HR Manager - Phoenix Holdings - HCM City, Vietnam
(2025-09 - 2026-03)
Scale: 220 employees – Group of 06 companies (03 locations) | Report to: COO, MD | Team: 03 staff Scope: HRBP, Talent Acquisition, C&B, Employee Relations, Admin, Expat Issues (visa, work permit, TRC), Internal Communication.
- HR Shared Service Center Setup: Established an HR Shared Service Center for 6 group companies to improve efficiency, compliance, and scalability through restructuring, job architecture, policy and process development, and HR team building.
- Group Restructuring: Consolidated overlapping functions (Finance, Accounting, Marketing, etc.) into shared service clusters.
- Centralization: Fostered group-wide synergy by aligning operations under a unified P&L and centralized governance.
- Productivity Accelerator: Reduced headcounts by 8 FTEs, eliminated 35% idle time and delivered better customer experience
- Roster Management: Devised a dynamic rostering system in an entertainment business to optimize workforce utilization.
- Job Redesign: Transitioned roles to multitasking model, replaced live instructors with video tutorials, and cross-trained 22 staff.
- HR Compliance: Developed a contracting protocol and practice for diverse workforce (seasonal, hourly, expat, contractor), ensuring proper classification of labor types and reducing exposure to social insurance and tax non-compliance.
- People Analytics: Created an HR reporting and dashboard system that transformed HR into a data-driven business partner, enabling workforce monitoring, faster decision-making, and stronger budget control.
HR Manager - Thai Tan Transport & Trading Co., Ltd. - HCM City, Vietnam
(2022-03 - 2025-06)
Scale: 300 employees – Parent company (01 headquarters, 01 branch, and 02 representative offices), and 01 subsidiary (manufacturing factory) | Report to: HRD, CEO | Team: 09 staff Scope: HRBP, Talent Acquisition, C&B, L&OD, Employee Relations, Admin, Internal Communication, Corporate Culture.
- Talent Solutions for Critical Shortage: Drove a multi-layered hiring strategy to solve prolonged talent shortages in B2B Sales, where the role demanded advanced sales acumen and deep technical expertise. Achieved full staffing through:
- Short-term: Internal mobility from B2C Sales, probation experience remodeling based on attrition analysis.
- Long-term: Talent pipeline constructed by partnering with a top technical university, combined with employer branding.
- Capability Augmentation via Merger: Integrated B2B Sales and R&D into a single revenue-driven unit to combine technical expertise with sales ownership, increasing trial project win rate by 23% and boosting total B2B revenue by 6%.
- Introduced the KPI cascading framework that combined both leading and lagging indicators; improved KPI-to-business goal linkage communication and performance review cycle.
- Delivered 95% total weighted KPI achievement, and 104% revenue growth target attainment.
- Organizational Capability Uplift: Directed a strategic analysis, mapping evolving business needs (market shifts, lean operations) against existing competencies, to design critical initiatives and targeted training programs
- Competency Framework: Generated an agile competency framework for 45 positions across 10 departments.
- Leadership Development for Managers: Organized 10+ in-house training courses and workshops on people development, feedback, change management, etc.
- Technical Excellence for Staff: Facilitated 70+ department-led peer training seminars to strengthen functional expertise.
- Succession Planning: Identified 08 key positions through business impact analysis.
- Selected 05 successors from a pool of 19 candidates (9-Box model), each supported by tailored IDPs and progress tracking.
- Prepared 02 successors to be ready within 6 months, and 03 successors within 18 months.
- Total Rewards Design: Established a flexible employee-centric benefits policy tailored to individual needs to drive stronger employee engagement.
- Adjusted base salary/ variable pay ratio by region to maintain market competitiveness.
- Formulated incentive scheme that prioritized annual performance results to enhance employee retention.
- Collaborative Culture Transformation: Transformed a siloed culture into a collaborative ecosystem through structured initiatives, including cross-functional project teams, empathy-building sharing sessions, and shared KPIs that promoted joint accountability.
- Internal Control: Organized internal audits and collaborate with HODs to revise outdated policies and SOPs.
C&B Manager cum HRBP - Trung Nguyen Group Co. - HCM City, Vietnam
(2018-12 - 2022-01)
Scale: 900 employees | Report to: HRM, BU Manager | Team: 03 staff Scope: C&B, HRBP, Recruitment, Employee Relations, Workplace Management.
- Complex M&A Integration: Managed workforce transition and site takeover of an important manufacturing plant, securing disputed facilities within 30 days and restoring full production capacity within 90 days.
- Sales Partnerships: Partnered with sales leadership to drive performance management and training initiatives, while advising on employee relations matters, including transfers, promotions, and disciplinary actions, etc.
- Risk Management: Resolved 28 social insurance discrepancies, mitigating compliance risk and avoiding legal penalties.
- Process Optimization: Cut payroll and PIT finalization processing time by 75% through workflow and process modification.
- Mass Recruitment: Scaled a high-volume hiring engine supporting 250+ hires per year across a multi-location café chain.
HR Assistant Manager - Sapon Group Company Ltd. - HCM City, Vietnam
(2012-01 - 2018-10)
Scale: 400 employees – 01 Head office, 02 factories | Report to: CEO | Team: 03 staff Previous positions: HR Lead → HR Generalist Scope: Talent Acquisition, C&B, L&OD, Employee Relations, Corporate Culture, General Affairs, HSE, Cross-functional support.
- New Factory Setup: Partnered with leadership to launch a strategic plant powered by new technology and drove production to full capacity within 06 months
- Strategic Planning: Designed organizational structure, defined staffing needs and training needs based on new technology.
- Mass Recruitment: Completed 70 hires in 1.5 months.
- Onboarding: Supported production team with structured technical training programs, delivering a 97% probation pass rate.
- HR System: Instituted operational HR system; hired and trained 01 HR Generalist to build local HR capability.
- Organizational Structure: Decentralized authority to 02 factories, shifting decision-making from HQ to plant management and improving accountability, cross-functional coordination, and decision speed.
- Kaizen + 5S Program: Drove performance and cultural shift by leading a Kaizen + 5S program that cut lead time, defect rate, and downtime by 11%, 8%, and 17% respectively; while embedding continuous improvement mindset company wide.
- Learning Culture Development: Reinforced learning culture by organizing workshops, where departments shared knowledge learned from courses and practical initiatives, while also integrating these activities with the Kaizen program.
- Global Purchasing: Formed partnerships with an Italian material supplier and a Swiss machinery provider, leading to estimated annual savings of VND 9 billion and a 40% increase in production output.
- Financial Documentation: Prepared financial reports (projected P&L, cash flow, depreciation reports) for loan applications of 03 projects. Regularly opened LC for cross-border procurement activities.
HR Consultant (Part-time) - Multiple corporations - HCM City, Vietnam
(2022-02 - 2022-12)
- Salary Benchmarking & Structure: Conducted market analysis benchmarking 15+ peer companies. Revamped the pay structure and introduced KPI-driven incentives to enhance internal equity, market competitiveness and employee motivation.
- HRIS Implementation: Implemented Base HRM and Base E-Hiring, covering vendor selection, configuration, testing, SOP development, and training, refining shift management and employee data system.
- High Turnover Solutions: Reduced early turnover by 33% in store staff hiring by overhauling the hiring process - redefining candidate persona and linking recruiters' performance metrics and incentives to both quantity and quality of hires.
- HR Team Development: Reallocated HR team responsibilities (RACI) and filled all vacancies (01 senior C&B, 01 HR-GA).
- Process Optimization: Standardized HR processes, including automating payroll calculation to minimize human errors and increase processing efficiency.
- HRIS Implementation: Implemented Fast HRM, covering vendor selection, configuration, testing, and training.
