“In reality, I left because I was no longer working under my former manager,” said My, 28, who now works as a marketing employee at a transport company in Hanoi’s Hai Ba Trung District.
She had applied for the job after hearing positive reviews about the department head. On working with the manager, she was impressed by the person’s leadership, empathetic communication and ability to motivate employees. “Besides having a well-paying job with good benefits, I wanted to work with a superior who is both highly skilled and a knowledgeable mentor,” she says.
For The Thanh, 26, of HCMC’s District 1 too finding the right boss is a priority. He has remained unemployed for three months, waiting for a suitable manager. After switching jobs multiple times, he realized differences in leadership styles often led to conflicts.
Early in his career, he worked under a rigid manager who rarely communicated and frequently criticized employees, leaving him feeling abandoned. In another place, a lack of direction from his boss left him uncertain about his career path.
These experiences reinforced his desire to work under a leader who is skilled, supportive and capable of outlining clear career progression. “Choosing the wrong boss made me switch jobs five times in three years,” he says.
My and Thanh represent a growing trend in the labor market of employees picking their bosses. Traditionally, managers choose their subordinates, but this dynamic is changing.
Recruitment data shows this change.
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People working together. Illustration photo by Pexels |
A 2024-25 job market survey by TopCV of 3,000 businesses and workers found that “a knowledgeable and attentive manager” ranked fourth (39%) among job applicants’ priorities, up four spots from the previous year. Employers ranked this factor third (10%) among strategies to attract talent.
The 2024 Salary and Labor Market Report by Navigos Group, which surveyed over 550 businesses and 4,000 job seekers, ranked “direct manager” as the fifth most significant factor (35.2%) in employees’ decision to quit. The top reasons were salary, company culture, career advancement opportunities, and work-life balance. Managerial quality ranked sixth (41.4%) in factors influencing job applications.
“This shift is inevitable and aligns with current workplace trends,” Associate Professor Dr. Do Minh Cuong of the Vietnam Association for Corporate Culture Development says.
He says young professionals today gain extensive experience and skills from diverse environments. They are intelligent, dynamic and eager to showcase their abilities, making them seek leaders who can support their career development. Beyond expertise, young workers want empathetic and inspiring managers who recognize their contributions. With job opportunities abundant, many are comfortable being temporarily unemployed or frequently changing jobs if their expectations are not met.
“If managers fail to meet these expectations, high salaries and benefits alone will not be enough to retain or attract employees,” he says.
Luong Thi Huong, director of D’ANSHIN Services Co., Ltd. and a trainer at Panasonic Vietnam, believes employees have the right to choose their workplace and boss but must constantly upgrade their skills to earn this privilege. Experts point out that being overly selective could lead to missed opportunities.
“It is difficult to accurately assess a person through brief research.
“Many cases require working together for an extended period to understand whether a manager is good or bad.”
She advises employees to cultivate perseverance and resilience to handle demanding managers, high job expectations, and workplace pressure. Even challenging bosses offer valuable lessons such as independent problem-solving, handling pressure and improving professional skills, she says.
“Young professionals should try jobs they do not initially enjoy to build experience, improve themselves and become better versions of themselves.
“By doing so, they will have more options in choosing jobs and bosses.”
Thanh views his period of unemployment as a strategic investment. Now he is learning Chinese and exploring AI tools to enhance his career prospects. “I believe that by striving to improve myself, I will eventually find a boss who is both capable and compassionate,” he says.
While employees are becoming more selective, experts believe managers must also adapt. Huong says managers, especially in middle management, should move away from outdated leadership styles to prevent talent loss and workforce shortages.
Phan Son, chief expert at HRD Management Academy, which has offices in Hanoi and HCMC and trained over 8,000 CEOs across Vietnam, says management training has surged over the past decade, particularly in private and foreign enterprises, which account for 80% of demand. “One of the most requested training topics is how to work with Gen Z employees.”
Many middle managers struggle to effectively lead, delegate tasks, inspire, and provide constructive feedback, qualities that Gen Z employees highly value in a boss, he says. “Understanding Gen Z’s strengths, weaknesses and teamwork characteristics can significantly improve management effectiveness and job performance.”
Thanh Nhi, 27, of Hai Phong considers a good boss second only to salary when choosing a job.
Given her frequent interactions with management, she believes “aligning with a boss is key to long-term commitment.” Before accepting a job, she researches company reviews and seeks feedback from former employees. However, she always insists on a trial period of one to two months to personally evaluate the manager.
“Instead of relying on biased opinions, I prefer experiencing the work environment myself before making a final decision.”
