Vietnam’s returning engineers are high-quality talent. Keeping them is the real problem

Every few months, stories resurface about Vietnamese-origin engineers leaving major tech hubs such as Silicon Valley, Tokyo, or Seoul to return to Vietnam. The general assumption is that these returning professionals represent an underused pool of senior talent, and that companies should actively pursue them. However, this framing only addresses part of the equation.

While luring returning engineers is relatively straightforward, retaining them long enough to make the hiring worthwhile is where most companies stumble. The opportunity exists, but the playing field has shifted significantly. Vietnam's strategy for attracting diaspora talent has been well-established, with the latest update occurring in August 2026 under Resolution 23-NQ/TW, which focuses on industries such as AI, semiconductors, and biotech.

The government now supports flexible, remote contributions rather than mandating full-time relocation. Historically, this talent pool has been instrumental in driving major successes for Vietnam's tech ecosystem. The question is not whether to engage them, but rather how to keep them. One major complication is that returning to Vietnam is not the final destination.

An example of this is VinAI Research, a globally recognized AI lab founded by returning expert Bui Hai Hung in 2018. In April 2025, Qualcomm acquired the generative AI division of VinAI, absorbing the founder and his team. While VinAI remains a significant success story for local ecosystem development, its acquisition highlights the reality that coming home is not a permanent state; it's a decision that can be revisited repeatedly.

Another critical factor is the phenomenon of "re-expatriation," or leaving again. Studies across countries with long-running diaspora campaigns, such as China and India, demonstrate that reverse culture shock and the allure of global opportunities persist even after arrival. Whether a returnee decides to stay or leave depends on a retention framework known as "job embeddedness," which hinges on three key components controlled by employers: Fit - Does the role align with the returnee's skills and values, or does the company force them into a local mold?

Links - Have they established strong professional and personal connections in Vietnam? Sacrifice - What tangible losses would they incur by leaving again? If the answer is minimal, the door remains open. Despite increased financial incentives in Vietnam, including housing and salary allowances under Decree 179/2024/NĐ-CP, research consistently shows that financial rewards alone are insufficient to curb talent drain.

Housing subsidies have limited impact on where people choose to work. The most sought-after talent is rarely swayed by a bigger paycheck. What does retain them is a combination of career ownership and social belonging, where owning a home, rather than merely a housing allowance, plays a significant role. China's own talent-recruitment drive reached similar conclusions, with scholar David Zweig's 2006 study noting that few returnees with successful international careers were persuaded by housing or fellowship incentives alone.

Money secures an interview, but it rarely ensures long-term retention. To effectively retain top-tier returning engineers, companies must adopt a specific strategy beyond a standard relocation package. Firstly, provide them with something to own, not just execute. When a senior returnee is assigned a scoped role that treats their international experience as a checkbox, the Fit component of job embeddedness quickly breaks down.

Instead, grant them real ownership of a product, research direction, or market. Secondly, deliberately build the links necessary for success. Don't assume that returning engineers will naturally forge connections in Vietnam. Foster a cohort of other returnees, tap into diaspora networks, and offer genuine local mentorship. Thirdly, consider the sacrifice element.

While a housing allowance is valuable, it's not enough to make leaving again feel like an unattractive option. Equity, a leadership track, and a legacy tied to their name elevate the cost of departing beyond a mere cash bonus, as these benefits cannot be easily replicated at future employers. Lastly, plan for potential acquisitions by global players, as evidenced by the VinAI case.

The VinAI Research story serves as a reminder that companies must prepare for both individual attrition and corporate buyouts. The opportunity presented by Vietnam's returning engineers is undeniable, but a successful return requires an active, multi-faceted approach that spans multiple years. Companies that achieve success in retaining this talent will not be those offering the largest signing bonuses.

Rather, they will be the ones that make the decision to leave feel like the more challenging option.