I turn culture into a business lever
Every program I design ties back to a real pain point. I connect engagement to retention, employer brand and performance — not activity for its own sake.
Nguyen Vo Thanh / Võ Thành Nguyên
I solve organizational problems through the lens of employee experience.
I like to approach organizational problems with one simple question: how is this actually experienced by the people doing the work?
What I believe
Five beliefs that guide the work.
01
People are the strategy.
Sustainable performance comes from psychological safety, not pressure. When people are heard and feel safe to speak up, they contribute proactively.
02
Engagement is a business lever, not a party.
Every program starts from a real organizational pain point — and connects directly to retention, performance and business results.
03
Culture lives in small moments.
How people are onboarded, how feedback happens daily, how a message lands — that's where an organization's real values show.
04
Recognition creates belonging.
I personalize the experience — from small touchpoints to big moments — so each person feels valued.
05
Trust holds a company together.
Kindness has to live in the system — in the process and in how a company treats people, in good times and hard ones.
How I think
Frame the problem before doing anything.
How I solve problems
Problem→People→Insight→Intervention→Experience→Outcome
Three lenses in every decision
Business need
Employee need
Culture
Listen
Understand people before designing for them.
Understand
Connect employee needs with organizational and business context.
Design
Turn insights into practical communication, programs and experiences.
Activate
Make the experience easy to understand and join.
Measure
Look at participation, feedback, adoption and perception.
Learn
Every program becomes input for the next one.
I don't just ask
What activity should we organize?
I ask
What employee or organizational problem are we trying to solve?
Work
Value first. Proof next. Then the journey.
Events are only evidence — the real story is the capability behind them. Internal data is anonymized.
I read the organization before designing
I listen first — surveys, conversations, data — to find the gap between what a company says and what people experience. Then I design the intervention.
I hold people through change
In sensitive moments — restructuring, benefit cuts — I keep communication honest yet caring, protecting both trust and the employer brand.
I make everyone feel seen
I personalize the employee experience — from small touchpoints to big moments — so people feel recognized and that they belong.
I execute end-to-end
From strategy to budget, logistics and measurement — solo for smaller programs, leading teams and agencies for large-scale events.
I turn experience into story
I turn real employee experience into internal communication and employer-brand stories people actually feel.
Skills
Training DesignFacilitation / Đứng lớpSoft-skills & Onboarding TrainingInternal CommunicationsContent & StorytellingEmployee EngagementCulture DevelopmentEvent Management (solo + agency)Employer Branding / EVPEmployee Listening & SurveyData & ReportingStakeholder ManagementChange CommunicationCanvaAI ToolsMicrosoft 365
01Culture Strategy · Restaff
Making Culture Tangible
Situation
In a dedicated-team model, client culture (mostly Norwegian) can overshadow Restaff's own.
What I did
Designed and ran culture listening, analyzed the employee–manager perception gap, and shaped it into four culture pillars for 2026.
Business link
Making culture visible — aimed at keeping people and protecting the employer brand in a client-dependent model.
Lesson
You can't assume culture already exists — you measure it first.
01
Care for Self
02
Engage With Team
03
Connect with Restaff
04
Go Together with Clients
Culture flywheel
Personal Growth→Performance→Engagement→Growth
Survey scores are anonymized — the gap is described in words.
02Culture Activation · Restaff
18 Years of Working With, Not For
Situation
18th anniversary, around 150 people — easy to become just a party.
What I did
Tied the event to the cultural idea "We work with, not work for"; owned concept, narrative, communication and feedback.
Business link
Turning a milestone into a tool for identity and engagement — aimed at belonging and retention.
Lesson
A good event isn't just fun — it says something about the organization.
4.39 /5satisfaction (18 responses)
~150attendees
03Change Communication · Restaff
Saying hard things, kindly
Situation
The company's first-ever 22-person layoff, followed by benefit cuts (loyalty reward removed, company trip scaled down).
What I did
Advised the HR Manager on the approach and co-wrote the CEO's message — honest yet caring; explained the context through townhall and the intranet.
Business link
Handling a hard period well protects trust and employer brand. What we observed: transitions went smoothly, some departing colleagues expressed interest in returning, and no resignations linked to the benefit changes were recorded.
Lesson
Honesty isn't saying everything bluntly — it's saying it the right way, in the right context.
Principles I held
Explain the contextDon't dodgeRespect those who stay and those who leaveRight channel, right timing
Internal documents for this case are kept confidential.
Growth & Corporate Culture
Where I moved from "running activities" to "understanding the organizational problems behind them" — going deep into culture, listening and development.
Making "We Care" concrete
Turned a slogan into real touchpoints: personalised birthday gifts (a first at Restaff), Men's Day, The Kindred Day for long-tenure staff, CSR.
Business linkMore recognition and belonging — aimed at retention.
Employee listening
Culture Gap Survey, a dual-track retreat survey covering both attendees and non-attendees (77 responses), and a Monthly Pulse Check with an everyday name: "Nói đi Nguyên nghe nè…" ("Go on, I'm listening…").
Business linkPeople data for leadership decisions — aimed at spotting risks early and keeping people.
Leadership Outing — less team-building, more connection
A trip for the CEO, Caretakers and senior staff. Researched needs, let people vote on format and route distance, handled vendors, logistics and safety — designed around Nature · Reconnection · Reflection.
Business linkReading a senior group's real needs → a meaningful experience, not an over-programmed one.
Owning the annual & quarterly plan
Working directly with the CEO and managers; running multi-channel internal comms (Jupiter, Viva Engage, Teams, email) on a monthly content plan informed by engagement data.
Business linkAligning people work with business priorities.
In pictures
Programs & numbers (low ones included)
Year End Party4.38/5
~150 participants.
Retreat 20253.69/5
69 people · 71% feedback rate · Connection 3.87 · Logistics 3.59 — logistics was the lesson.
The Kindred Day3.33/5
26 participants — honoring long-tenure staff; the low score was a real lesson.
Typhoon relief campaign3 provinces
Employee donations matched 1:1 by the company.
Execution & Adaptation
A story about execution — turning ideas into things that run, fast and lean.
Team-building after 4 days on the job
Read the group's energy and designed the program with very little context.
Business linkFast team bonding; delivery under pressure.
Company-wide OKRs
Built the framework from scratch, trained everyone, and followed through until 100% understood and applied personal OKRs.
Business linkLinking individual effort to company goals → alignment and productivity.
Cultural onboarding
Refined materials and process, and ran culture training so 100% of new joiners understood the culture from day one.
Business linkFaster integration, shorter time-to-productivity.
Soft-skills trainer
Designed and delivered sessions based on each team's real needs.
Business linkBuilding capability around real needs.
In pictures
Learning an industry & a people-first foundation
Where I learned to read people and understand an industry — to serve someone, you first understand their world.
Building customer service from zero
For the app and gaming products.
Business linkBetter CX — aimed at keeping users.
Game community & events
Livestreams, in-game and offline events, booths.
Business linkCommunity engagement → user lifetime value.
Product training & internal comms
For new hires, event staff and interns.
Business linkProduct-fluent staff → consistent service quality.
In pictures
4+years in People & Culture, Internal Comms & EX
4.39 /5satisfaction, 18th company birthday
~150attendees at the birthday event
3 provincestyphoon relief campaign (staff donations, 1:1 company match)
4culture pillars for 2026
About
I'm not an event organizer trying to move into People & Culture — I'm a People & Culture professional who grew up through internal communication and engagement.
Internal Communication→Employee Engagement→Employee Experience→Culture→People & Culture
Over 4+ years I've worked on the part of the employee journey that looks simple from outside but isn't: how people understand the organization, connect with each other, how leaders communicate, and how culture becomes something people actually experience. Long term, I'm heading toward Organizational Development.
Listening-first
In a new place, I listen before I propose.
Problem-framer
Low participation isn't always a comms issue — it may be timing, trust or workload.
High EQ, kind
Keeps trust intact in sensitive situations.
Practical, not showy
Concise, calm, fresh — no fluff.
Ownership
Proposes programs that didn't exist before.
Storyteller & observer
Reads the room instead of following templates.
Apr 2024 — Sep 2026
Employee Engagement Specialist
Restaff – House of Norway · Norwegian IT staffing
Apr 2023 — Mar 2024
Internal Communications & Culture Development
Zafago Agency · Marketing agency
2020 — 2023
Community Development & Customer Service
Gosu Online Corporation · Gaming / Tech
Contact