The "Elevating Vietnam's Workforce 2026" report, released on 8/10 by British University Vietnam (BUV) and Decision Lab, is based on a survey of 375 employers from businesses in Hanoi and Ho Chi Minh City. Six industry sectors participated in the survey: Technology and Digital Economy, Business and Marketing, Logistics and Supply Chain, Hospitality and Tourism, Manufacturing and Industry 4.0, and Finance and Banking. The report aims to examine employer expectations for recent graduates and their actual performance to bridge the gap between academia and the labor market.

The findings reveal that employers rated seven competencies of recent graduates as very important, with importance levels ranging from 74% to 86%. These competencies include: teamwork and collaboration, communication, problem-solving, adaptability, time management, critical thinking, and digital literacy. Communication, teamwork, and collaboration were highlighted as the most crucial skills for new graduates, rated at 85% and 86% importance respectively.

Time management stands out as the biggest deficiency among new graduates, achieving only 54% performance against an 80% importance rating from employers, indicating a substantial disparity. Problem-solving capability follows, rated 84% important by employers, but new graduates only meet this expectation at 61%.

Subsequent skill gaps are smaller. Communication is rated 84% important, with graduates achieving 72% proficiency. Digital literacy is the only area where new graduates meet expectations, demonstrating 77% proficiency against a 74% importance rating.

Disparity between employer importance ratings and recent graduate performance. *Source: BUV & Decision Lab*.

The report notes that this disparity highlights a key issue: it is not about what new graduates know, but how effectively they can apply that knowledge in a real-world work environment. Employers seek both specialized knowledge and soft skills. Specifically, graduates need relevant academic knowledge but are also expected to collaborate with others, communicate clearly, adapt to change, manage workloads, and solve problems.

Qualifications serve as a starting point, with over one-half of employers preferring international degrees, though few consider this a decisive factor. Preferences vary significantly across sectors: two-thirds of employers in Technology and Digital Economy clearly favor international degrees, while Business, Marketing, Logistics, and Supply Chain sectors show moderate preference. Employers in Manufacturing and Industry see no difference between international and domestic degrees. Only the Finance and Banking sector leans towards domestic qualifications.

Degrees, certifications, and internships provide initial information to employers; the rest depends on work performance and what candidates demonstrate. The employer's perspective is critical because managers have restricted time to supervise new employees, and departments must maintain work progress. "Therefore, hiring the wrong new personnel in the early stages can be costly for both small and large organizations," the report states.

College students in Hanoi inquire about job information at a job fair in 9/2026. *Photo: Hong Chieu*.

New graduates possess potential but often lack opportunities to demonstrate sustained work performance. While HR departments can source and initially screen candidates, direct managers typically observe their teamwork, learning speed, and ability to meet job requirements. The challenge lies in whether organizations provide sufficient time and support if an individual struggles to integrate into the role.

A senior leader in the manufacturing sector reported that frequent turnover among new graduates led their company to temporarily halt hiring from this group. Concerns stem from operational costs associated with recruitment, training, and losing staff before they reach peak productivity.

The report recommends that employers clearly communicate their expectations to universities and students, specifically outlining the skills desired for new hires and those that can be developed on the job. Companies seeking skilled candidates should engage more deeply in creating work-ready environments and provide feedback to help students improve after internships.

Conversely, young people should view work readiness as a cumulative process over time, not just a last-semester patch-up. They should seek work experience, actively participate in projects and internships, absorb feedback, and develop professional habits to be ready for the transition from academia to the job market.

Hong Chieu