hr manager.

Lead and build our client's HR department across its three sections, so that every staff member (local and foreign) is hired, paid, developed and managed correctly, on time and within Malaysian labour law, and Management gets one reliable picture of manpower, cost, performance and compliance every month. The HR Manager also sets HR strategy, plans manpower and development ahead of Management’s needs, makes sure every HR staff member performs, and builds a positive and productive working culture.

Department leadership

1. Lead, coach and appraise the HR team; assign work, set KPIs and review their scorecards monthly.
2. Own the HR operating model: section scope, approval limits, SOPs, templates, calendars, HR trackers and updates, so every deadline and follow-up action is monitored and closed.
3. Build each HR staff member’s capability so the department does not depend on one person.
4. Coach HODs on KPI setting, probation, appraisal and discipline so they follow HR process
   
   Section 1 – Foreign Worker, Employee Relations & Compliance

1. Ensure JTKSM Section 60K approval and quota before every foreign hire; oversee PLKS, passport, FOMEMA, levy and SPIKPA renewals.
2. Ensure accommodation meets Act 446, transport is safe, passports stay with workers, and absconding and repatriation follow Immigration rules.
3. Lead disciplinary cases end to end: investigation, show cause, domestic inquiry, suspension, decision and appeal; advise Management on lawful action, and escalate serious ER, IR or legal-risk matters to Directors early with the facts and options.
4. Own the employee handbook, code of conduct, contract and letter templates; update them when the law changes.
5. Oversee accident reporting and PERKESO / SOCSO claims with the Safety Officer.
6. Run the monthly foreign worker compliance check and keep every foreign worker file inspection-ready.
7. Ensure foreign worker onboarding and exit steps are complete: induction, PLKS cancellation, Check Out Memo, JTKSM notification and final pay.
8. Monitor labour law changes (Employment Act, IRA, OSHA, PDPA, immigration rules) and keep HR practice compliant.
9. Run the grievance procedure and lead employee counselling for all local and foreign staff, so issues are addressed early and complaints are acknowledged quickly and closed with a written outcomes.
   
   
   Section 2 – HR Operations, Payroll & General Services

1. Approve local and foreign payroll inputs before cutoff; review payroll variance; ensure on-time salary and statutory payments with proof filed.
2. Ensure personnel files, HRMS master data, leave settings, and attendance and punctuality reports are accurate and audit-ready; make sure repeated lateness is acted on.
3. Oversee claims, allowances, panel clinic billing, medical and PA insurance, letters and certificates, onboarding and offboarding (local), including resignations, handovers and final HR clearance.
4. Oversee admin and facilities, assets, staff events and welfare within approved budget.
5. Ensure local and foreign payroll meets minimum wage, OT limits and lawful deductions.
6. Control OT cost and HR spend within the approved budget.
7. Ensure statutory submissions are made on time: CP22, CP22A, EA forms and Form E.
8. Protect salary, appraisal and disciplinary data under PDPA.
   
   Section 3 – Talent, Development & Performance

1. Lead end-to-end recruitment with HODs (sourcing, screening, interviews and selection); ensure every position has an approved job profile and the office system shows an up-to-date recruitment status, with the flow running on time; review JDs yearly so they match actual duties and KPIs.
2. Keep the org chart and Manpower Register matched to payroll; plan yearly manpower with Management.
3. Run the yearly cycle: KPI setting (Jan), HOD Monitoring Packs (monthly), quarterly HOD reviews, mid-year (Jun–Jul), appraisal (Oct–Nov), calibration (Dec).
4. Approve probation, confirmation, contract and PIP decisions with HODs; ensure letters go out before due dates.
5. Own the TNA, annual training plan and budget, HRD Corp levy use, licence tracker and succession plan.
6. Monitor turnover and absenteeism, and drive actions to reduce them.
   
   Reporting and advisory

1. Consolidate the three section reports into one Monthly HR Report and one Quarterly HR Report for Directors.
2. Run quarterly HR audits across all three sections and close findings.
3. Advise Directors on manpower, labour cost, legal risk and people issues for business growth and new projects.
4. Represent the company with authorities and at labour or industrial relations matters when needed.
5. Carry out other HR duties assigned by the HR HOD or Directors.

1. HR strategy, analysis, planning and HR team performance

1. Develop the yearly HR strategy and HR plan from company objectives, and present it to Directors before the new year.
2. Prepare the yearly manpower plan (headcount, skills, cost, structure) and people development plan (training and succession) ahead of business needs.
3. Analyse workforce data every quarter (headcount, turnover, absenteeism, OT and labour cost, performance, skills gaps) and recommend actions to Management.
4. Anticipate manpower needs for business expansion and new projects, and have people ready before they start.
5. Review organisation design, grades and roles as the company grows.
6. Make sure every HR staff member performs: review their work weekly, and act within 30 days on under-performance with a written plan.
7. Align HR department goals with company objectives each year.