“Chairman Nguyen Tuan Hai of Alphanam: The Right Person for the Right Job – A Human Resource Philosophy Empowering Gen X, Y, and Z to Learn and Lead”

In the context of Vietnamese businesses increasingly adapting to digital transformation and workforce fluctuations, balancing multiple generations within a single organization has become a significant challenge. With over 30 years of development, Alphanam stands as one of the few conglomerates maintaining equilibrium: vigorously rejuvenating while retaining experienced “core” members. Mr. Nguyễn Tuấn Hải, Chairman of Alphanam, shares insights into managing a multi-generational workforce, fostering a culture of integrity, and implementing digital transformation strategies that drive continuous innovation while maintaining strong cohesion.

Multi-generational Workforce: Rejuvenation Without Losing Experienced Cores

Alphanam boasts a diverse age structure. Could you elaborate on the distribution among Gen X, Y, and Z?

Twenty-five years ago, our workforce primarily consisted of the 6X and 7X generations. However, in the past five years, as younger generations—including my own children—joined management, the company has undergone significant rejuvenation. Currently, Gen Z and 9X account for approximately 60% of our workforce, bringing creativity and innovation. The 8X generation serves as middle management, with many CEOs born in 1985 and 1986. Meanwhile, the 7X generation, though only 10%, holds key positions, forming the backbone of experience.

Alphanam also emphasizes gender balance, with a high proportion of female leaders and many outstanding female employees. Our workforce structure maintains diversity in generations, genders, and expertise, ensuring a pipeline of successors and leaders.

With such continuous succession, does Alphanam experience generational conflicts?

We avoid the term “conflict.” The key principle is “choosing the right person for the right job.” Senior generations set examples and mentor the younger ones, while the younger generation is given opportunities to innovate. This approach ensures generations complement each other, fostering synergy rather than conflict.

However, generational differences in thinking may still exist. How do you address this?

Alphanam respects individual identities and differences in regions, genders, and ages. Leaders are those who dare to think, act, and take responsibility. Once a decision is made, all generations execute it without conflict.

What are the strengths and limitations of each generation within Alphanam?

No one is perfect. The principle of choosing the right person for the right job is central to Alphanam’s journey. As the saying goes, “Wisdom comes with youth, strength with age.” Older generations bring experience and handle complex situations well, while younger generations offer creativity, boldness, and technological prowess. At Alphanam, tasks requiring innovation are assigned to the young, while those needing experience are handled by older generations. This mechanism creates natural synergy.

Could you provide a specific example?

At Alphanam, almost every project involves all three generations. Each person is assigned tasks suited to their age, abilities, and position. Collaboration is essential, as no one can work alone. Younger employees handle creativity and technology, while experienced ones manage and control risks. Like the human body, each part has its function but works harmoniously toward a common goal. Scientific organization ensures smooth operations, fostering mutual need and eliminating conflicts.

Digital Transformation, Culture, and Benefits: The Trio Binding Employees

Globally, middle management is heavily impacted by AI. How does Alphanam view this?

Digital transformation at Alphanam is robust. All middle managers are equipped with a digital mindset, using AI and new tools to enhance efficiency. AI is part of the competency framework for managers, especially middle management. We see it as a tool to support, not replace, humans. I believe there’s no concept of “AI replacing humans,” only the need to leverage tools to enhance our capabilities.

How is Alphanam’s corporate culture built to empower all generations and foster organizational cohesion?

Describing corporate culture is challenging, but we love our company. Here, we don’t talk much; we simply say: Alphanam people strive to build an environment for decent individuals. That’s our core culture.

We believe the workplace should offer opportunities for personal growth. It’s where individuals can create the greatest value for their families and society. When you become valuable to your family through good income, self-development, and being a role model for your children, everything you do at the company becomes meaningful.

Alphanam’s culture is encapsulated in three words: Integrity – Value – Contribution. It’s an environment where individuals grow, create value for their families, and contribute to society.

Could you elaborate on Alphanam’s digital transformation process?

We have a dedicated Digital Transformation and IT Department, working professionally and swiftly adopting scientific and technical advancements. We hire top experts to train and transfer technology step-by-step to each department and employee.

Implementing digital transformation is a journey requiring effort from employees, structured training policies, progress roadmaps, and performance evaluation tools. Without rewards for progress, rapid development is impossible. Incentives are crucial for motivation.

How does Alphanam manage Gen Z, known for creativity but also challenging to control?

We use three management methods: “Hands-on Guidance,” “Plan-Based Management,” and “Goal-Based Management.” These methods balance discipline with creativity. Success is measured by the value created. If the value is low, the approach is wrong; if widely recognized, it’s right. Results are the ultimate measure for self-reflection and adjustment.

What’s most important for uniting generations in an organization?

It’s about “choosing the right person for the right job” and clear “hierarchical delegation.” When everyone shares a vision, conflicts diminish. While vision and mission are essential, practical aspects like high salaries and benefits are equally important. When everyone “wins together,” receiving value and benefits, the organization becomes most cohesive. Alphanam’s principle is “Leave no one behind,” whether in supervision, reporting, or training. This is the secret to long-term generational unity and development.

Thank you, Mr. Hải!