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existing mismatch between training programs and the demands of the digital labor
market. The linkage between the State - training institutions - enterprises remains loose,
leading to a situation of an "excess of young digital human resources, shortage of
experienced digital human resources." The IT workforce structure shows that over 45%
are Fresher and Junior workers (under 3 years of experience), while Senior and Leader
workers account for less than 27% [9].
Fourth, soft skills and global working capacities remain limited. Besides professional
skills, the soft skills of Vietnam's digital human resources, such as foreign languages,
teamwork, global mindset, and technological adaptability, still have many limitations.
Only about 5% of Vietnamese IT workers are proficient in English at a professional
working level. This rate is much lower than in regional countries like Thailand, Malaysia
and Indonesia. According to the World Economic Forum's assessment, the digital skills of
Vietnam's workforce rank 97th globally, standing only above Cambodia within the ASEAN
region [8]. This is a major barrier for Vietnam's digital human resources when
participating deeply in the global digital value chain.
6. Issues posed and solutions for developing digital human resources in the
coming years
6.1. Issues posed
Through a survey of the current situation, it can be seen that digital human
resources in Vietnam exhibit two parallel facets: On the one hand, there is great potential
in terms of scale, demographic structure and policy orientation; On the other hand, they
face structural "bottlenecks" regarding quality, structure, distribution and utilization
efficiency. Digital human resources are simultaneously a key driving force and the most
significant bottleneck for current digital economy development. Without strong
breakthroughs in the training, utilization and governance of digital human resources,
Vietnam risks falling into the "cheap digital labor trap," participating only in outsourcing
and assembly stages with low added value in the global digital value chain. Conversely, if
the golden demographic period is well-utilized and the enhancement of digital human
resource quality is accelerated, this will become a strategic competitive advantage for
Vietnam in the new development era.
However, to create digital human resources that meet the requirements of rapid
and sustainable development amidst the competition for high-quality human resources in
general and digital human resources in particular, Vietnam is facing numerous challenges.
Firstly, challenges from the education and training system. The training curricula at
many educational institutions remain heavily theoretical and slow to update with new
technologies (AI, blockchain, big data, cloud computing). The proportion of graduates
immediately meeting the requirements of digital enterprises remains limited, leading to a
situation of "a surplus of degrees, a shortage of practical digital skills." Vietnam is
accelerating digital transformation and the demand for high-quality digital human
resources is increasing very rapidly, while training capacity remains limited. Besides that,
inequality in accessing digital skills is also an obstacle. The gap between urban and rural
areas, among different regions in accessing digital education and technological
infrastructure remains large. It limits the ability to universalize basic digital skills.
Secondly, challenges regarding institutional frameworks and the policy environment
for developing digital human resources. Currently, remuneration policies in the public
sector are slow to reform. The research and innovation environment is not truly favorable
compared to regional technological hubs. The innovation ecosystem remains fragmented.

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