The best response is C - Immediately send a follow up email to the "wrong" person, or if possible telephone them explaining your mistake. Then send the email to the correct person. 2. This question asks candidates to identify the most effective response from a list of four. a) You are working on a project with a team member who is not pulling their weight. They are not completing tasks on time and their work is substandard. Which of the following would be the best thing to do?  A - Complain about them to other colleagues.  B - Take over their work yourself without discussing it with them.  C - Speak to your team

1. 1.0 Abstract
Maybank Agodas Challenge
In regardsto Maybank’sER projectto developgame and/oractivitiestoattractand filteryoung,
freshgraduatestowork forMaybank withthe slogan“Grow withMaybank”,our teamhas come up
witha seriesof activityandgamesovera course of a one-day-eventdesignatedtobringoutthe
qualitiesandtraitsof individualsthatwouldrepresentthe future employeesthatMaybankislooking
for.These activitiesconsistsof tasksandchallengesthatparticipantswill face whichultimately
translatestothe verycore valuesof Maybank – T.I.G.E.R,organisational culture andthe structure of
Maybank’scorporate environment.We believeeachof ouractivitiesare supportedbyall the
necessaryelementsmentionedabove,aswell asservingasafilteringprocessfor Maybanktobe
able to identifythe propercandidates thatfitstheircriteriaof employmentbythe endof the event.
As such,our activitieswill alsofacilitatethe necessityof understandingfundamentaldynamicsof
BankingandFinance,Management,Teamwork,Trust,LeadershipandDecisionmaking.
Maybank’s Core Values
Maybank hasfive core valuesasfoundationof businesswhichcame outfromtheirlogo(T.I.G.E.R),
as itsstaffsare guidedbyfive core values,whichtheyare touphold,emulate andpersonifythese
valuesintheirdailyworkinglives.The core valuesacronymT.I.G.E.RwhichstandsforTeamwork,
Integrity,Growth,ExcellenceandRelationshipBuilding.
Teamwork
Integrity
GrowthExcellence
Relationshp
building

2. 2.0 Maybank’s Organsational Culture
2.1 Decisionmaking process (Excellence)
Decision makingprocessisanimportantrole forseniormanagementtoensure sustainabilityof its
organisation’ssuccess.Due to(E) – excellence asone of itskeyvalue,transparencyisveryimportant
indecisionmakingprocess.Forexample,the compositionof the Boardfairlyreflectsthe interestof
the majorityshareholder.Thishasadequatelyrepresentedbythe appointmentof itsnominee
directorsbynot compromisinginterestof the minorityshareholders.
Influence bythe nomineesisbalancedbythe presence of independentdirectors onthe board.
Hence,the board’scollective viewscarrysignificantweightinthe board’sdecisionmakingprocess.
As such,the interestof minorityshareholderswill be representedbythe independentdirectors
accordingto theirrolesandresponsibilities. (Alias,2015)
The core valuesare not onlymeantforthe managementteam, italsohas affecteditsmiddle
management,linemanagersanditsstaffs.The core valuesare the guideline foritsstaff to base at
for decisionmakingprocess.Forexample,if the supervisorisevaluatingstaff performance,itwill be
made on the basisof itscore valuesonhow the staff has metthe goalsset uponthemwhichare
Teamwork,Integrity,Growth,Excellence andRelationshipbuilding. (Jayabalan,2013)
2.2 Policiesand Procedures(Integrity)
Policiesandproceduresare the nerve of anorganization.Itsfailureswill have severe consequences
on company’sperformance.Therefore,Maybankhas made sure thatcorporate compliance and
internal control are maintainedatall timeswhileprescribe lawsandregulationsare always
regulated.These policiesandproceduresare setoutinthe groups’standardpractice instructionand
will be updatedtime totime inaccordance to changesto the businessenvironmentandregulatory
requirements.As(I) –Integritybeingone of Maybank’skeyvalues,theyhave establishednecessary
controlsto safeguardthe bankand provide value addedservicestoitsshareholdersandcustomers
such as:
i) Annual businessplanandbudgetissubmittedtothe Boardfor approval.
ii) Actual performancesare reviewedagainstthe targetedresultsonamonthlybasis,to
ensure timelyresponsesandcorrective actionstobe takentomitigate risks.
iii) Board will be updatedwithregularreportsbythe managementonoperatingstatistics,
legal andregulatorymatters.
iv) Board isalso taskedtoapprove anychangesor amendmentsrequiredtothe group’s
policies.
In orderto monitorprogressof the company,the board hasset upseveral boardcommitteesto
assistthe board inperformingitsoversightfunctions.Thisincludesresponsibilitiesonspecificare on
audit,compliance,committee,groupprocurementcommittee andgrouptendercommittee.Hence,
thiscommittee hasbeenentrustedtoexaminematterswithintheirscope andreporttothe board
withtheirrecommendationsorcorrective actions.Theirfunctionisalsotoensure effective
managementandsupervisionof the areasunderthe respectivecommittee’spurview.The boardhas
alsosetdefinedframeworkwithapproval limitsforacquisitionsanddisposalsof assets,awarding

3. tenders,writingoff of operational andcredititems,donationsandoperational expenses. (UKessays,
2015)
2.3 Group Human Capital (Teamwork)
Maybank’sgroup humancapital methodologiesare alignedwiththe world’sbestastheyare
designedtomeetthe people’sneedsof the businessandachievetheirvisionandexceed corporate
objectives.The structure isbuiltona strongand integratedfoundationcomprisingthe right
principles,people policiesandproductsthatdrive the rightbehaviourstocreate a highperformance
basedon the group’scorporate values.Respectand dignitywerethe underlyingprinciplesupon
whichthe foundationwasstrengthenedin2009 and these principlesremainourmissionof
humanisingtoday.
(T) – Teamworkisone of the mainkeyvaluesinMaybankand as theirmissiontohumanise financial
servicesacrossAsiadrivesthe waytheydelivertheirservices, the groupcreatesanenvironment
where staff canexcel andreinforce TIGERvaluesandsynchronize withtheiroperations,service
levelsandleadershipasitis internalizedacrossthe groupaspart of the businessinitiative.Assuch,
campaignsare sustainedtodrive the internalisationof the core valuesbyaggressivelyimplementing
itscultural transformationinline withitsIMPACT(ImplementationthroughAccelerationand
Teamwork) programlaunchedinJulyaswell asthe integrationprogramin inMaybank KimEng.
2.4 AcceleratingDevelopment(Growth)
As part of Maybank’sfourthcore value (G) – Growth, the groupsdevelopmentprogramsequipstaff
withthe knowledge,confidence,andskillstoexcel. Theystronglyencourage staffstolearnnew skills
for bothprofessionalandpersonal growth.Maybankinvestsconsiderable resourcesinstrengthening
staff competenciesinareasthatsupportthe group’sdevelopmentplans.
In 2012, the groupinvestedRM100 millioninlearninganddevelopmentprograms,well above the
statutoryrequirements.InMalaysia,82.4% of the workforce participatedinface-to-face learning
and 92.4% tookonline courses.Staff trainingexpenditureforthe bankagainsttotal grosssalary for
2012 was 3.17%. ThisexceededBankNegaraMalaysia’sminimumstandardof 2.5% and isalso above
the Americansocietyof traininganddevelopmentglobal benchmarkof 2.65%.In 2012, 280 e-
learningcourseswith15 newsyllabuseswere offeredwithatotal of 105,558 enrolments. (Manaf,
2012)

4. 3.0 Activity / Game
Activitiesandgamesare designedtofilterdesiredqualitiesfromfreshgraduatesof whichwill
upholdMaybank’sCore Valuesandcorporate cultures.Because there are five keyvalues from
Maybank,there will be 6 stationedgamesand/oractivitiesinsix differentlocationsaroundKL(Kuala
LumpurCity Centre).
Participantsare requiredtoregister1monthbefore the actual date of the eventviaonline
registration.Registrationfeescanbe implementedif Maybankwishes,anyotherdetailsof the event
interms of location,logistics,foodandbeverage, serviceandmaintenance,marketing,equipment,
miscellaneousexpenses,operations,creativeteam, sponsorship,boothandvendorsandetc.shall
be leftsolelyforMaybanktobudget,outsource andexecute ontheirown.
3.1 NerfWar– Teambuildingactivity(Station 1)
The firstgame shall be a NerfWarbattle.The purpose of thisgame isto fosterteamworkand
encourage teambuildingskillsasparticipantformintogroupswithpeopletheydonotknow andare
not familiarwith.Thisalsoallowsthemtobringouttheirleadershipqualitiesandgroup
cohesivenessastheyworktogetherin‘friendlyfire’combat.Assuch,thisgame alsorequiresteams
to be activelyengagingincommunicationstherefore puttingtheircommunicationskillstothe test.
Thisgame alone will encompassaspectsof Maybank’score valuessuchasteamwork,leadershipand
relationshipbuildingastheyare requiredtoeffectivelycommunicate inordertodefeattheir
opponents.
Teamsare group inteamsof five membersandtwoteamsgo head-to-headeachround,uptoa
maximumdurationof 20 minutesperround. The objective of the game isto take outall opposing
teammembersorretrieve asmanyteam flagsaspossible withinthe time limit.Forthe game tobe
more excitingandtoincorporate the desiredtraitsuchas teamwork,constraintsare giventoeach
teammembers.
*Assaultunitsmayonlyretrieve ONEflagata time
*Flag Acquisitionunitcanretrieve TWOflagsatonce
*DefendingunitcanNOTretrieve anyflagsorhold gunsbut can receive nodamage
Nerf War
Red
Team
Blue
Team
5 teammembers:
2 Shortrangedrifles
1 longrangedrifles
1 FlagAcquisitionunit
1 Defendunit

5. 3.1.1 Game Objective:
RedTeam
1) Take out all blue teamunits
2) Secure as many Redflagsas possible
Blue Team
1) Take out red teamunits
2) Secure as manyBlue flagsas possible
*Game endsif all of one or bothteamsrun out of ammunition*(Teamlosesif all unitsrunsoutof
bulletsfirst)
*Game endsIf all team’sunitsare downexcept forthe defenderandopposingteamhasno
ammunitionleft*
*Winningteamsare decidedbasedon highestamountof flagsretrieved.If bothteamsretrieved
zeroflags,victoryisbasedon teamwhosuccessfullysecuredtheirflagFIRSTinthe game – first-flag-
advantage.
*Units are considered“dead”uponfirsthitorcontact byopponent’sbulletatanypart of the body.
All ittakesis justone shot.
3.1.2 In-game rules:
• Each team membercanonlyretrieve ONEflagata time
• Flagacquisitionunitsmay retrievemaximumTWOflagsat one time butcannot engage in
battle
• DefendingunitCANNOTretrieve flagsorengage inbattle
• Team membersmaycirculate gunsamongstteammembers,BUTshall notswitchroles
3.1.3 Gears/Equipment
• Redand Blue headbands
• Black vests
• Nerf Guns(6 intotal for 2 teams)
• Blowhorn(For game master)
• Whistle (Forgame invigilators)
• Walkie-talkie(5unitsforeachteam members)

6. 3.1.4 Ground Rules
a) Teamswill notengage inphysical contact.
b) A unitisconsidered‘dead’uponhitby just1 single bullet/shotregardlessof areaof contact
on the body.
c) Teamswill obeyinstructionsandorderfromgame invigilatorsatall times.
d) Game invigilatorsreserve the righttoenda game shouldthe circumstancesgetoutof hand.
e) Game invigilators maycall upona winningteambasedonhis/herfairjudgementonthe
situation.
f) Teamsshall notsummonexternal partiesinfavourof theiradvantage inandduringthe
game.
g) Durationof the game lasts15-20 min.
h) Teamsthat have failedtoachieve their respectiveobjectiveswithingame duration,willbe
consideredonthe basisof remainingteammembersleftorthe performance of the
remainingteammembersforinvigilatorstodecide onthe victoriousteam.
i) Teamsare strictlyprohibitedfromreusingorpickingupbulletsthatwere usedonthe
groundto be reloadedintorifles.Theymustalsomaintainriflesinperfectcondition
throughoutthe game.
3.1.5 Game Invigilator’sresponsibility:
• i) Ensure that teamsconduct themselvesfairlyandethically
• ii) Pickupbulletsonthe floorsothat teamsdo not reuse themandto clearthe grounds
• iii) Keepclose eyesonteamsmakingsure theymaintaintheirrolesespeciallyforsupport
units
• iv) Be firmand call out teamsthat disobeyrulesandinstructions
• V) Make sure teamsdo not lose riflesandmiscellaneousgearsinvolvedandthattheyare in
propercondition
• Vi) Make sure noinjuriesare caused
• Vii) Stickwithrespective teamsatall times
• Viii) Decidewinningteam

7. 3.1.6 Game layout:
[The scale of landmarkand locationissolely uptoMaybank to decide.The general layoutwouldbe
as illustratedabove]
Flagpost
RedTeam
Redteam’s
startingpoint
All gunnersinone
group
Remaining
supportingunits
startingpoint
FlagPost
Blue Team
Blue team’sstartingpoint
All gunnersinone group

8. Examplesof Nerf Guns
(Shortrange rifles)

9. (Longrange rifles)

10. 3.2 Trust buildingactivity- “minefield” (Station2)
Trust isa core psychological andinterpersonal issue. Trustbuildingactivities helppeople todevelop
mutual respect,openness,understanding,andempathy,aswell ashelpingtodevelop
communicationandteamworkskills.
3.2.1 Instructions
1. Usingthe 70 feetof rope,create a boundarythat isshapedmore or lesslike arectangle.
Shape the rope on the longsidesof the rectangle somewhatirregular,whichwill preventthe
participantsfromfollowingthe edge of the rope asa potential path.
2. Lay out acupuncture matthrough the minefieldleavingafew pathways.Alongthese
pathways,there will be obstaclessuchasa limborock to slow downthe contestants.If any
of the sticksfall,the contestantsare requiredtopickupthe stick,place itback and go
throughit againuntil theysucceed.
3. Provide the groupwithlarge index cardsandhave themwrite downpersonal and/orteam
goalson the cards. These cards can be usedas the objectsthisgroupretrievesfromthe
otherendof the minefield.

11. 4. Place the team’sgoalsat one endof the rectangle.Have the groupstart at the opposite end
and travel throughthe minefieldtopickthemupand thenreturnback throughthe
minefield.
5. Before the game starts,each grouphave to sendone representative tobe blindfoldedand
otherswill give directions.
3.2.2 Objectives
The great thingaboutthisactivityisthat, itallowseachgroup memberstotrusteach otherand work
togethertogo throughall the obstaclesthattheymightface as a group to achieve theircommon
goals.In orderfora groupto accomplisha task,each andevery one of themmust trustand believe
intheirgroup members’capabilitiesfor themtoworktogethereffectivelyandefficiently.

12. 3.3 Finance and InvestmentActivity(Station3)
Thisstationwill be testingthe knowledgeinfinance andinvestmentinateam.It involve teamwork
to make the bestdecisionforthe case studyprovided.The team’staskisto quicklyanalyse the case
studygivenandmake the correct decisionandpresentittothe panels.Thistestwill allow Maybank
to findtheirbestcandidatesinfinance andinvestmentbecause Maybankisabankingcompany.
3.3.1 Activity Description
The finance andinvestmenttestisagame that measureshow fastthe individualsunderstandand
analyse the situation,andusingall the menpowerandresourcestheyhave tomake the decision
whichisbestfor the company.In thistest,a groupof people willbe given3case studyand theywill
be givena time limitof 30 minutes.Thismeansthatthe candidateswill have approximate10
minutesforeachquestions.Afterthat,they will needtopresenttheirdecisionwithreasoningtoa
groupof panels.
3.3.2 Test Results
In thisgame,the scoresare not determinedbyraw scores;instead,theyare votedbythe panel of
judge todetermine whosedecisionmakingisthe best.The answerspresentedbythe candidates
mightbe wrong,mightbe correct, mightseemspossible,mightseemsimpossible,itall laysunder
the judgementof the panel.Inthisgame,the resultwill notbe givenstraightafterthe teamhave
playedthe game butit will be revealedatthe endof the entire game to make the game more
competitive.
Beloware the sample questionsthatwill be askedinthe game:
1-14 are the shorterquestions.
1. This questionaskscandidatestochoose onlythe mosteffective response froma listof four.
a) At the endof a busydayat work,youaccidentallysendane-mail containinganattachmentwith
some confidential clientinformationtothe wrongperson.
Whichof the followingwouldbe the bestthingtodo?
 A - Decide toleave the office anddeal withanyproblemstomorrow.
 B - Decide tooverlookyourerror,sendthe e-mail tothe correct personandleave thingslike
that.

13.  C - Immediatelysendafollow upemail tothe "wrong"person,orif possibletelephone them
explainingyourmistake. Thensendthe email tothe correctperson.
 D - Findyour manager,explainwhathashappenedtothemandletthemdeal withany
problems.
2. Tell me about anyrecentfinancial reportsyouhave analysed.Whatwere the outcomesandthe
differentfinancialstrategiesyouhave recommendedaccordingly?
3. Have youworkedon(or created) finance proceduresformonitoringyourcorporate assetsand
properties?
4. Have youdirectedthe financial planningof organization?Tellusaboutyourinvolvementin
businessdevelopmentactivities,change managementoperationsandinforecastingthe business
financial results.
5. Have youmeasuredcompany’soverall performance andindustry-competitive analysis(suchas –
makingpricingandcost decisions)?Tell usaboutthat.
6. CompanyA wants to acquire one of these fourcompanies.Whichone shouldtheyacquire?
Why?
7. ClientDowns100% of CompanyE at a valuationof $100M. ClientDneedsliquidity.How much
shouldof CompanyE shouldbe sold,sothat ClientDretainssome ownershipandcan continue
working?
8. CompanyF iscurrentlytradingat a 52-weeklow.Currentquarterlyearningsare inline with
managementandanalystexceptions.The managementteamislookingtoraise moneytofunda
project,whichtheypredictwill double CompanyF’sEBITDA.Whatoptionswouldyoupresentin
orderto raise the necessarycapital?
9. CompanyG manufacturesandsellsengines.The companyiscomprisedof three divisions:boat,
air,and car. The air and boatdivisionsmake up80% of the company,while caris only20% of
theirbusiness.The airandboat divisionsare hemorragingmoneyandthe car divisionismaking

14. enoughmoneysothat the neteffectisbreakeven.Asthe companypreparestosell all three
divisions,howcantheyreceive the bestprice?
10. How shouldClientHallocate a$100,000 investment?
11. A clientof yoursownshisownbusiness100% outright.Itisworth £500M and he/she wouldlike
to getsome liquidityoutof hiscompany,butstill wantstocontinue working.How doyouadvise
your clienttogetthe maximumvaluation,whilestillretainingsome ownership?
12. - A publiccompanyiscurrentlytradingata 52-weeklow.The company'scurrentquarterly
reportingisonschedule withanalyst'sandmanagement'spredictions.The managementteam is
lookingtoraise moneytofunda project,whichtheybelieve will double the company'sEBITDA.
What optionsdoyouadvise the companyto pursue inorderto raise the necessarycapital?
13. Your clienthasa company,whichmanufacturesandsellspropellers andispreparingtosell the
entire company.The companyiscomprisedof three divisions:boat,air,andwindmill propellers.
The boat and air divisionscomprise 80% of the company,while the windmill divisionmakesup
only20%. The boatand air divisions are losingmoney,whilethe windmill divisionismaking
money,sothe neteffectof the companyis to breakeven.Whatdo youadvise yourclienttodo
inorder to helpthemsell theircompanyatthe bestprice (ie.bestvaluation)?
14-16 isthe longerquestions
14. The Scenario:A magazine publisherisevaluatingwhetheritshouldsell,continuetogrow
organically,ormake small “tuck-in”acquisitionstomaximize shareholdervalue.Itisselectingan
investmentbanktoadvise onitsoptions,andhas requestedapresentationfromyourbank.
Your Task: Reviewthe company’sfinancial andmarketinformationandcreate a30minute
presentationanalyzingitsoptions.Recommendaspecificcourse of action – sellingthe company,
continuingtogroworganically,ormakingsmalleracquisitions.
MaterialsYou’re Given:10-page overview of company,financial statements,and5-year
projections;10-page marketoverview includingthe majorcompetitors,smalleracquisition
candidates,andrecenttransactions.

15. 15. A publiccompanyis currentlytradingata 52-weeklow – eventhoughrecentearnings
announcementsandthe currentquarterhave beenin-linewithanalystprojections.The
managementteamwantstoraise moneytofinance a new projectthatcouldsignificantly
increase profit–how shouldtheyraise the capital?
Your Task: Create a 5-minute presentationwitharecommendationonthe bestfinancing
methodforthisscenario.
MaterialsYou’re Given:2-page overview of the companyandtheirfinancial statements
16. A software companyislookingtomake a significantacquisition.Ithasidentifiedthe companyit
wantsto acquire and hasapproacheda numberof investmentbanksfortheirviewsonthe deal
and howmuch theyshouldpay.Itwill selectanadvisoranddecide whattodo basedonthese
presentations.
Your Task: Create a 5-minute presentationwitharecommendationonwhethertoproceedwith
the acquisitionand,if so,howmuchto pay for the target.
MaterialsYou’re Given:2-page overview of the buyerand2-page overview of the seller,with
financial informationandthe metricsandmultiplesforsimilarcompanies

16. 3.4 Maybank ER Project – Leadership Station: Blind Square (Station 4)
3.4.1 Objective
- Discover the role that each participant will take
3.4.2 Activity Description
- Playable from 10 to an ideal maximum of 30 players
- Each person is blind folded with a sleeping mask
- A 20 meters rope placed within reach of each person
- Goal is to form the rope into a perfect square on the floor within 15 minutes
- The participantscan constantlycheckwiththe facilitatorof the activityif theyhave achieved
a perfect square on the floor
- Requires communication skill, problem solving skill, people management and leadership
skills
- If the group has difficulty completing the task, they would be allowed to place down the
rope and temporarily remove their blindfold to observe their current progress; this would
allow them to access their strategy and they may want to change solution ideas
3.4.3 Insights
- Maybank wants a capable leadership that can think under pressure, has good problem
solving skills, good communication skills, a good listener and an effective leader
- This activity will be able to reveal certain traits and characteristic of a person as they are
placed in a situation that forces them to act outside of their comfort zone
- This will show what role each person will take and how effective will it yield results
- This activity acts as a filter for employers to determine potential employees that portray
certain personality and skills that they are looking for and at the same time weed out the
less desired participants

17. 3.5 Be as FAST as LTE (Station 5)
Station5 is givenaname as “Be as Fast as LTE” because everyteamneedstobe fastenoughto
count the coinsand differentcolor paperswithinagivenperiodof time.Thisstationrequiresnot
onlythe BookSmart people butalsothe streetsmart.Teamworkisan essential forthisstationand
alsothe cognitive skills.
3.5.1 Game description
Each group will be givenasmall bucketsof coinsand5 differenttype of colorpapers.Thiscolor
papersare emptyandit alsorepresentsaRinggitMalaysia(MYR).
For example:
RED – RM1; ORANGE – RM5; GREEN – RM10; BLUE – RM20; PURPLE – RM50
COLORS QUANTITY RINGGIT MALAYSIA (MYR)
RED 139 139.00
ORANGE 196 980.00
GREEN 88 880.00
BLUE 120 2,400.00
PURPLE 212 10,600.00
TOTAL 14,999.00
The team isgiven7 minutestocount the quantityof eachcolor papersandgive the figure inRinggit
Malaysiaincludingthe coins.The teamneedstodelegatethe taskinan efficientwayasthe time
givenisverylimited.

18. 3.5.2 Optional – Aptitude Test
Thisis an optional forMaybankto proceedwiththe test.Most of the multinational companiesuses
thismethodtoscreenpotential jobapplicantsasastandard practice.One suchcompanyis the
PricewaterhouseCoopers(PwC).The testisonlygiventothose qualifiedteams.The individual’stask
isto quicklyanalyze the givendataandmake correct businessdecisions.
3.5.3 Test Description
The Aptitude Test(AT) isa pre-employmentaptitude testthatmeasuresanindividual’saptitude,or
abilitytosolve problems,digestandapplyinformation,learnnew skillsandthink critically.
Individualswithhighaptitudeare more likelytobe quicklearnerandhighperformersthanare
individualswithlow aptitude.The ATconsistsof 50 itemsandhas a 15 minute time limit.Thismeans
that the candidateswill have 18secondsto answereachof the questions.There are few question
categories:numerical reasoning,verbal reasoning,diagrammaticreasoning,situational judgement,
personalitytest,abstractreasoningandmanymore.
3.5.4 Test Results
AT scoresare determinedbyaraw score.The raw score indicateshow manyquestionsoutof 50 the
individualansweredcorrectly,whilethe percentile rankingisarelative performance metricthat
indicateshowthe individualscoredrelative tootherswhohave takenthe test.Once the individual’s
score is withinthe range,itmeansthathe/she iscompetentforthe position.Forexample,a
percentile rankingof 45 meansthan an individual scoredbetterthan45% of the groupon whichthe
testwas normed.
3.5.5 Sample of Numerical ReasoningQuestion:
The numerical reasoningtestisdesignedtomeasure individual’sabilitytoquicklyandeffectively
identifycritical work-relatedissuesandlogicallydraw conclusionsfromnumerical datasuchas
performance figures,financial resultsandanalysisreports.

19. Sample of Verbal Reasoning Question:
The verbal reasoningtestisdesignedtomeasure oral andwrittenverbal skills.It’sthe abilityto
quicklyunderstandandefficientlyconveywork-relatedconceptsandinformation,quicklysieve
throughextensive amountsof work-relatedwrittendatatoidentifycritical issuesandlogicallydraw
conclusions.

20. MGT3700 Practice of Management and Leadership
Maybank ER project report
Activity & Game design for Maybank Recruitment
Group Members: Seow Li Yon J14015915
Lim Se Na J14016702
John Tan Wei Shen J14014373
Jeremy The Chun Fong J14014680
Robin Lee Chen Yung J13012150
Date: 28/3/2016

21. References
Alias,A.F.(2015, December5). MaybankProud of itsCulture.RetrievedfromNewsStraitsTime
Online:http://www.nst.com.my/news/2015/12/115603/maybank-proud-its-culture
Jayabalan,P.(2013, March 8). MaybankGoesAhead and Beyond.Retrievedfrommystarjob:
http://malaysias100.com/media/maybank-goes-ahead-and-beyond-mystarjobcom.aspx
Manaf, N.A. (2012). Group Human Capital.RetrievedfromMaybank.listedcompany.com:
http://maybank.listedcompany.com/misc/maybank_online_annual_report2012/grp_human
_capital.html
UKessays.(2015, March 23). Organisation cultureof Malaysian Banking.Retrievedfrom
ukessays.com:http://www.ukessays.com/essays/business/organization-culture-of-malayan-
banking-business-essay.php