TSA International — Recruitment Data System & Internal-Control Standardization

Background

A fast-growing brand e-commerce company with a lot of organizational change needed its HR function rebuilt at speed. The priority was turning recruiting from gut feel into visible numbers, while filling in the foundational HR systems.

What I did

The strategic nine-square grid above was the department’s direction for the whole year: the centre sets the goal — “make TSA the company every talent wants to join” — and fans out into eight quadrants (recruiting, retention, employee experience, benefits, learning & development, talent development, performance & succession, org culture), each broken down into that year’s concrete action items. Below is the part I owned.

Built a recruitment tracker and pipeline dashboard so every role’s funnel was visible.
Rebuilt and streamlined the interview process, improving the external employer brand.
Hired across 29 different role types (specialist to manager grade) in four months, screening 300+ resumes and filling 15 key positions.
Authored JDs for every role and ran job-mapping and analysis with each department, fixing the spec inconsistency that came with fast expansion.
Owned monthly payroll, bonus and profit-share calculation and tax filing for 38 staff, plus insurance and subsidy applications.
Built a pre-IPO-compliant payroll cycle, revised the annual calendar, employment contracts and work rules, and designed and ran probation performance reviews.
Also carried the employee-experience side: monthly external-instructor workshops, plus a visually-impaired massage day, counseling subsidies, employee clubs, a “highlight” afternoon-tea day, employee portraits and quarterly team-building, and hosted the internal book club and welcome dinners.

On the recruiting side, the whole funnel — applicant volume → phone interview → first round → second round → offer → onboarding — was turned into a live tracker with per-stage conversion so every role’s progress was visible:

TSA HR recruitment dashboard: funnel analysis (from applicants to onboarding) with volume and per-stage completion bars, plus conversion rates across screening, phone interview, first and second rounds, and offer-to-onboarding — Recruitment dashboard · hiring funnel and per-stage conversion

The way the payroll cycle’s internal controls actually landed: every HR form was inventoried against the eight stages — HR planning → recruiting → onboarding → training → performance → promotion/transfer → payroll → benefits — with each form’s detail, paper/digital version and sign-off flow checked off one by one:

TSA payroll-cycle internal-control form inventory: forms grouped into eight categories — HR planning, recruiting, onboarding, training, performance review, promotion/transfer, payroll, benefits — each with form name, detail check, paper/digital version and sign-off flow / system — Payroll-cycle internal-control form inventory · mapped across the eight process stages

Outcome

A 93.3% onboarding-success rate for key hires got the new business unit staffed on schedule; the process and dashboard became the department’s operating baseline. This filled in my hands-on experience with HR in a high-growth phase and with internal-control compliance.