Background
HOLO+FACE was opening stores fast with a mostly store-based workforce, and entered its startup and expansion phase with an almost blank HR function. My job was to build an HR department that could support that expansion and transformation.
What I did
- Rewrote company policies and management procedures for compliance; redid org design and pay grading; planned and ran the labor-management meeting and benefits rules.
- Led the evaluation, selection and rollout of Apollo HRIS, fully automating payroll, attendance and approvals for 180+ staff — 3 days faster monthly close, 40% of HR capacity freed for strategic work; also streamlined labor/health-insurance enrolment and foreign-worker permit filing.
- Introduced structured interviewing for key roles; set recruiting strategy and opened new channels; handled labor disputes and exit interviews.
- Built the LINE@ HRSC service center — consolidating the new-hire guide, manager intros, referral rewards, policies, benefits and forms — with auto-reply scripts to lower headcount cost.
- Designed an employee-experience program: one-week SMS check-in, one-month call, three-month manager check-in, six-month HR interview.
- Ran company trips and year-end parties for 160+ people (“Holo Trip”, “Ho Deng Chu Shang”), each with a 2-person team.
- Founded HOLO+ Monthly as editor-in-chief, using company features, staff news and columns to shape the internal employer brand.
Outcome
Annual attrition fell from 34.27% to 20.51%; HRSC handled 700+ queries a month at a 100% response rate; the company trip scored 98% HR-service satisfaction and 94.1% overall, and year-end events 97.6% / 87.2%. This is where I started treating “the HR department” as a product that can be designed and measured.