Empowering Youth: VNG’s Revolutionary HR Strategy – No Seniority Wait, Just Opportunities for Young Talent

Among students, VNG is ranked as the Top 1 Attractive Employer in the Technology Sector, according to a survey of over 7,000 Gen Z participants.

This raises a familiar yet challenging question: what makes a tech company like VNG so appealing to young talent—a generation that values experience, flexibility, and genuine growth opportunities?

No Waiting for “Your Turn”: Assigning Tasks Based on Readiness

Many young managers at VNG highlight the company’s unique work culture, particularly its empowerment mechanism: opportunities are given to those ready to take responsibility, regardless of seniority.

In many companies, career advancement is tied to years of service and hierarchical levels. At VNG, however, young employees who demonstrate capability, a “dare to take on – dare to do” spirit, and a willingness to learn can be entrusted with tasks far beyond their initial expertise.

Even in major projects like Zalo, Zalopay, or GreenNode, it’s common to see young managers in their late 90s or early 2000s. Some started as interns but gradually took on smaller projects before leading entire teams. These opportunities are key reasons why young talent stays with the company long-term.

In the tech industry, where innovation speed drives business outcomes, this approach helps VNG quickly adapt to new trends and technologies. New employees can experiment with ideas, tackle challenging projects, and accept that failure is part of their growth journey.

A Culture of “Dare to Try – Dare to Fail” and the Cost of Growth

Over its 21-year history, VNG has faced failures and pivoted directions. What sets the company apart is how it interprets these setbacks.

At VNG, a project’s success or failure isn’t solely measured by short-term financial metrics. Its value also lies in the skills, experience, and data the team gains. In an industry where change is constant, excessive caution can slow progress or even cause missed opportunities. Conversely, FOMO (fear of missing out) can lead to costly mistakes, as founder Lê Hồng Minh reflects.

Since 2024, VNG has adopted a more balanced approach: neither overly cautious nor reckless with new projects and investments, but managing risks at a reasonable, acceptable level.

Ambitious projects like GreenNode, which commercialized Southeast Asia’s first large-scale AI Cloud infrastructure in under six months, or Zalo’s development of a Vietnamese language model rivaling GPT4.0, showcase VNG’s broad experimental scope. Some projects may not succeed, but they yield intangible assets the company values as much as revenue—a boldness not all companies embrace.

Clearly, “dare to try, dare to fail” is more than a slogan at VNG.

Skills Enhanced Through a “Dual-Layer” Training System

Of course, VNG’s leaders don’t assign critical projects to employees just because they’re willing to try. Opportunities are meaningful only when the individual has the necessary skills. Thus, VNG invests heavily in a robust, long-term training system, serving as a “launchpad” for those ready to embrace challenges.

At the corporate level, VNG establishes a common competency framework and foundational programs: soft skills, project management, and tech fundamentals. At the business unit level, each division has tailored training programs aligned with its product and market specifics. This ensures employees aren’t forced into a single mold, allowing personalized growth paths.

Leadership programs like Leadership Matters, A.C.E Leadership Program, and me.grow enable high-potential employees to develop leadership skills early—a stark contrast to the traditional “wait for seniority” mindset.

Workspace as a “Talent Tool”

VNG Campus is highly regarded for its modern, open-concept design. The complex includes mental health support, sports facilities, energy-recharging amenities like a gym, yoga studio, salt pool, green spaces, a Canteen, and popular F&B brands such as Highland, Phúc Long, 7-11, Ông Bầu, and even Starbucks…

While not the only tech company investing in amenities, VNG stands out for integrating its environment with operations. Many teams brainstorm in open areas or while jogging; internal bonding activities like the annual UpRace further strengthen this connection.

Clearly, VNG’s ability to attract and retain talent is no accident. A workspace fostering experience, a culture of trust, and an environment encouraging personal growth and challenge are central to VNG’s people-centric philosophy. “At VNG, we believe in every individual’s potential and growth. No job, organization, or person is perfect. My years at VNG have shown me that when individuals clearly see the gap between their current state and goals—and persistently close it—they not only improve but also positively impact the collective. We accompany employees on this long journey, ensuring each year of growth becomes a driving force for VNG’s progress. This embodies our Grow People spirit,” explains Trần Xuân Ngọc Thảo, VNG’s HR and Communications Director.