From Job Posting to Payslip on One Record
Recruitment pipeline, employee records, contracts, attendance, leave, payroll and statutory insurance for Vietnamese companies, with each employee existing once from the day they apply to the day they leave.
In most Vietnamese companies under three hundred staff, HR data lives in at least four places: a recruitment inbox, a folder of scanned contracts, an attendance machine with its own software, and a payroll workbook that one person understands. Each is reasonable on its own. Together they guarantee that the headcount number depends on who you ask.
The cost of that fragmentation is not mainly administrative. It is that nobody can answer questions that matter: which recruitment channel produced the people still here after a year, what overtime actually costs by department, how many contracts expire next quarter. Those answers exist, but assembling them takes a week, so nobody asks.
iGlobal implements HR as one continuous record. The applicant who is hired becomes the employee; the employee's contract drives the payroll rule; the attendance device feeds the same record. Nothing is retyped, which is also the only reliable way to stop two versions of the truth from appearing.
What HR teams are actually spending their week on
Payroll is the obvious one. In a company of two hundred, preparing the monthly run from an attendance export, a leave register and a list of adjustments typically consumes several days, and the days are at the end of the month when everything else is also due. The work is careful, repetitive and entirely mechanical, which is exactly the profile of work a system should be doing.
The less visible cost is compliance drift. Contract expiry dates, probation end dates, insurance registration changes and annual leave accrual all have deadlines, and they are tracked in whatever calendar the HR officer personally maintains. When that person is on leave or leaves the company, the tracking goes with them.
Recruitment suffers the same fragmentation. Candidates arrive by email, Zalo, a job board and referral, and each channel has its own thread. Two weeks later nobody is sure whether a promising applicant was rejected, is waiting for an interview, or simply fell out of the inbox.
- Payroll assembled by hand from three or four separate exports
- Contract and probation deadlines tracked in a personal calendar
- Leave balances that employees and HR calculate differently
- No reliable figure for cost per hire or first year retention
What the HR system covers
Recruitment pipeline with a public careers page
Vacancies published to your website, applications arriving into one pipeline regardless of source, interview stages, scorecards and a searchable talent pool for the next opening.
One employee record, cradle to grave
Personal details, dependants for tax, qualifications, contract history, position changes, salary history and documents, all on the record that started life as a job application.
Attendance from the device you already own
Fingerprint and face terminals, mobile check-in with location for field staff, shift patterns, overtime rules and the approval chain that turns raw punches into payable hours.
Leave that employees manage themselves
Self-service requests from a phone, balances calculated by policy rather than by hand, approval routed to the actual manager, and a team calendar so two people do not book the same week.
Payroll under Vietnamese rules
Personal income tax with dependant deductions, social, health and unemployment insurance at current rates, allowances, overtime multipliers and the bank transfer file, produced from the attendance and contract data already in the system.
Appraisal and headcount reporting
Review cycles with goals and ratings on the employee record, plus headcount, turnover, overtime cost and contract expiry reports that are a screen rather than a request.
How we deliver it
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1
Policy and data review 1 to 2 weeks
We read your actual labour contracts, salary structures, allowance rules and leave policy, then write them down as rules a system can execute. This is where ambiguities surface, and surfacing them is part of the value.
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2
Configuration and device integration 2 to 4 weeks
Contract types, payroll rules, leave entitlements, approval chains and the connection to your existing attendance terminals, tested against last month's real numbers.
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3
Parallel run 1 to 2 payroll cycles
The system calculates payroll alongside your existing method and we reconcile every difference down to the last employee. Nobody switches off the old process until the two agree twice.
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4
Employee self-service rollout 2 to 3 weeks
Staff get leave requests, payslips and personal data on their phone. This is deliberately last: the back office must be correct before two hundred people start looking at it.
Who this is for
- Companies of 50 to 1,000 staff still running payroll in spreadsheets
- Manufacturers with shift patterns, overtime and production allowances
- Businesses hiring steadily who have lost track of their candidate pool
- Groups needing one headcount view across several legal entities
Why iGlobal
We reconcile payroll before you trust it
A payroll system is not accepted on a demonstration. It is accepted when it reproduces last month to the dong, for every employee, including the awkward cases. That parallel run is in our standard scope, not an extra.
Built around Vietnamese labour practice
Probation terms, fixed-term and indefinite contracts, dependant deductions, regional minimum wage and the insurance bases are configured as rules, so a rate change next year is an edit rather than a project.
Recruitment and HR in the same database
Because the applicant becomes the employee without re-entry, you can finally measure which hiring channel produced people who are still here a year later.
The best balance of cost, quality, and service
Per-user cost that does not punish you for growing headcount, configuration instead of custom code wherever possible, and support from people who have run a Vietnamese payroll before.
Three ways to do this, compared
| What you are comparing | By hand, on spreadsheets | Off-the-shelf software | With iGlobal |
|---|---|---|---|
| Attendance data from the terminals | Exported and reconciled against a roster by hand | Imported, provided the device format happens to match | The terminal is connected and payroll reads it directly |
| An employee checking their leave balance | Email the HR officer and wait until she has time | A self-service portal that staff rarely log into | Visible on a phone, with the request approved there too |
| Social insurance and personal income tax | Recalculated in a spreadsheet every single month | Built around another country's rules and adapted loosely | Vietnamese rules, updated when the regulations change |
| Cost across three years | Hidden inside salaries, so it never appears in a budget | A predictable licence per user, plus the work it cannot do | Quoted per phase and reviewed with you before each one starts |
| Who holds your data | Scattered across files, inboxes and personal phones | On the vendor platform, exported on the vendor's terms | Your own database, exportable in full whenever you ask |
| When something breaks | The person who built the file, if they still work here | A ticket queue, often in another language and time zone | A named engineer in Hanoi you can reach the same working day |
The two middle columns describe approaches that genuinely work for some companies. Where they win, they win, and we have tried to say so.
What changes after go live
The measurable change is the payroll calendar. Work that occupied several days at month end becomes a review of exceptions, because the hours, leave and allowances were captured as they happened. The HR officer stops being a data assembler and starts being someone who can look at why overtime in one department doubled.
The change employees feel is self-service. Checking a leave balance or last month's payslip stops being a message to the HR officer. That sounds minor until you count how many of those messages a two hundred person company generates in a month.
The change management notices arrives at the first quarterly review. Turnover by department, cost per hire by channel, overtime trend and contracts expiring are available without anyone preparing them, which tends to change what the meeting is about.
- Payroll preparation cut from days to hours
- Leave and payslip questions answered by self-service
- Contract and probation deadlines raised automatically
- Turnover and hiring cost measurable by channel and department
Frequently asked questions
Will it work with our existing attendance machines?
In most cases yes. Common fingerprint and face recognition terminals either expose an API or export a log file, and we read either. We check the specific model during discovery and tell you plainly if a device is closed, because the answer changes the cost and you should know before signing.
Can payroll handle our allowance and overtime structure?
Allowances, shift differentials, production bonuses and overtime multipliers are configured as rules rather than typed in each month. Genuinely unusual structures occasionally need a small custom rule, which we identify during policy review and quote then, not after go live.
Is employee data safe if staff access it on their phones?
Employees see only their own record. Access is by role, every change is logged with who made it and when, and salary information is restricted to the specific users you nominate. For sensitive deployments we can keep the HR database on your own server rather than hosted.
Do we have to use the recruitment module as well?
No. Many clients start with employee records, attendance and payroll, and add recruitment in a second phase. The benefit of having both is that a hire stops being a re-entry of data you already collected, but it is not a prerequisite for anything else working.
How do contract and probation deadlines get tracked?
Every contract carries its dates, and the system raises the reminder to the responsible manager and to HR ahead of time, with a dashboard of everything expiring in the next ninety days. This single item is often what persuades a general director, because the cost of missing one is not administrative.
Related solutions
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