Hiring experienced HR staff: “The biggest problem to my growth is not having enough HR staff,” Oh told us. He said that it’d difficult to find people with enough past experience and domain knowledge to know what’s important and not and know how to handle onboarding, layoffs, wrongful termination suits, and other difficult situations.
Profitability: Oh said he is always thinking about how to increase profitability by squeezing inefficiencies out without sacrificing quality. He said that preventing error and removing redundancy is key to growing faster. Since most of the Infrastructure Group’s work is transactional, the bottleneck is leveraging more technology to increase efficiency and output.
- System just for address changes. Right now, HR people have to manually enter employee addresses into multiple systems. It should be possible to auto-update all the HR systems, or at least auto-populate the address change to avoid human error in data entry.
- Smartly digitizing invoices: The Infrastructure Group office is still full of paper from legacy clients. Because clients are required to have auditable trails, throwing away any old paper is a risk. Digitization could be faster and easier if documents were automatically processed and sorting using OCR and context clues.