Good morning Mr. Soo, my name is Andi Sutandi.
I am a Human Capital leader with over 15 years of experience across financial services,
insurance, technology, and diversified industries. I specialize in building HR systems that
strengthen business execution — including talent acquisition, leadership development,
organization design, compensation, and culture.
Throughout my career, I have built end-to-end HR ecosystems — covering talent acquisition,
leadership development, organization design, performance management, compensation and
benefits, culture transformation, HR operations, and HR digitalization. I have led HR teams of up
to 20 members and managed workforces of more than 1,500 employees, both locally and
globally.
In my recent roles, I served as Senior Vice President and Global Head of HR for a multinational
technology company, where I led HR operations across multiple countries and built global
remuneration, talent management, and succession planning systems. I also served as Senior VP
HR for mining and logistics, leading organization restructuring, salary framework redesign, and
culture transformation. Currently, I am work as GM for Human Capital & General Affairs for a
700-employee FMCG and export-import group, focusing on building performance systems,
career management, and change management programs.
I am genuinely excited about the opportunity to join Syailendra Asia. I admire the company’s
vision in developing investment opportunities in Indonesia, and I see strong potential to build a
people strategy that supports sustainable growth.
I appreciate the opportunity to meet you today and look forward to our discussion right now.
QUESTION & ANSWER
ABOUT COMPANY
Q1. “Why Syailendra Asia?”
Suggested Answer:
First, I am attracted to Syailendra Asia’s vision as an independent investment group focused on
equity and debt opportunities in Indonesia and Southeast Asia, Thats strong track record in fund
management.
Second, In investment businesses, people capability, governance, and culture directly affect
decision quality, risk management, and investor trust. I see an opportunity to build a modern HR
ecosystem that attracts top investment talent, develops leadership pipelines, and strengthens
organizational discipline as the company scales.
Q2. “What do you know about our company?”
Suggested Answer:
Syailendra Asia is an independent private investment group exploring equity and debt
opportunities in Indonesia and Southeast Asia, affiliated with Syailendra Capital — a leading
investment manager with strong mutual fund products and investor network.
ABOUT MY SELF
Q1. “What would be your HR priorities in the first 90 days?”
Suggested Answer:
First, I would conduct an organizational and talent diagnostic — understanding current
structure, key roles, capability gaps, and culture.
Second, I would review compensation and incentive structures to ensure alignment with
investment performance and long-term retention.
Third, I would implement a scalable HR operating model — HRIS, recruitment strategy, and
performance management — to support future growth.
Finally, I would build strong partnership with business leaders to position HR as a strategic
growth enabler.
Q2. “How do you support business growth through HR?”
Suggested Answer:
In my previous roles, I always aligned HR architecture with business direction — designing
organization structures, workforce planning, leadership development, and reward systems
based on growth plans.
Q3. “What is your leadership style?”
Suggested Answer:
I combine strategic direction with coaching-based leadership. I set clear goals, empower teams,
and maintain accountability — while ensuring continuous learning and open communication.
Q4. “Why should we hire you?”
Suggested Answer:
I offer a rare combination of deep HR transformation expertise, financial industry exposure, and
experience building HR systems from early-stage to large-scale organizations.
Before, I don’t only manage HR operations — I build HR as a business growth engine
Q5. “I see many of your roles lasted around 1–2 years. Can you explain?”
Strong Answer:
Yes, certainly. Each career move I made was driven by my goal to continuously build my
competence and take on larger responsibilities.
I deliberately chose roles that allowed me to learn new industries, lead bigger teams, and
handle broader HR scopes — from recruitment and training, to organization development,
compensation design, and global HR operations.
Each move strengthened my capability as a Human Capital leader. Now, I am at a stage where I
want to apply this complete experience to build long-term organizational impact.
Q6. “How can we be sure you will stay long-term with Syailendra Asia?”
Answer:
In my personal side, Earlier in my career, my focus was expanding experience and competence.
Now, my focus has shifted to building long-term value.
In company side, Syailendra Asia offers exactly the kind of strategic and long-term challenge I
am looking for — building a strong people foundation for an investment group. This is not a
short project; it is a strategic journey.
Q7. “Were any of these moves due to performance issues?”
Answer:
No — in fact, in most cases I was promoted or recognized for strong performance before
moving.
Several transitions were driven by company restructuring, investor changes, or completion of
transformation mandates.
I always leave after delivering agreed outcomes, with proper handover and strong team
foundations in place.
Q8. “What makes this role different from your previous ones?”
Answer:
Most of my previous roles involved building HR foundations or leading transformation within
existing industries.
This role is different because Syailendra Asia is an investment-driven organization. Here, HR
must directly support investment performance, governance culture, and leadership pipeline —
which is a strategic and long-term mission.
That depth of strategic involvement is what motivates me to commit long-term.
Q9. “If we invest in you, how long do you see yourself staying?”
Answer:
My intention is to build something sustainable here.
A complete human capital architecture — from talent strategy, reward system, leadership
pipeline, to culture — typically requires 3 to 5 years to mature.
I am looking for exactly that kind of long-term partnership with the business.
Q10. “Why did you leave your last roles after about one year?”
Answer:
In my last role, the organization underwent investor-driven restructuring, which changed
business direction.
Before that, my global HR role required relocation back to Indonesia after completing regional
transformation projects.
In both cases, the projects I was hired to deliver were completed successfully.
(This answer matches your CV facts, but stays professional and concise.)
Q11. “What would make you leave a company?”
Answer:
Only if the business direction fundamentally changes or if there is no longer alignment between
company strategy and my ability to contribute meaningfully. Otherwise, I believe in staying to
build, grow, and deliver sustained value.
Q12: “Why do you want to leave your current/previous company?”
Professional Answer:
In my current role, I genuinely tried to align myself with the organization’s direction and culture.
I contributed by building HR systems and supporting ongoing operations.
However, over time I realized that the company’s long-term direction and business priorities
were not fully aligned with the type of strategic Human Capital work I am most passionate
about — particularly building long-term people architecture and transformation.
Rather than staying in a role where I could not deliver my best long-term contribution, I decided
to look for an opportunity that better fits my experience, competence, and career direction.
That is why I am excited about Syailendra Asia — the role and business vision strongly match
what I am ready to build and contribute.
ABOUT TECHNICAL HR
Q1. “How do you handle transformation or change?”
Suggested Answer:
I use structured change management — clear communication, stakeholder alignment, quick
wins, and cultural reinforcement.
Q2. “What challenges do you foresee for HR in an investment company?”
Suggested Answer:
Competition for top investment talent, maintaining strong governance and compliance culture,
and aligning incentives with long-term performance.
HR must balance entrepreneurial agility with institutional discipline
Q3. How would you design HR to support an investment-driven business model?
Answer:
In an investment-driven organization, HR must directly enable three things: attracting top-
caliber talent, building disciplined decision culture, and aligning incentives with long-term value
creation.
I would design HR around strategic workforce planning for key roles, performance systems tied
to investment outcomes, and reward structures that balance short-term results with long-term
sustainability.
HR becomes a growth partner — not just a support function.
Q4. What key HR metrics would you prioritize for Syailendra Asia?
Answer:
I would focus on metrics that reflect business impact:
Quality of hire for key investment roles
Time-to-fill critical positions
Retention rate of high performers
Leadership pipeline readiness
Employee engagement and culture index
Cost-to-revenue per employee
Q5. How would you attract top investment talent in a competitive market?
Answer:
Top investment talent looks for three things: meaningful deal exposure, strong reputation, and
clear career growth.
For Helping this three thins, I would build a targeted employer branding strategy, partnerships
with financial universities, competitive incentive schemes, and a clear development roadmap
for analysts to portfolio leaders.
We must make a position Syailendra Asia as a destination for serious investment professionals.
Q6. How do you ensure HR supports governance and risk culture?
Answer:
HR plays a key role in embedding governance through structured performance management,
ethical conduct policies, compliance training, and leadership role modeling.
I ensure clear accountability frameworks — where performance, behavior, and risk awareness
are equally measured.
Q7. How would you build a high-performance culture?
Answer:
High-performance culture starts with clarity: clear goals, transparent evaluation, fair rewards,
and continuous feedback.
My suggestion we can establish OKR or balanced scorecard systems, leadership coaching, and
strong recognition programs — reinforcing accountability and ownership at every level.
Q8. How do you approach compensation design in investment firms?
Answer:
Compensation must drive performance while managing risk.
I would design fixed-pay stability with variable incentives linked to portfolio results, company
profitability, and long-term fund performance
The general I will ensuring motivation without excessive risk-taking.
Q9. How would you manage rapid organizational growth?
Answer:
Rapid growth requires scalable HR infrastructure — HRIS, standardized processes, clear job
architecture, and leadership development pipelines.
My focus would be building systems early so growth doesn’t create chaos later.
Q10. Describe your approach to succession planning.
Answer:
I identify critical roles, assess potential successors, create individual development plans, and
provide exposure through cross-functional projects.
Q11. How do you integrate HR strategy with business strategy?
Answer:
I begin with business objectives — growth targets, market expansion, new product lines — then
translate these into workforce capabilities, structure, and leadership needs.
HR strategy must mirror business direction.
Q12. How would you manage HR in a lean organization?
Answer:
Lean HR requires automation, simplified processes, and empowered line managers.
HR focuses on strategic areas while routine operations are streamlined through HRIS and self-
service systems.
Q13. How do you handle underperformance at senior levels?
Answer:
I apply objective performance criteria, transparent feedback, and improvement plans.
If no progress occurs, decisive action is necessary to protect organizational credibility and
performance culture.
Q20. How do you manage cross-cultural leadership in a multinational environment?
Answer:
I emphasize cultural awareness, clear communication norms, and shared corporate values —
while respecting local working styles.
My global HR experience allows me to bridge regional differences effectively.
Q21. How do you implement HR digital transformation?
Answer:
I start by mapping processes, selecting scalable HRIS, training users, and using analytics
dashboards to support data-driven decisions.
Q22. What would be your approach to employee engagement?
Answer:
Engagement comes from meaningful work, growth opportunities, recognition, and leadership
trust.
I implement engagement surveys, action plans, and leadership accountability for engagement
outcomes.
Q23. How do you deal with resistance to change?
Answer:
I communicate purpose clearly, involve key stakeholders early, address concerns transparently,
and deliver quick wins to build trust in the change process.
Q24. How would you support leadership development?
Answer:
I build leadership competency frameworks, coaching programs, mentorship, and exposure
assignments — preparing leaders for future expansion.
Q25. What is your approach to HR budgeting?
Answer:
HR budgeting must be investment-oriented — prioritizing talent acquisition, leadership
development, and systems that deliver measurable ROI.
Q26. How would you handle HR compliance in financial services?
Answer:
I ensure policies align with labor law, financial industry regulations, and internal governance
standards — supported by audits and compliance training.
Q27. How would you measure HR success in year one?
Answer:
Success would be reflected in:
Key roles filled
HR systems operational
Performance framework launched
Improved engagement score
Clear leadership pipeline