Sime Darby Interview Questions
& Process

The interview process was quick and simple, lasting about 30 minutes. They mostly asked about what was on my resume and what I just explained from the question "Tell me about yourself." My tip is to please do some research on what type of business unit you are applying for, for example, R&D, engineering, or quality.

The difficulty of this interview process is moderate to difficult. Sime Darby tends to prefer candidates with high qualifications, making it a bit challenging to get into. The questions focused on my prior experience in property management, my problem-solving abilities, and hypothetical scenarios involving the management of property operations.

I was ghosted after the second interview. I kept waiting for feedback, but nothing came. Even after sending a thank-you email, I got no reply. The first round was fantastic—an hour-long interview with an HR representative and the hiring manager. It went really well, and the same day, the hiring manager contacted me for a second interview. The second interview, though, was tough. There were four panel members, all from higher management, and it was intense. The questions were challenging, and the whole experience felt overwhelming.

I was interviewed by the Country GM at their office in Puchong for the Technical Manager role for a new emerging industry setup. The questions asked were really unclear and confusing at times, as the interviewer didn't seem to understand basic project management concepts and terms, nor organizational standards like matrix or functional organizations, or how to interface with external parties in complex systems projects. After I provided clarification, there was reluctance to accept the feedback, and I was told I was too young. It's surprising that such a conglomerate company with a high-level executive still lacks experience in international standard processes and roles. Although interviewed for a Technical Manager role, the questions were more suited for an HR manager. This suggests the organization lacks exposure to how complex projects run, standard practices, and structures, which might make candidates question things. There's also an obvious pyramid-style leadership (Yes Man!).