Ms. Nguyen Thi Chi Mai (Thuong Tin commune, Hanoi) has worked for a media company since March 2025.
According to Ms. Mai, during the interview, the personnel representative discussed salary levels and preferential treatment regimes in great detail and specificity. Feeling that the company was suitable for her, Ms. Mai officially signed a work contract. However, after working for about half a year, Ms. Mai began to notice "disparage" in the company's preferential treatment policy.
I started to see that the benefits are no longer suitable for myself and my peers because the company gathers benefits for all 120 employees into a common policy. For example, on company birthdays, we young people are not enthusiastic about the "return to the source" program by exploring a sea or mountain area; on the contrary, previous generations preferred to live together in a quiet direction. Then gifts for Tet holidays, at that time the opinion was that young workers preferred to receive money to shop freely, while previous generations preferred to receive household products...", Ms. Mai shared.
In December 2025, Ms. Mai quit her job because she did not have the opportunity to develop her career and was not really comfortable with the company's way of implementing common welfare for all officials and employees.
Recent research by Anphabe Company shows that when analyzing labor generations, the human resources department needs to pay attention when designing employee experience. With Gen X, they place complete faith in job stability, consistent orientation of senior leadership and an attractive and clear salary and bonus regime. Gen Y seeks balance between work and life, a professional working environment, and comprehensive attention to mental health from the organization. Gen Z is particularly sensitive to the opportunity to learn and develop systematic skills. They are willing to accept a slightly lower starting salary if the business proves that they have a transparent career path and an open working culture that respects personality.
Mr. Le Quang Trung - former Deputy Director in charge of the Department of Employment, said that in the digital age, the labor market witnesses the concentration of many generations, in which the latest personnel group is Gen Z. This intersection poses an unprecedented challenge for managers, when the "human resource egalitarianism" strategy - i.e., applying a set of standards, a common welfare formula for all generations - is completely outdated and no longer suitable.
In fact, the needs, values of life and demands for the working environment of each generation have been deeply differentiated. Preserving an equal remuneration policy not only eliminates motivation for dedication but is also the core reason pushing the rate of job hopping up in businesses. Gen Z is willing to leave a company with a high salary if it is constrained, lacks digital transformation or inappropriate benefits; conversely, Gen X will be uneasy if the environment changes too rapidly without solid insurance commitments," Mr. Trung said.
According to Mr. Trung, instead of maintaining egalitarian management thinking, the human resources department should "separate" needs. "Building a flexible welfare ecosystem so that employees can choose a package of benefits suitable for their age and generational psychology is the "golden key" to win people's hearts, retain talents and optimize labor productivity in the new context," Mr. Trung said.
