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Question 1: How do you think workplace management in Vietnam has changed since you started working, and what does that mean for workers today?

Answer: When I started out in sales category back in the early 2000s, things were pretty traditional, even though Vietnam was already opening up. I worked my first gig at a local firm, and it was all about following the boss’s lead—super hierarchical, lots of face-to-face deals, and not much tech. Now, managing a sales team for an international company, it’s a whole different game. The shift’s been massive—global standards, digital tools, and a lot more focus on results over just showing up. For workers, it’s opened doors but also raised the bar.

Question 2: What do you think drove those changes? Was it the international company influence?

Answer: Definitely. Working for a global firm—think big names from Europe or the U.S.—brought in new management styles. They pushed flat structures, where you’re not just waiting for the top guy to decide everything. Plus, Vietnam’s economy was booming by the time I got into the workforce—FDI (foreign direct investment) was pouring in, and companies like mine needed to compete on a world stage. Add in tech—like CRMs (customer relationship management systems) and online sales platforms—and it forced everyone to adapt fast. Workers today have to keep up with that pace.

Question 3: How does that affect your sales team now? Are they better off than workers were when you started?

Answer: They’ve got it good in some ways. The pay’s way better—sales commissions are juicy if you hit targets, and international companies offer perks like travel or bonuses. I try to give them flexibility too—remote work when it makes sense, not just clocking in at 8 a.m. sharp. But it’s tougher too. Back then, you could coast a bit if you had good relationships with clients. Now, it’s all data-driven. I’ve got dashboards tracking every call, every deal. If they don’t perform, the pressure’s on—sometimes from me, sometimes from HQ overseas. It’s a grind.

Question 4: Do you think management in Vietnam, including at your company, cares more about workers now than before?

Answer: At my level, I’d say yes—we have to. I’ve got a team of 50, mostly younger folks, and they’ll leave if I don’t keep them motivated. The company pushes “employee engagement”—we do team-building trips, training in places like Singapore, even mental health check-ins. That’s a big shift from the old days when it was just “work harder.” But not every manager gets it. Some Vietnamese firms, especially smaller ones, still run like it’s 1995—top-down, no feedback, profit-first. My company’s global policies force me to think about the team’s well-being, not just sales numbers.

Question 5: How did technology change things for your team specifically?

Answer: Oh, it’s huge. When I started, sales was all about a few quick talk in coffee shops or restaurants without any much detailed meeting to discuss. Now, my team’s on Salesforce, Zoom calls with all clients from not only across Vietnam but also some other countries such as Japan, China and chasing leads through LinkedIn. It’s made us faster—deals that took weeks now close in days. But it’s also relentless. They’re expected to log every interaction, hit KPIs (key performance indicators), and stay online late for international time zones. Tech’s a tool, but it’s also a leash—workers feel it. I try to balance it, but the expectations from above don’t let up.

Question 6: Do you think workers feel supported enough with all that going on?

Answer: I try to make sure my team does. I push for training—last year, we sent half the team to a sales workshop in Bangkok—and I check in one-on-one. But honestly, it’s hit or miss across Vietnam. My friends at other companies say their bosses just pile on targets without help. International firms like mine have resources—coaching, software, clear goals—but local places? A lot of workers are still figuring it out solo. That’s where burnout creeps in, especially for sales folks chasing quotas.

Question 7: Are your employees happier than workers were when you were climbing the ladder?

Answer: This is a tricky question. They’ve got more control—my team can pitch ideas, negotiate their schedules, and they’re not stuck in one job forever like my first gig. Salaries are solid too; some of my top reps out-earn me on a good month! But the stress is real. They’re juggling more—clients, tech, competition. When I was their age, I worried about my boss’s mood. Now, they’re worried about global market trends. I’d say they’re more empowered, but not always happier.

Question 8: What’s one tip you’d give other managers in Vietnam to help their workers thrive?

Answer: Be real with them. My team respects me because I don’t sugarcoat things—I tell them the targets, the stakes, and then back them up with tools and trust. Workers today want transparency and a manager who’s got their back, not just a paycheck. In sales especially, if they feel supported, they’ll push harder. That’s what I’ve learned.

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When talking about my cousin’s job, I always feel proud. It’s a role that holds great meaning in Vietnam and is highly respected across the globe.

The popularity of a profession that is uncommon in Vietnam:

Even though psychology is a respected and important job in many countries, it is still not very common in Vietnam. Many people don’t really understand what psychologists do, and mental health is not talked about as much as physical health. Some people still believe that going to see a psychologist means something is “wrong” with them, so they feel shy or afraid to ask for help. Because of this, not many students want to study psychology, and there are not many psychologists working in Vietnam. In addition, the lack of mental health education in schools and limited job opportunities also make it harder for this profession to grow.My cousin is one of the few people I know who chose to study psychology. She is very passionate about helping others and believes that mental health is just as important as physical health. Even though the field is still new and challenging in Vietnam, she works hard every day to support her clients and raise awareness in the community. I really admire her for choosing a path that not many people dare to follow.

How has the cost of seeing a psychologist changed over time?

The cost of seeing a psychologist has changed significantly over the years in Vietnam. In the past, mental health services were not very common, but when available—often in public hospitals or schools—they were either free or very affordable. Most people didn’t actively seek therapy, so demand was low and costs stayed minimal. However, as awareness of mental health has increased in recent years, more people have begun to look for professional help, especially in big cities. This rising demand, along with the growth of private mental health clinics, has led to higher prices. Today, the cost of one therapy session in Vietnam can range from around 300,000 VND to over 1,500,000 VND, depending on the experience of the psychologist, the type of service, and the location. Private international clinics or foreign-trained therapists may charge even more. When compared to other countries, the cost of therapy in Vietnam is still relatively low. For example, in the United States, a single session with a licensed therapist can cost between 100 to 250 USD or more, especially if not covered by insurance. My cousin is a psychologist, and she often talks about how hard it was to work in Vietnam due to low service fees and limited support for mental health professionals. For a long time, she struggled to maintain a stable income, even though she loved her job. That’s why she decided to move abroad, where the mental health industry is more developed and psychologists are paid much higher. Now, she’s working in a foreign country, earning a good salary, and finally feels that her work is truly valued. That’s why she hopes that in the future, the government and society will invest more in mental health care, making it easier for both psychologists and patients.

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Me: To start, can you tell me a little bit about when you first started working in Vietnam and what kind of work you were doing?

Dad: I started working in 1999 finishing school.  At that time, the country was still recovering, more focused on agriculture. My first job was as a incredible work. It was very different back then.

Me: In what ways was it different? Can you describe the typical workplace environment?

Dad: Well, for one thing, there were fewer job opportunities, and often people stayed in the same job for many years, even their entire working lives. The workplace itself was often  more manual labor, less technology, perhaps a more collective atmosphere in state-owned enterprises. Hierarchy was very important, and there was a lot of respect for seniority. Communication was mostly face-to-face or through written memos.

Me: What about the types of industries that were dominant back then?

Dad: Back then, the main focus was on agriculture, basic manufacturing, state-run enterprises. There weren't as many opportunities in fields like technology, finance, or services as there are now.

Me: When did you start to notice significant changes in the Vietnamese workplace? What were some of the first things you observed?

Dad: I think the Doi Moi reforms in 2003 were a major turning point. After that, we started to see more private businesses emerging, foreign investment coming in, and a greater variety of jobs becoming available. Technology also started to slowly make its way into the workplace. I remember the first time our office got a computer– it felt like a huge step forward!

Me: How has technology impacted the way people work in Vietnam, in your opinion?

Dad: The impact of technology has been enormous. Now, people have access to information and can communicate much more easily through computers, the internet, and mobile phones. This has led to greater efficiency in many industries and has also created entirely new types of jobs. You see young people working in IT, e-commerce, and digital marketing – jobs that didn't even exist when I was starting out.

Me: Have you noticed a change in the skills and education that are valued in the workplace now compared to when you started?

Dad: Definitely. Back then, practical skills and loyalty were often highly valued. Now, while those are still important, there's a much greater emphasis on higher education, specialized knowledge, and adaptability. With the rapid changes in technology and the global economy, people need to be constantly learning and developing new skills. English language proficiency has also become much more important.

Me: What about the work culture itself? Have you seen any shifts in things like work-life balance, employee expectations, or the relationship between employers and employees?

Dad: I think there's been a gradual shift towards a greater awareness of work-life balance, especially among younger generations. When I was working, it was often expected that you would dedicate almost all your time to your job. Now, people are more vocal about wanting time for their families and personal lives. Employee expectations have also changed. There's more emphasis on career development opportunities, better benefits, and a more collaborative work environment. However, there's still a strong sense of responsibility and hard work that remains ingrained in the Vietnamese work ethic.

Me: What do you think are some of the biggest challenges and opportunities facing the Vietnamese workforce today?

Dad: One of the biggest challenges is keeping up with the rapid pace of technological change and ensuring that people have the skills needed for the jobs of the future. Competition for good jobs is also increasing. However, there are also tremendous opportunities. Vietnam has a young and dynamic workforce, and the growing economy is creating many new possibilities for innovation and entrepreneurship. The increasing integration with the global economy also opens up new markets and collaborations.

Me: Looking back at your career, what are some of the most significant lessons you've learned about the Vietnamese workplace?

Dad: I've learned the importance of hard work, perseverance, and adaptability. The country has gone through so many changes, and being able to learn new things and adjust to new circumstances has been crucial. I've also learned the value of building strong relationships with colleagues and maintaining a sense of loyalty and responsibility.

Me: What advice would you give to young people who are just starting their careers in Vietnam today?

Dad: I would advise them to focus on getting a good education and developing in-demand skills, especially in areas like technology and foreign languages. They should also be prepared to be lifelong learners and to adapt to change. Networking and building connections are also important. And finally, I would encourage them to be hard-working, responsible, and to take pride in their work.