Talent 2026: An Interview With May Wah Chan - County Head Michael Page Vietnam

Talent 2026: An Interview With May from Michael Page Vietnam

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As Vietnam’s economy accelerates, talent conversations are shifting — from hiring speed to leadership depth, culture, and long‑term capability.

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In a discussion with May Wah Chan from Michael Page Vietnam, one message was consistent: Vietnam does not lack talent. It struggles to develop people and leaders at the speed its economy demands.

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On AI: “The Gap Is at Leadership Level”

AI is now unavoidable. May sees it rapidly becoming a baseline capability across functions — not just a technical specialty.

“What’s no longer a question is whether AI will be used”, May said. “The real question is how leaders integrate it with judgment, accountability, and trust.”

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While employees are experimenting confidently, many senior leaders remain hesitant — held back by fear, limited understanding, or uncertainty. This creates a widening credibility gap as clients and competitors move faster.

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Vietnam is relatively well positioned. A young workforce, strong STEM education, and deep technical talent — particularly in Ho Chi Minh City — support adoption.

“The skill is there,” May noted. “But leadership capability isn’t developing fast enough to keep up with economic growth.” In that sense, AI is not the problem—it is exposing one.

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On Jobs: “AI Enhances People — It Doesn’t Replace Them”

Rather than eliminating roles, AI is reshaping them. Recruiters are increasingly assessing capabilities such as AI‑assisted problem solving, critical thinking, and judgment.

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Yet some fundamentals remain unchanged.

“AI can support decisions,” May said, “but it can’t replace relationships.” Vietnam remains a deeply relationship‑driven market. Cultural understanding, local networks, and long‑term credibility continue to shape outcomes — often more than data or technology.

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“Time here isn’t just money,” May added. “It’s reputation and trust.”

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On Younger Talent: “Loyalty Has Changed”

High turnover among younger professionals is one of the market’s most visible challenges. Job changes every 12–18 months are common. but May sees this as a signal, not a flaw.

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“Careers aren’t linear anymore,” May explained. “Younger employees care about autonomy, learning, purpose, and impact — not just titles.”

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Michael Page estimates that around 40% of professionals no longer aspire to people management, prioritizing mastery and flexibility over hierarchy.

Loyalty has become experiential. Employees stay where they feel challenged, developed, and heard.

International firms tend to perform better on these dimensions, offering modern leadership styles and global exposure. Local companies often compete with higher pay, but retain rigid structures and expectations of constant availability—making retention fragile once employees experience alternative ways of working.

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“The mistake,” May said, “is labeling young talent instead of understanding what they respond to.”

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On Leadership and HR: “This Is Where Companies Fall Behind”

Vietnam does not lack strong executors—but it lacks strong people leaders.

A recurring pattern is the promotion of high‑performing individual contributors into leadership roles without preparation. Leadership remains hierarchical and task‑focused, centered on execution rather than developing others.

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“Being a great operator doesn’t make you a great leader,” May emphasized. “Yet organizations keep assuming it does.” This is where HR should play a decisive role—but often doesn’t.

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“HR is rarely in the room when real decisions are made,” May noted. “Everything becomes reactive.”

Still largely compliance‑driven, HR is excluded from strategic workforce planning. Short‑term hiring replaces long‑term capability building, driving up costs and attrition. Companies that reverse this — by positioning HR as an advisor on leadership and organizational readiness — gain a decisive advantage.

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The 2026 Reality

AI will shape Vietnam’s talent market, but it will not be the limiting factor. Leadership quality, cultural intelligence, and people strategy will be.

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May believes the organizations that succeed by 2026 will be those that adopt AI at senior leadership level, rethink how leaders are developed, redefine loyalty, elevate HR strategically, and invest in trust and local understanding.

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As May put it: “The future of work isn’t about choosing between humans and AI. It’s about leaders who know how to combine both.”

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