GenZ generation officials - keeping themselves safe between challenges and temptations

GenZ cadres were born and grew up amidst unprecedented movements of technology, media and social networks, and are entering the public service environment with many expectations. They carry modern knowledge, a spirit of innovation and a desire to serve the country. But along with opportunities come challenges, temptations and sophisticated "breaks" that can shake their mettle and erode their ideals. In the midst of the whirlpool of interests, power and reputation, the question is not only whether GenZ cadres are good or not, but whether they are steadfast enough and maintain themselves to contribute?

Báo Quân đội Nhân dân•29/10/2025

When youth carries great ideals

“What made you choose to be a Youth Union official, when there are so many other attractive career opportunities?” I asked Nguyen Van Khanh, 27, the Youth Union Secretary in a mountainous commune in Thanh Hoa province. Khanh smiled gently and replied, “Perhaps it’s belief. I think if young people don’t get involved, who will change our homeland?”

That seemingly simple answer encapsulates the depth of a new generation, those entering public service in a context vastly different from previous generations. They not only harbor ambitions of service but are also strongly influenced by the flat world : global thinking, the speed of technology, the influence of social media, and the trend towards valuing individualism. These factors are both a source of strength and a major challenge in how to maintain ideals in the practical realities of their work.

Citizens carry out administrative procedures at the Public Administrative Service Center of Thu Duc Ward, Ho Chi Minh City. (Illustrative photo: tuoitre.vn)

Associate Professor, Dr. Nguyen Viet Thao, former Deputy Director of the Ho Chi Minh National Academy of Politics, stated at the National Conference on Cadre Work (March 2023): “The revolutionary ideals of today's youth have not diminished, but the challenges are more numerous and complex. The younger generation entering public service needs both knowledge and political acumen to avoid being swept away in the whirlwind of integration, the market, and social media.”

Indeed, Generation Z is educated in an open, technology-driven, and competitive environment. They enter life with a creative spirit, daring to think and act. They are proficient in foreign languages, skilled in digital abilities, possess systemic thinking, and aspire to self-affirmation. However, alongside these aspirations comes the pressure to balance: How to be dynamic, enthusiastic, creative, and integrated while remaining loyal, steadfast, and politically upright – this is the challenge facing Generation Z.

In reality, many young officials start with noble ideals, wishing to contribute, innovate, and build a more prosperous and beautiful homeland. But a gap always exists between dreams and reality. It is this gap that puts their character and steadfastness to the greatest test.

Challenges, temptations, and easy "faults" that lead to downfall.

The first challenge for Gen Z officials is power. Unchecked and unregulated power can easily become a temptation. Young people are often energetic and ambitious, but also impulsive, easily swayed by glamour and authority, and thus, responsibility can be overshadowed by self-serving motives. When "competence" doesn't yet align with "ethics," the allure of power can easily shake the foundation of ideals. A "like," a compliment, a promise—all can become a "fault" that leads young officials astray if there isn't a mechanism for control.

The second challenge is the temptation of materialism and the psychology of comparison. Living in an era where material values are strongly displayed, Gen Z cannot help but be affected. Many witness friends and colleagues starting businesses, earning high incomes, and receiving praise, while their jobs in government agencies demand discipline and offer few immediate opportunities for personal expression. Without belief and ideals, they are easily swayed, developing a "better off the government" mentality or seeking "shortcuts" to advancement.

The third challenge comes from social media and the illusion of fame. Generation Z grew up with Facebook, TikTok, and Instagram. For them, social media is both a communication tool and a "stage" for self-expression. Social media can spread positive values, but it can also easily lead young professionals into the temptation of "image-ifying" their work: chasing likes, sacrificing their careers for instant glorification... When "virtual" overshadows "reality" and "form" obscures "essence," the quality of work and community responsibility are at risk.

Another challenge is the formalistic nature of the public service environment. Many agencies and units still exhibit bureaucratic habits, lacking encouragement for creativity, prioritizing form over effectiveness. For enthusiastic young officials, such an environment can be discouraging and erode motivation. Without proper guidance, support, and protection, they may choose to settle for mediocrity, simply get the job done, or worse, adapt to a purely formalistic approach to survive.

This shows that each misstep by a young official is not only a personal loss but also a blow to the people's trust. A small "break" in morality can lead to a major collapse in the system of values and public belief...

Maintain your composure and nurture your aspirations.

To ensure that Gen Z leaders maintain their capabilities and aspirations, the key is to create a comprehensive training environment where young leaders not only have the opportunity to speak and learn, but also to practice, experiment, and take responsibility for their actions.

First and foremost, it is necessary to regularly cultivate and build strong political and ideological character in GenZ cadres. Without ideals, there can be no character. Character is not born from oaths, but from a long process of training: Theoretical education for GenZ must be linked to practice, training programs must be highly applicable, and testing must be conducted through practical work. Renewing political education for GenZ cadres is essential so that they not only learn resolutions but "live with resolutions," putting ideals into action, transforming ideology into energy that guides their behavior and decisions.

Secondly, practical training at the grassroots level is the biggest test for Gen Z officials. Only when they go to the grassroots, face the lives of the people, and encounter real-world difficulties and pressures, will young officials truly understand the value of each decision and the price of service and responsibility. Practical experience will temper patience, materialize ideals, and help officials identify their own limitations for self-improvement.

Thirdly, controlling power and ensuring transparency in mechanisms are essential for protecting the integrity of young officials. It is necessary to design transparent mechanisms, from assignment, evaluation, and rewards to handling violations, so that power does not become a temptation. Controlling power should not stifle creativity, but rather create a safe framework for it. When all efforts are fairly evaluated, young officials will be more confident and less likely to seek shortcuts.

Fourth, encourage creativity and provide a space for experimentation. Gen Z is the generation of technology and ideas; give them space to experiment, to make mistakes, and to learn responsibly from failure. Support for small-scale creative projects, flexible evaluation mechanisms, and mentoring systems—these help unleash the intelligence, analytical skills, and entrepreneurial spirit of Gen Z employees.

Furthermore, it is necessary to refine the evaluation and appointment criteria to prioritize genuine qualities: political acumen, professional competence, a people-oriented spirit, and integrity. The model of young cadres in the new era should be associated with clear criteria: "Courage - intelligence - closeness to the people - integrity." When young, pure, and dedicated role models are recognized and disseminated, social trust will be nurtured by practice, not just by words.

There is a need for mechanisms to protect good people and strictly punish wrongdoing, while also creating conditions for rotation, challenges, and mentoring programs to help young officials develop sustainably. Building a work environment with fair compensation, transparency, and opportunities for development will help minimize pressure from material comparisons and retain talented individuals to serve.

The draft Political Report of the 13th Central Committee of the Communist Party of Vietnam, presented to the 14th National Congress of the Party, states the determination: “Strategic autonomy, self-reliance, self-confidence, and strong progress in the era of national development for peace, independence, democracy, prosperity, civilization, happiness, and steadfast advancement towards socialism.” In this context, the younger generation, especially young cadres, are the successors to the glorious revolutionary cause of the Party. Therefore, the draft identifies: “Strengthening the education of the young generation of Vietnam on revolutionary ideals, ethics, lifestyle, patriotism, national pride, nurturing dreams, aspirations, will, and a desire to contribute, and upholding responsibility towards the country and society.”

For Gen Z—a generation born in the age of information explosion, raised with artificial intelligence and a flat world—the biggest challenge lies not outside themselves, but within: between ideals and reality, between aspirations and temptations, between individualism and the common good. Only by bravely overcoming these "faults" can Gen Z truly become a strong, capable, and dedicated successor generation of leaders who aspire to contribute to the nation.