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What a leader should know to protect your employer branding

Organisational Development Expert - Nguyen Tuan Nam



As an employer, you are worried why your staff, from senior to junior, are leaving more and more. HR advises you to talk to people, persuade them, do the exit interview, staying staff survey, even anonymous survey to expect the staff to tell the truth, etc.


But in the end, you are still not sure why they left. The following are the 06 most frightening reasons for employees who quit and also for employers:

​P/S: Ironically, there is no reason related to low wages, excessive working hours, etc.

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The leader arbitrarily accuses employees for their violations of unavailable or unspecified regulations. But the most frightening thing is they not only accuse but also insult employees with disrespectful & humiliating tactics (open accusation, public bullying, etc.)

Staff with knowledge of laws and regulations will fight. Staff who don't know and are afraid of being retaliated will leave and never say why to find another job in peace

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Leader who indulges his/her "favorite" employees or "hand luggages" despite their violations, acts of bullying subordinates, challenging the staff who confront them with defamatory words that create non-stop conflicts 

Staff mostly give up on this case. If lucky enough, there will be a staff in higher-level than "hand luggage" who is able to control bullying behaviours or to put pressure on the leader to handle this behaviour. Without this person, the collective is afraid, depressed and will leave gradually.

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The "hidden" senior leader who blames on the junior leader when needed. The junior leader who is brave will seek to confront the senior. The weaker one will instead pass his/her blame to the next victims - his/her junior staff - in order to make him/her look better. Such a vicious cycle of blame-game will never end

Staff who witness this senario grow their mind of doubts  in organisational justice. Ones who got blamed are depressed with loss of focus & reduction of work performances. Leaving is a simpler way than staying stuck in that tangled spider web - the leadership war. 

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The leader, who primarily 

responsible, violates the regulations he/she made and conflicts with his/her own signed decisions in an arbitrary and regular manner.

Staff with knowledge of organizational governance will advise, persuade if they see the leader is likely to change. Staff who lose confidence because "leaders are always right" will surrender.

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Leader who evaluates the individuals & teams performances by sentimental, baseless judgements. Especially "horrible" when the leader uses this evaluation to deform individuals & teams constantly to force them to leave regardless of whether or not the legal basis to fire them

Staff with bravery who are not afraid of injustice will seek to confront the leader with valuable legal knowledge backup. Other staff give up because in addition to their bravery, they need time & skills to collect proof but it's really "nightmares" when the company works only through thousands of Zalo, facebook

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Leaders who use luxury accessories, talk millions of dollars, but whenever, with whoever, they always find ways to cut costs. From cutting dozen or hundreds dollars out of "talent" recruitment costs, to limiting drinking water or toilet papers to save costs

It turns out that not only foreign staff but also Vietnamese could not stand the tight yet "stingy" budget management model. This model is skyrocketing the real cost of talent turnover, poor performance & low team efficiency, etc. that most organisations are not interested in taking them into the balance sheet

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1. Which reason frightens you the most?
2. If you're the staff, which case makes you willing to confront?
3. If you're the leader, which case might potentially happen to you without knowing it?
4. If you're the leader, which reason you want to get rid of the most to keep your employer branding?
Which one you think is the most common for the 06 reasons?
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