Just as hiring of Vietnamese talent gets on track, resignations cluster around the six-month and one-year marks—many HR and management leaders face this challenge. Causes are often reduced to “pay levels” alone, but in reality multiple factors stack up: gaps in cultural expectations, breakdowns in communication, and isolation in daily life, culminating in the decision to leave. This article explains the psychological process leading Vietnamese staff to resign through a cultural lens, and organizes practical measures that directly improve retention.

The current state of Vietnamese talent turnover

Vietnamese residents form Japan’s largest group of foreign workers and are employed across a wide range of industries, centered on manufacturing, food processing, agriculture, and services. the Ministry of Health, Labour and Welfare’s “Summary of Notification of Employment Status of Foreign Nationals” publishes nationality-based employment trends each year and is useful baseline data for comparison with your own industry and region.

The challenge shown by the numbers is clear: field reports repeatedly put turnover within three years of hire at 30–40% in some industries. Factoring in recruitment and training costs, the business impact is too large to ignore.

Statistics, however, only show “how many left.” What matters is understanding structurally why people leave, and building a coherent set of measures from pre-hire recruitment design through retention support. For the overall picture of hiring foreign workers, also see Fundamentals of Hiring Foreign Workers | YourBright.

Common issues raised in the field

Voices from HR staff and frontline managers cluster into several typical patterns.

“They suddenly said they would leave at the end of this month”

In Vietnamese culture there is a strong tendency to avoid direct confrontation and saying “no.” Even when dissatisfaction builds, it rarely shows in facial expression or speech, and often surfaces as a sudden resignation notice once a threshold is crossed. When managers feel “there didn’t seem to be any problem,” this communication style is often in the background.

“They didn’t come back after Tet (Lunar New Year)”

Tet (Tết Nguyên Đán) is Vietnam’s largest festival, and spending it with family is treated as a social and cultural imperative. Every year a certain number of people decide, after discussing their future with family during the home visit, not to return to Japan. When companies neglect follow-up around Tet, turnover rises sharply in this period.

“When we asked why they left, they said ‘family reasons,’ but it wasn’t clear”

“Family reasons (gia đình có việc)” is an expression Vietnamese people frequently use for resignation or absence. Sometimes it truly is a family issue, but often the real concern is dissatisfaction with the workplace or conditions. A cultural reluctance to state reasons directly combines with a wish not to damage relationships after leaving.

“Vietnamese staff on the same team keep leaving one after another”

The messaging apps most used by Vietnamese residents in Japan are Zalo and Facebook Messenger, and workplace reputation spreads instantly in these group chats. When one person posts that “that workplace is good (or bad),” job changes and retention are affected in a chain. Much chain turnover starts with word of mouth inside the community.

Why Vietnamese workers decide to resign: reading culture and daily life

Gaps in pay and economic expectations

Many staff who come to Japan from Vietnam (or their families) have already borne large costs before travel—fees to sending organizations, travel expenses, and more. When take-home pay after monthly remittances and living costs falls short of pre-arrival expectations, the judgment that “there is no benefit in continuing” follows directly. Companies with vague or slow raise timing tend to see this problem surface early.

Lack of recognition and feedback

In Vietnamese education and workplace culture, concrete praise and evaluation from supervisors are a pillar of motivation. The common Japanese workplace style of “saying nothing if there is no problem” often looks to Vietnamese staff like “I am not valued / I am being ignored.” When six-month and one-year resignations are examined in depth, lack of recognition is often intertwined as a compound factor.

Isolation and barriers in Japanese-language communication

Even when daily tasks can be managed, feeling shut out of surrounding communication—meetings, internal documents, small talk—rapidly weakens belonging at work. Especially when relationships with Japanese colleagues do not develop, people fall into a “do the job and go straight home” cycle that blocks long-term retention.

Myanmar Talent and Workplace Communication | YourBright also notes that, across Southeast Asian talent more broadly, the quality of workplace relationships strongly affects retention.

Lack of understanding of religious and cultural observances

Many Vietnamese people belong to a Mahayana Buddhist cultural sphere and value lunar-calendar observances and ancestor rites (Vu Lan, comparable to Japan’s Obon). When paid leave requests for these days are denied, or supervisors repeatedly ask “why do you need time off,” people stop feeling culturally respected.

Problems with life infrastructure outside work

If foundations of daily life—housing, healthcare, childcare, food—are not in place, people hit physical and mental limits even when they want to keep working. In regional manufacturing sites, environments without nearby Vietnamese grocery options or co-national communities often accelerate mental exhaustion. Even offering Vietnamese menu options or ingredient choices in the company cafeteria can create a sense of psychological safety that “they are thinking of us.”

Failure patterns and how to avoid them

Failure pattern 1: Skipping training on the assumption that “they can speak Japanese”

Because Japanese worked reasonably well in the hiring interview, companies assume people will function fine after joining. But workplace terminology, honorifics, and internal rules are a different level of difficulty from everyday conversation. Left in a “sort of understood” state, people follow a path of being scolded for mistakes → loss of confidence → resignation.

How to avoid it: At the 30-, 60-, and 90-day marks after joining, hold review meetings—with mother-tongue support if possible—to confirm job understanding and surface concerns. Preparing internal documents in plain Japanese (yasashii nihongo) is also a low-cost measure that works.

Failure pattern 2: Treating Tet / Lunar New Year home leave as just a long vacation

Companies that process Tet as a “long holiday” administratively and provide no care before or after the trip tend to keep losing people every year in this period. For staff, going home for Tet is also a time to discuss with family whether to continue life in Japan.

How to avoid it: Before the trip, have the supervisor hold a one-on-one and share a concrete picture of the future—next year’s raise outlook, role changes, qualification support, and so on. After return, create a whole-workplace welcome lunch or chance to share updates and reaffirm belonging.

Failure pattern 3: A “tell us if anything comes up” stance that never detects dissatisfaction

With a Vietnamese culture that avoids direct expression of opinions, the Japanese-style stance of “tell us if there is a problem” barely works. Problems go unnoticed until they surface, and by then the decision to resign is already firm—a pattern that repeats.

How to avoid it: Structure roughly monthly one-on-ones and ask concrete questions such as “What is difficult in your work right now?” and “How does the workplace atmosphere feel?” Having a staff member fluent in Vietnamese or a support officer from a Registered Support Organization join makes it easier to draw out honest views.

Failure pattern 4: More than a year passes without showing a career path

If the attitude of “just learn the floor first” continues, people cannot picture a future and move to competitors that present clearer careers. Vietnamese staff generally have high learning motivation and are sensitive to whether the environment allows growth.

How to avoid it: At hire or right after joining, present concrete role models such as leader, interpreter, or supervisor. Designing a raise system linked to support for JLPT and skills tests turns staff self-investment into a retention motive.

Points hiring managers often overlook

December before Tet is the make-or-break window for retention measures

The period around Tet in January–February is a psychological annual milestone for Vietnamese staff. It is when the largest number of people decide whether to leave, so any countermeasures need to be executed during December. Action after the new year is often too late.

Word of mouth on Zalo links directly to your employer brand

Staff with good workplace experiences actively introduce your company in Zalo communities—but bad reputation spreads at the same speed. Raising the quality of word of mouth directly affects mid- to long-term hiring power.

The retention effect of “having a senior from the same hometown”

Having a senior staff member from the same province or region contributes greatly to new hires’ retention. When planning recruitment, intentionally creating an environment where seniors are present—by matching against existing staff’s home regions—is an effective low-cost measure.

HR should understand support for status of residence renewals

Applications to renew status of residence are filed by the individual, but many staff feel anxious that “procedures are complicated and I don’t know what to do.” The website of the Immigration Services Agency of Japan (ISA) posts details on application documents and procedures. When HR holds basic knowledge and guides staff from three months before the renewal deadline, anxiety from procedural trouble can be removed in advance.

Diagram: Pre-hire confirmation flow

Building retention measures in from the hiring stage can greatly reduce post-hire turnover risk. Below, key confirmation points from recruitment design through annual retention management are organized by stage.

Step 1: Recruitment design phase

  • Confirm in writing that pay levels meet regional market rates and sending-side expectations
  • Document housing, transport, meal subsidies, and other living-support systems, and present them to candidates in their mother tongue
  • Set up a system so current senior Vietnamese staff can join recruitment briefings

Step 2: Pre-joining onboarding

  • Provide a one- to two-week “settling-in period” from the join date until full duties begin
  • Provide work rules and occupational safety and health rules in plain Japanese or Vietnamese
  • Clearly assign an internal mentor (Japanese or senior Vietnamese) and communicate this to the individual

Step 3: 30-, 60-, and 90-day follow-up after joining

  • Day 30: Individually check job understanding, relationships, and life issues
  • Day 60: Align on sense of progress at work and career hopes
  • Day 90: Set raise/promotion goals and share evaluation criteria

Step 4: Handling Tet and cultural observances

  • In December, hear wishes for Tet home leave and finalize shift adjustments early
  • Create a whole-workplace atmosphere that welcomes staff returning from home leave
  • Build a workplace environment where paid leave is easy to take for Vu Lan and other lunar-calendar commemorations

Step 5: Annual retention review

  • Confirm intent to continue and next-year goals in one-on-ones and keep records
  • Manage status of residence renewal deadlines in the HR system and guide staff about three months in advance
  • Lightly monitor Zalo and word-of-mouth reputation to grasp the state of your employer brand

Practical checklist

A checklist for hiring managers and frontline supervisors to audit their own retention support.

Hiring and compensation design

  • Is pay not significantly out of line with market rates for the same job and region?
  • Do actual overtime and holiday work match what was explained at interview?
  • Are dormitory and living-cost subsidy details stated in writing?
  • Is the notice of working conditions issued in both Japanese and the mother tongue?

Onboarding

  • Are internal rules provided in Vietnamese or plain Japanese?
  • Is a mentor or support contact clearly designated within the company?
  • Are regular check-ins scheduled at 30, 60, and 90 days?

Cultural and daily-life considerations

  • Have you asked in advance about plans to return home during Tet?
  • Does the company have internal standards for reasonable accommodation regarding meals and religious observances?
  • Does the workplace support connections with hometown or fellow-national communities in some form?

Career and growth support

  • Are pay raise and promotion goals presented within the first year after joining?
  • Is there a support system for obtaining Japanese language and skills qualifications?
  • Are Vietnamese staff members serving as role models in leadership positions?

Legal affairs and status of residence

  • Does HR centrally manage status of residence renewal deadlines?
  • Is a support desk for status changes and renewals secured either in-house or through an external Registered Support Organization?

If you face challenges in designing overall retention support, individual consultations are available via the Foreign Talent Insights inquiry page.

Frequently asked questions (FAQ)

Q1. A Vietnamese staff member suddenly said they want to quit. Can we persuade them to stay?

Once the decision to resign is firm, persuading someone to stay is difficult. However, if you candidly ask what the issues are and can present concrete solutions such as a pay raise, reassignment, or changes to duties, some people may reconsider. The basic approach should be dialogue framed as problem-solving proposals, not emotional appeals to stay. Forced retention carries legal and ethical risks, so maximum respect for the individual’s will is a prerequisite.

Q2. What measure is most effective for preventing resignations after Tet?

Individual meetings before they return home are most effective. It is important to present a concrete picture of the future—such as next year’s pay raise outlook, assignment changes, and qualification support. Even sending a message from a supervisor during their trip home saying “We’re looking forward to having you back” can significantly change their sense of belonging.

Q3. Aside from pay, what factor most affects retention rates?

Based on on-site consultation cases, the quality of relationships with supervisors and colleagues and the frequency of recognition and feedback have an impact equal to or greater than pay. Specific words of praise, acknowledgment of progress, and work design that lets people feel their growth form the foundation of long-term retention.

Q4. What should we do if we cannot secure senior staff from the same hometown in the early hiring stage?

Even when current employees come from different regions, simply providing company-facilitated connections to the Vietnamese community (such as introductions to local Vietnamese associations or SNS groups) can ease feelings of isolation. Using daily-life support services offered by a Registered Support Organization and connecting people with external Vietnamese-speaking support is also a practical option.

Q5. Does the company handle status of residence renewal procedures on the employee’s behalf?

The application is filed by the individual, but it is common for the employer to support them by preparing required documents such as certificates of employment and copies of payroll records. Details on application documents and procedures are posted on the website of the Immigration Services Agency of Japan (immigration authority), and when HR staff have basic knowledge, they can ease staff anxiety in advance.

Related articles: practical topics to review together

Please also review practical articles on related themes as needed.

Easy-to-overlook points in retention support for Vietnamese construction talent

For retaining Vietnamese construction talent, not only pay conditions but also how safety instructions are communicated, hierarchical relationships on site, dormitory life, and prospects for obtaining qualifications matter. On construction sites with hazardous work, you need systems for confirmation methods that prevent people from pretending they understand.

Situations on construction sites that often lead to resignation

When Japanese used in morning meetings or KY (hazard prediction) activities is too fast, it is hard to ask about danger points, senior workers scold harshly, dormitory living rules are unclear, or paths to qualifications and pay raises are invisible, dissatisfaction tends to build up. It is important to use photos, videos, and mother-tongue support materials and not rely only on having people repeat back to confirm understanding.

FAQ: Retention of Vietnamese construction talent

Q. What training should be improved first on construction sites? A. Unify safety instructions, tool names, prohibited actions, and emergency call-outs using plain Japanese and photos. Reduce differences in wording from site to site.

Q. Where do signs of resignation appear? A. Watch not only for absences and lateness but also for fewer questions, less conversation with colleagues, and more consultations about the dormitory or remittances. Early one-on-one meetings are effective.