About Hongmin Stewart

During payroll review, I found that an overtime multiplier had been applied twice: the upstream calculation already included 1.5x, and the downstream setting applied it again. I coordinated correction and worked with the system owner to change the rule.

When I noticed missing 401(k) deductions, I compared plan records with payroll periods, identified a broader enrollment-to-payroll reconciliation issue, and escalated it. Final remediation was not confirmed before my departure.

Finding employee-status discrepancies across systems and benefits led me to examine how Operations and HR communicated status changes and confirmed completion. I also identified bonus, travel and driving-pay, and compensation-range risks that required further review; I do not present identification or escalation as completed correction.

At Major Drilling, I developed and submitted an improvement proposal addressing policy consistency, responsibility gaps, service delivery, manager support, field-employee communication, and governance.

The proposal connected inconsistent policy interpretation with a shared policy library, decision guidance, and training. It addressed unclear responsibilities through a responsibility matrix, regular work rhythms, and service response expectations. Manager support included practical tools, training, dashboards, and structured discussion.

It also proposed more consistent employee feedback and recognition, recurring internal reviews, and cross-functional review of higher-risk decisions.

I separately proposed a dedicated HR service phone, the ability to text field employees, and explicit ownership for missed-call follow-up. I also recommended employee-file checklists, reviewer sign-off, completion conditions, and cross-functional review for higher-risk decisions. These suggestions were not fully implemented.

This was a submitted proposal. Adoption and implementation were not confirmed.

My open-enrollment work spanned advance communication, prior-year problem review, HRIS preparation, HR and manager training, vendor coordination, employee guidance, reminders, completion monitoring, and post-enrollment reconciliation and review.

The work required identifying what had to happen first, which participants needed support, where progress was blocked, and what still needed checking after enrollment closed. I coordinated and followed through on these activities while overall program responsibility remained with the designated owner.

I also supported the later stages of the ADP-to-Dayforce transition through data validation, UAT and parallel review, payroll and benefits checks, issue tracking, documentation, manager follow-up, and user support. I checked reporting relationships because errors could disrupt approvals and downstream workflows. Overall implementation and go-live authority remained with the project owners.

I built recurring HSA reconciliation across payroll deductions, employer contributions, participant-account activity, company funding, and provider invoices. The review covered more than $530,000 in HSA-related records, with differences followed through to explanation or correction.

After finding employee-status discrepancies, I established monthly HR-to-Operations reconciliation, a confirmed change report, and HR follow-up.

I developed centralized leave and return-to-work tracking covering expected return dates, employee contact, manager coordination, medical restrictions, required documentation, benefit obligations, and HRIS status.

For group pay changes, I required authorized written confirmation before processing and retained the basis for the change and approval evidence. These practices made responsibilities, exceptions, and follow-up easier to trace.

Through proactive internal HR review, I looked for recurring documentation, authorization, data, and accountability gaps. I also reviewed how reporting relationships affected approval routing and identified data breaks across offer, HRIS, and payroll records, then recommended verification controls. Identified gaps were not treated as corrected without evidence.

In a no-call/no-show case, I requested dates, contact records, and supporting documentation before supporting termination. Once the record was established, I helped prepare the termination communication and manager talking points.

In an employee-relations complaint involving manager conduct and separate documented performance concerns, I treated the two issues independently and evaluated each on its own evidence.

At Capital Trading, I helped managers adopt SOX-related payroll approval requirements by explaining the control purpose, audit risk, and practical steps. The approval process became an accepted routine.

I developed an employee-recognition standard that separated ineligible performance, meeting the expected baseline, and truly exceptional contribution. Records indicate managers used the standard when evaluating recognition.

My teaching and training experience helps me translate complex requirements into practical guidance, so managers can understand standards and apply them consistently.

Across HR, Payroll, Finance, Operations, IT, and vendors, I use evidence, clear explanations, and continued follow-up to coordinate action, including when participants do not report to me.

When reviewing a proposed uniform pay increase, I considered differences between CDL and non-CDL labor markets, role scarcity, internal equity, pay-band overlap, and compression risk. The analysis supported differentiated treatment rather than a uniform adjustment.

When a hiring requirement combined several specialized skills within a limited pay range, I questioned whether the role matched the available talent market and advised on the mismatch.

I proposed outreach to high-school, technical, and vocational education programs for helper and driller talent pipelines. I also developed a skill-certification and school-partnership concept combining coursework, hands-on and safety testing, and clearer skill standards. These remain proposals and concepts, not mature implemented programs.

I held a formal university leadership role with management responsibility across administration, finance, academic operations, budgets, policies, approvals, resource allocation, and cross-department execution.

At Capital Trading / HF Foods Group, my work connected HR, Finance, Accounting, Procurement, Warehouse Operations, systems, management reporting, and internal controls. I received HF Foods Group’s Employee of the Year award in 2023.

This background helps me assess whether a proposed people solution can work in the operation, how it affects other functions, and what support it requires.