Talent Acquisition & Development

Title: Talent Acquisition & Development

Location: Bangkok (Head Office – Sathorn)

Employment Type: Full-time, permanent

Aura Wellness Group is one of Thailand's fastest-growing aesthetics and wellness platforms, with a portfolio that includes Aura Bangkok Clinic, Aura Xpress Clinic, and AURASOL Wellness & Spa. We serve both local and international clients with a full range of beauty, skin, and wellness solutions – from Botox and fillers to laser treatments and spa programs. From our head office in Sathorn, we support a rapidly expanding network of clinics and wellness outlets in Bangkok and key provinces. We are a performance-driven, yet friendly and collaborative organisation where ideas are valued, speed matters, and people who take ownership can grow quickly.

About the Role

This is a stand-alone, hands-on role covering our head office. You are the recruitment function — you source, screen, interview, close, and own the result. There is no team and no process to inherit. We are open to recruiters, and to people who have done the work our roles do.

What this role covers

• Recruitment Finding, assessing, and closing the people Aura needs. This is the bulk of the job.
• Capability Working out what the business needs its people to be able to do, where the people we already have fall short, and what closes the gap.
• Offboarding Owning the exit inteview for every HQ leaver, and turning what you hear into changes.
• Market intelligence Knowing what the market pays and what it takes to win someone, and feeding that back into how we set pay.

What you own

• Shortlist accuracy. The people you put forward are the people who get offers. When one is not selected for a reason that was already in the CV or the brief, we treat it as a signal to tighten the brief and the screen together.
• Quality of hire. The people you hire pass probation and stay.
• How hiring gets done. Channels, tools, and spend are your call. Aura does not use agencies today; whether that changes is yours to decide and justify.

Key Responsibilities

1. Recruitment

• Getting the brief right

  • Own every job description before it goes live. You do not post what you are handed — you work through it with the hiring manager, establish what the job actually is, and rewrite it until it would attract the person the seat needs.
  • Spot what a job description is missing: a responsibility left out, a requirement that would screen out good people, a level that does not match the work.
  • Push back when a brief does not hold together — when the level, the pay, and the responsibilities describe different jobs, or when the level does not fit how the role sits in Aura's structure. Knowing that structure is what makes the push-back land.
  • Agree in writing what "right" means with the hiring manager before sourcing starts.

• Reading candidates

  • Read people from a conversation, not a CV. Some seats need someone who carries a number. Some need someone who sets the standard. Some need someone who executes one reliably, at pace. Knowing which of the three a seat needs is what makes a match hold.
  • Press until you are sure the work was theirs. A candidate who owned a result can go deeper on it; one who was standing nearby runs out of answers.

• Assessment

  • Design the screen for each role. No generic competency script.
  • Build the probe — the second and third question that shows whether a candidate's story is real.
  • When the pool falls short of the brief, say so early: what the market is offering, where each candidate falls short, what the trade-off is. The hiring manager decides — you make sure they decide with a full picture.
  • Advise managers on how to assess for their seat, and be candid when a method will not surface what they need.

• Delivery

  • Own delivery of the approved head-office manpower plan. The plan is set by the business; hitting it is yours.
  • Hold a live view of every open seat — what will land, what will not, and what you are doing about it. Raise it early, not in a monthly report.
  • Build pipelines for the seats that are hard to fill.

2. Building capability

• Establish what each seat needs to be able to do. Work with function heads to define what good looks like in the roles we hire and hold most often, so capability is measured against something specific rather than a general impression.
• Find the gaps. Read what surfaces in hiring, probation reviews, exit conversations, and performance cycles. You do not run the performance cycle — you read what it tells you and act on it.
• Decide the intervention and own it through. Training, coaching, mentoring, reshaping a role, or hiring differently next time. Choose what will actually close the gap, and be willing to say when the answer is not training.
• Source and manage learning partners. External courses, trainers, and content — chosen on whether they will change how people work, and dropped when they do not.

3. Offboarding

• Own the exit conversation for every head-office leaver. You know what people are paid and what they were promised, which puts you in the best position to hear what is actually being said.
• Turn what you hear into changes — to how roles are described, to what seats offer, to how the next brief is written.

4. Market intelligence

• Track salary movement continuously. You talk to candidates about pay every week — that view feeds Aura's annual salary band review, and you are our most current source on it.
• Bring market and salary insight into offer decisions.

Qualifications

• We are open on background. You do not need to have worked in HR or recruitment. What matters more is that you have seen enough different kinds of work to understand what a role actually requires, and can tell when a job description does not describe the job.
• Recruitment agency experience is a strong advantage — someone who has run a desk, carried a target, and closed candidates who were not looking.
• This is not an entry-level role. We are not considering recent graduates.
• Has personally carried a number and hit it — a hiring target, a billing target, or a target in the function you came from.
• Able to read an unfamiliar job description, work out what the seat requires, and build the screening questions for it — in the room, without a template.
• Able to tell a department head their brief is wrong and keep the relationship.
• Excellent communication — as much in how you listen as in how you speak. Most of what matters in an interview is heard, not said.
• Interested in what happens after the hire: why people stay, why they leave, what makes them effective. Formal L&D experience welcome but not required.

What we're looking for

• You do not stop at a prepared answer. You ask the next question, and the one after it.
• You would rather tell a hiring manager their brief is wrong than fill it badly.
• You treat an unfilled seat as your problem, not the requester's.
• You know the difference between a candidate who is impressive and one who is right.

Life at Aura

• Semi-flexible Office hour: 9.30-18.30
• Smart Casual Dress Code
• 2-min walk from BTS Chongnonsi (Sathon)
• Premium Health and Life insurance with Family Benefits
• High yield, high pop up Provident Fund plan
• Child Education Benefits
• Travel allowance
• Clinic service for free or at great cost.
• Extra Benefits to keep your Professional Look and Feel Fit.
• Free lunch (Select Days).
• Positive-energetic teammates
• Entertainment zone; Nintendo switch, PS, Board games etc.
• Shower room with hotel amenities.
• Luxury massage chair to keep office syndrome away
• Sleep box, take a rest and get up with fresher energy

and much more!
Explore us at IG: life.at.aura