HR Manager

Mô tả Công việc
A. Job Summary
Citics is seeking a hands-on HR Manager to lead HR & Administration and strengthen the people and organization foundation for its next stage of growth. Reporting to the CEO, the role owns the core employee lifecycle, organization support, talent, performance, culture, internal communications, compliance, and administration.
The right person combines strong HR fundamentals with business judgment, change leadership, and a practical interest in how data, AI, and digital workflows are changing work. The role is expected to run today's HR responsibilities reliably while progressively helping Citics improve role design, workforce capability, management practices, and AI-enabled ways of working. HR governs Citics employees and organization systems; CACN (Citics Agent Cooperation Network) retains governance of Agents and Stores.
B. Key Outcomes
A reliable HR & Administration foundation with accurate employee data, compliant operations, clear policies, responsive service, and audit-ready records.
Organization, workforce, hiring, performance, and development decisions are better connected to business priorities, role clarity, people cost, and critical capabilities.
Employees understand major changes, know what is expected, and have practical opportunities to build relevant skills.
AI and data are adopted in HR and workforce development through useful, controlled workflows rather than isolated tools or activity targets.
C. Key Responsibilities
1. Business & Organization Partnership
Partner with the CEO and functional leaders to translate company priorities into organization structures, role clarity, decision rights, headcount, and people priorities.
Maintain accurate organization charts, job descriptions, reporting lines, approved headcount, people-cost forecasts, and critical-role status.
Review organizational bottlenecks, management layers, spans of control, capability gaps, and cross-functional handoffs; recommend practical changes and drive agreed actions to closure.
Support workforce decisions across hiring, development, internal mobility, redeployment, outsourcing, automation, and role redesign with clear business and people considerations.
Protect Citics' operating model: Group sets platform direction; Business Units own service logic and business outcomes; CACN governs Agents and Stores; HR governs employee people systems and organization capability.
2. Talent, Performance & Leadership
Translate workforce priorities into focused hiring plans and structured selection using role scorecards, work samples, interviews, reference checks, and quality-of-hire reviews.
Run practical performance and talent cycles linked to role outcomes, accountability, collaboration, capability growth, and business contribution.
Strengthen manager expectations, succession planning, critical-role coverage, development actions, internal mobility, and retention decisions.
Maintain job levels, salary bands, recognition, benefits, and compensation principles that are fair, competitive, and aligned with evolving role scope.
3. People Operations & Governance
Own the employee lifecycle from offer and onboarding through contracts, attendance and leave, payroll, social insurance, personal income tax, benefits, employee relations, mobility, offboarding, and personnel records.
Maintain current policies, procedures, service standards, approval flows, escalation paths, reconciliations, and controls in line with Vietnamese labor requirements.
Build a trusted employee and organization source-of-truth, improve HRIS and self-service, and provide useful workforce reporting for leaders.
Handle sensitive employee matters with evidence, fairness, confidentiality, timely escalation, and sound judgment.
Provide accurate documentation for management, audit, Board, investor, due-diligence, and institutional-governance requirements.
4. Culture, Change & Internal Communications
Translate Citics' strategy and operating priorities into clear employee expectations, leadership messages, onboarding, manager practices, recognition, and team rituals.
Lead the people and adoption agenda for organization changes, leadership transitions, new policies, and new ways of working; equip managers to communicate and execute consistently.
Use employee listening and management feedback to identify issues involving trust, workload, fairness, capability, leadership, or collaboration and coordinate action with the relevant owners.
Partner with Brand & Communications on internal communications and employer brand. HR owns the employee proposition, people evidence, employee implications, policies, change plan, and manager cascade; Brand owns Group narrative, editorial and creative standards, executive messaging, and channel quality.
5. AI-Enabled HR & Workforce Capability
Use AI and data directly in HR work such as research, analysis, drafting, knowledge management, recruitment support, reporting, and process improvement, with appropriate human review.
Work with Product and Tech & Data to improve HR workflows, employee and manager self-service, data quality, permissions, controls, and reusable knowledge.
Help leaders understand how roles, tasks, and skill requirements are changing; translate relevant changes into hiring, learning, reskilling, mobility, or workflow actions.
Build the future workforce approach progressively through practical pilots and proven needs; keep consequential people decisions human-led, evidence-based, and assigned to an accountable owner.
6. Administration & HR Function Leadership
Lead HR & Administration as one lean, coordinated function with clear priorities, service levels, budgets, accountability, and practical AI capability.
Oversee offices, facilities, vendors, assets, logistics, workplace safety, business continuity, and administration cost and service quality across relevant locations.