, the workplace needs evolve alongside its workplace.
As Thuy puts it: "If companies want to have good talents, they need to also move in that same trajectory."
