The number of Vietnamese nationals residing in Japan exceeded 570,000 as of the end of 2025, ranking second by nationality after China. While many companies are actively hiring Vietnamese talent—especially in manufacturing, food processing, nursing care, and IT—frontline teams continue to report issues such as “low retention after hiring,” “workplace communication that does not click,” and “not knowing why people suddenly resign.”

At the root of these problems is often a lack of cultural understanding before and after hiring. Retention is not determined by skills or Japanese ability alone. Correctly understanding Vietnamese daily habits, religious observances, food culture, and communication styles—and building an acceptance environment that responds to them—is a core challenge in employing international talent for the long term. This article systematically explains, for HR professionals and executives, the basics of Vietnamese life culture, concrete workplace retention support measures, and a practical checklist.

Why Vietnamese life culture directly affects workplace retention

In analyses of early turnover among international talent, “isolation and accumulated anxiety in daily life” repeatedly ranks near the top alongside “problems in workplace relationships.”The Ministry of Health, Labour and Welfare’s published “Summary of the Status of Notifications of Employment of Foreign Nationals” also points to insufficient living support as a factor that promotes foreign worker turnover, showing that retention is tied not only to the work environment but also to the living environment.

Factors particular to Vietnamese talent that strongly affect retention include the following.

  • Strong belonging to family and local community: In Vietnamese culture, family bonds are very strong, and a sense of isolation far from home in Japan can easily become a direct motive for leaving
  • Desire to take part in cultural and religious events such as Tet (Lunar New Year): When several years pass without being able to return home, mental strain becomes pronounced
  • Differences in food habits: When company cafeteria or dormitory meals do not suit their taste, everyday stress quietly builds up
  • A distinctive sense of hierarchy: Respect for elders coexists with sensitivity to unfair treatment
  • Strong drive for career growth: Many have a clear purpose—“I want to learn skills and use them in the future”—and begin considering resignation when growth opportunities are no longer visible

Companies that leave these issues as “individual problems” and companies that strategically treat them as “environment-building challenges the organization must address” show a clear gap in retention one year after joining. If hiring foreign workers is positioned as an option for business continuity, cultural understanding is a theme for management, not only the HR department.

For foundational thinking on hiring foreign workers in general, also see Basics of Hiring Foreign Workers.

Vietnamese life, food, and religious calendar essentials

Handling Tet (Lunar New Year) and major holidays

The most important annual event in Vietnam is “Tet (Tết Nguyên Đán).” This festival, corresponding to the lunar New Year, is equivalent to Japan’s New Year and comprehensively celebrates ancestor worship, family gatherings, and the start of the new year. In 2026, Tet centers on January 29, with several days before and after functioning as a de facto holiday period.

Around Tet, Vietnamese talent often strongly wish to return home, and how the company responds greatly affects subsequent trust. As a decision standard, it is important to set a policy in advance on “how flexibly paid leave requests during Tet can be handled” and communicate it to all employees. Companies that offer partial subsidies for return travel as a benefit tend to see higher continued employment rates.

Major Vietnamese holidays and commemorative days are as follows (use them as a reference for shift planning).

  • Late January to early February: Tet (Lunar New Year), peak period for home-return requests
  • April 30: Reunification Day; a public holiday in Vietnam
  • May 1: International Workers’ Day (May Day)
  • September 2: National Day (Independence Day), a day with strong national sentiment
  • Around the 15th day of the 7th lunar month: Vu Lan Festival (Hungry Ghost Festival / Ullambana); some people observe a vegetarian diet

It is desirable to design shift plans on an annual basis on the assumption that paid leave requests will concentrate in these periods.

Practical grasp of religion, faith, and food habits

Many Vietnamese people hold folk beliefs that blend Buddhism, Confucianism, and Taoism. Among Buddhists, some treat the 1st and 15th days of the lunar month as “vegetarian days” and do not eat meat. Cases arise in workplace meals and boxed-lunch provision where “we did not know” is not an acceptable excuse for overlooking such habits.

Practical points on food habits are as follows.

  • Fish sauce (nước mắm), chili, and cilantro are basic seasonings, and strongly aromatic foods are commonly preferred
  • Pork, chicken, and seafood are often main proteins
  • Religious dietary restrictions (such as halal accommodation) are seen among a minority, including some Muslims from the south
  • Strong-smelling cooking in shared dormitory kitchens can cause friction with Japanese residents

Among companies that run employee cafeterias, there are cases where simply introducing Asian-style menus several times a week greatly improved employee satisfaction. Food is foundational to cultural reassurance; keep in mind that small dissatisfactions from neglecting it accumulate over time.

Communication traits of Vietnamese talent and how they appear at work

Vietnamese belongs to the Austroasiatic language family and has six tones. Its structural distance from Japanese is not small, and reaching JLPT N3–N2 level requires a certain period of study. Even so, many Vietnamese talent are highly motivated learners, and a growing number actively study Japanese before coming to Japan with the aim of working at Japanese companies.

High-context culture and the tendency not to say “no”

Vietnamese society is a high-context culture (much meaning is carried outside the words themselves), and people tend to avoid direct negative expressions toward superiors and seniors. Many feel it is rude to say “I cannot” or “I do not understand,” and workplaces frequently see cases where someone answers “Yes, I understand” without fully grasping the content.

A similar tendency is seen among Myanmar talent. Referring also to the article on workplace communication with Myanmar talent will deepen understanding of communication traits common among talent from Asia.

An effective on-site countermeasure is to avoid closed questions (yes/no answers) and switch to open questions that require explaining content in words. Instead of “Do you understand?” ask “Based on what I just explained, what will you do next?” to confirm understanding accurately.

Affinity with seniority systems and a strong sense of fairness

In Vietnamese culture, respect for elders and superiors is deeply rooted, and affinity with Japanese-style seniority systems tends to be relatively high. At the same time, people are highly sensitive to “unfair treatment” and strongly dislike being treated differently because they are foreign nationals.

If a workplace atmosphere of “it cannot be helped because they are foreign” is present, trust erodes rapidly even when unintentional. Fair evaluation systems and processes that transparently explain the criteria for evaluation are essential to long-term retention of Vietnamese talent.

Common frontline consultations: daily-life trouble cases and responses

In hiring support practice, the following consultations repeatedly arise after accepting Vietnamese talent.

Consultation 1: Trouble over dormitory living rules Cases such as “cooking late into the night,” “the smell is too strong,” and “waste is not sorted correctly” occur frequently at companies that accepted residents without adequate pre-move-in orientation. Creating dormitory rules in Vietnamese and establishing a process in which a staff member confirms them one-to-one at move-in is a basic countermeasure.

Consultation 2: Distrust of pay slips and deductions Trouble easily arises when social insurance premiums and income tax withholding feel “different from what was promised.” The Ministry of Health, Labour and Welfare provides multilingual leaflets for foreign workers that can be used when explaining pay slips. Hello Work also offers consultation desks on working conditions, which can help prevent labor-management disputes.

Consultation 3: Early signs of loneliness and mental strain The period three to six months after joining carries the highest turnover risk. Holding regular one-on-one meetings in this period and creating a space to pick up not only work topics but also daily-life difficulties is important. Supporting connections to local Vietnamese communities (SNS groups, regional international exchange centers, and the like) is also effective in preventing isolation.

Consultation 4: Anxiety about changing or renewing status of residenceMany people feel anxious about application procedures with the Immigration Services Agency of Japan, and mental burden rises as renewal approaches. Having the company track period-of-stay schedules and encourage early consultation with administrative scriveners or labor and social security attorneys is a decision standard for preventing problems before they arise.

Failure patterns and how to avoid them: workplace pitfalls that block retention

Typical failure patterns that lead to Vietnamese talent resigning, and countermeasures for each, are summarized below.

Failure pattern 1: No follow-up after hiring Despite spending on recruitment, post-joining onboarding ends with “the same treatment as Japanese employees” only. Even with job instruction, no one notices living anxieties or difficulties outside work, and a resignation notice may appear three months after joining.

Countermeasure: Institutionalize follow-up meetings at the 30-, 90-, and 180-day marks after joining, covering the three axes of work, daily life, and future goals.

Failure pattern 2: Assuming that if they speak Japanese, communication is fine Even with N3-level Japanese, industry-specific terms, unique internal expressions, and rushed instructions may not be understood accurately. There have been cases where follow-up was cut off after judging “no communication problem,” and important handoff items were missed.

Countermeasure: Share important work matters in writing (in Vietnamese if possible) in addition to oral confirmation. Confirm understanding with open questions.

Failure pattern 3: Repeatedly refusing Tet home-return requests Cases are not rare in which Vietnamese talent whose Tet returns were refused consecutively resigned in groups at fiscal year-end. It is essential to finalize staffing plans for the Tet period by year-end and clearly state to everyone the advance grasp of return wishes and the policy on cost subsidies.

Countermeasure: Each year in October–November, survey return wishes for the following January–February, and communicate shift-adjustment policy and whether cost subsidies are available within the calendar year.

Failure pattern 4: A workplace where international talent are separated from Japanese staff Team assignments only for foreign workers, meals at different times, separate use of break rooms, and other unintentionally created “isolation” rapidly lower a sense of belonging. Assumptions on the Japanese staff side such as “we would not get along with foreign workers anyway” also deepen the problem.

Countermeasure: Intentionally design mechanisms that create everyday interaction with Japanese staff—pair work, team lunches, buddy systems, and the like. Conduct regular cross-cultural understanding training for Japanese staff.

Points hiring managers often overlook

The following five points are repeatedly flagged in the field as ones many companies’ hiring managers overlook.

1. How names are used and confirming them Vietnamese full names are ordered “family name · middle name · given name,” but in daily life people are generally called by the final given name. Calling someone in the Japanese style of “family name + san” can make them feel they are not being addressed by name. Adding one confirmation question to the person at hiring shortens psychological distance.

2. Careful handling of health checkup results Infection rates for tuberculosis and hepatitis B tend to be higher in Vietnam than in Japan. When incorporating health checkups into employment conditions, strict handling in line with Ministry of Health, Labour and Welfare guidelines is required so operations do not become discriminatory. Non-hiring or dismissal on health grounds carries legal risk.

3. Understanding relationships with sending organizations Many Vietnamese talent who come to Japan under Technical Intern Training or Specified Skilled Worker have fee-bearing contracts with sending organizations in their home country. Some pay high fees with borrowed money, which can relate to disappearance risk or motives to move to another company. Checking in advance the Registered Support Organization lists and sending organization information published by the Immigration Services Agency of Japan, and selecting transparent organizations, is an important decision standard.

4. How quickly information travels in Vietnamese communities Vietnamese talent form very dense communities on SNS such as Facebook and Zalo. Dissatisfaction at work and information on treatment are shared immediately and affect the employer brand. The importance of being a “workplace chosen by Vietnamese talent” grows year by year, and improving conditions has an effect comparable to recruitment publicity.

5. Presenting a concrete career path Many Vietnamese talent come to Japan with a clear purpose: “I want to acquire skills in Japan and use them in the future.” When simple tasks continue and growth prospects are unclear, the more capable people are, the earlier they consider changing jobs. Showing a concrete growth image for one year and three years out from the time of hiring leads to securing and retaining strong talent.

Diagram: Pre-hiring confirmation flow (text version)

Matters companies should confirm before hiring are organized by phase.

Phase 1: Formulating the hiring plan First confirm the types of status of residence that can be accepted (Specified Skilled Worker, Technical Intern Training, Engineer/Specialist in Humanities/International Services, and others) and the scope of work permitted under each. Refer to the latest requirements on the Immigration Services Agency of Japan’s official site, and finalize internal acceptance leads and support systems. Selection of a sending organization or Registered Support Organization should also be completed in this phase.

Phase 2: Preparing the acceptance environment Secure housing (dormitory or apartment) and prepare a Vietnamese version of living rules. Proceed with social insurance and workers’ compensation enrollment based on Ministry of Health, Labour and Welfare guidelines related to employment of foreign nationals, and complete preparation of the Notification of the Employment Status of Foreign Nationals to Hello Work. Design of workplace buddy and mentor systems should also be finished at this stage.

Phase 3: Post-joining onboarding (first 30 days) Prepare Vietnamese versions of pay slips and work rules, and distribute and explain them on day one. Conduct a living orientation (support opening a bank account; guidance on transport, medical institutions, and waste-sorting rules). Share the 30-, 90-, and 180-day follow-up meeting schedule with the individual.

Phase 4: Ongoing retention support Adjust home-return and paid-leave plans for Tet and holidays on an annual basis. Establish Japanese-language learning support (cost subsidies or secured study time) as a benefit. Conduct career meetings at least once a year to set goals and confirm growth opportunities.

Practical checklist: preparation items before accepting Vietnamese talent

Before acceptance, use the following practical checklist and be sure there are no gaps.

Laws and procedures

  • Confirmed the type of status of residence and the scope of work permitted
  • Coordinated with a Registered Support Organization listed with the Immigration Services Agency of Japan (for Specified Skilled Worker)
  • Completed or prepared the Notification of the Employment Status of Foreign Nationals to Hello Work
  • Prepared the notice of working conditions in Vietnamese or English
  • Completed enrollment procedures for social insurance and workers’ compensation insurance

Living environment and support systems

  • Secured housing and prepared a Vietnamese version of the move-in explanation
  • Created a multilingual version of the dormitory rules
  • Prepared materials that can direct people to the nearest medical facilities and emergency contacts
  • Put a support system in place for opening bank accounts
  • Planned orientation on waste sorting and daily living rules

Workplace environment and communication readiness

  • Conducted or planned cross-cultural understanding training for Japanese staff
  • Assigned a buddy/mentor (designated Japanese staff member)
  • Scheduled regular follow-up meetings (at 30, 90, and 180 days)
  • Set up a process to survey paid leave and return-home preferences during Tet
  • Prepared materials that can explain career paths at the time of hiring
  • Documented evaluation criteria and conditions for raises and promotions so they can be explained at onboarding

Frequently Asked Questions (FAQ)

Q1. What level of Japanese do Vietnamese talent need to work in Japan? It depends on the status of residence. For Specified Skilled Worker (i), passing a Japanese language test (JFT-Basic or JLPT N4 equivalent or higher) is required. For Engineer/Specialist in Humanities/International Services, the level needed for the job is expected, but there is no uniform testing obligation. In all cases, offering Japanese language learning support after joining as an employee benefit is directly linked to higher retention.

Q2. Must we approve requests to return home for Tet (Lunar New Year)? There is no legal obligation, but continually offering opportunities to return home has a direct impact on retention. Processing requests as paid leave and adjusting shifts early can minimize operational impact while raising employee satisfaction. Companies that provide return-home support once a year have reported higher continued employment rates.

Q3. How can we prevent internal conflicts among Vietnamese talent? Vietnam has differences in culture, dialect, and values across the north, central, and south regions, and friction can arise when people are not from the same hometown. Preventive steps include carefully arranging dormitory roommates and team assignments, and building a system for regular check-ins on the situation. It is important that designated staff understand individual relationships one-on-one.

Q4. Which public agencies can we consult about accepting foreign workers? You can use the Foreign Workers Consultation Corners operated by the Ministry of Health, Labour and Welfare (at each prefectural labour bureau), the Foreign Residents Support Center (FRESC) established by the Immigration Services Agency of Japan, and Hello Work foreign employment service counters. For complex status of residence issues, consulting an administrative scrivener is effective; for labor management and social insurance, consult a certified social insurance and labor consultant.

Q5. How should we assess the reliability of a sending organization? The basics are to refer to the Registered Support Organization list published by the Immigration Services Agency of Japan and to supervising organization license information. Evaluate comprehensively using criteria such as transparency of contract terms with Japanese accepting organizations, clear disclosure of cost burdens on trainees and Specified Skilled Worker foreign nationals, any history of administrative guidance, and years of on-the-ground track record. Checking related ministerial ordinances and public notices in the e-Gov legal database is also useful.

Conclusion: Building long-term trust with Vietnamese talent

Understanding Vietnamese daily life and culture is not mere “consideration”—it is a management investment that supports business continuity. Flexible handling of annual events such as Tet, attention to food customs, fair and transparent evaluation systems, and regular career meetings: combining these measures clearly improves retention of Vietnamese talent.

Vietnam still has a large younger population, and education levels continue to rise. To engage highly motivated talent over the long term, organizations must design and continually operate post-hire “living support” and “growth opportunities.” Cultural understanding across the whole organization—including leadership, frontline managers, and Japanese staff—not just the efforts of one recruiter, is the foundation of a workplace people choose.

If you would like to discuss building an acceptance framework or specific support measures, please feel free to contact the Foreign Talent Insights editorial team. Our specialists will provide practical advice tailored to your company’s situation.

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