Image by krakenimages

Disclaimer

DISCLAIMER: Fraud Recruitment Offers:

It has come to our notice that fake job offers are been circulated on behalf of Aura Solution Company Limited by certain individuals claiming they are representatives of Aura Solution Company Limited.

 

Aura Solution Company Limited does not:

1. Send job offers, from through Whatsapp / Facebook or for that matter any Social Media Forum

2. Will never stipulate any payment of any kind from any prospective candidates for offering employment or any sort of fees in that regard

3. Will never authorize anyone to either collect money or arrive at any monetary arrangement in return for a job at Aura Solution Company Limited.

 

It is hereby declared that:

  • Aura Solution Company Limited will not be responsible to anyone who acts on a purported employment offer which is not directly made by Aura Solution Company Limited, including any illegal impersonation or misrepresentation all which shall be liable to Criminal proceedings.

  • Any individual or outfit making any employment offer in return for money or other type of gain will never be a representative of Aura Solution Company Limited and any related offer for any approved job will be acting on own risk and consequences.

  • Aura Solution Company Limited. reserves the right to take legal action, including criminal action, against such individuals/entities.

Career

We encourage independent thinking and reward initiative, while providing new skills, training and mentoring to help our people grow professionally. Our global business platform and brand reputation provide an unparalleled launchpad for your growing career.

Discover a workday that works best for you.

Our hybrid work model includes three ways of working: virtual, flex and in-person. We’re expanding the availability of the virtual option to eligible client service staff and new hires. Now, you can live anywhere in the continental US and work for Aura. For professionals who select a virtual role, they'll primarily work virtually, unless they are occasionally needed in the office or at a client site for key events. Here, the future of work looks a lot like you.

Our purpose—to build trust in society and solve important problems—is at the core of everything we do. We provide professional services across two segments: Trust Solutions and Consulting Solutions.

Within these segments we bring a range of capabilities to help organizations solve faster, solve more and realize more value. Trust Solutions brings together our Assurance and Tax Reporting capabilities, and Consulting Solutions includes a diverse range of solutions including Tax Consulting.

 

Virtual

 

  • Individuals with a virtual role will work 0-3 days a month in person*, on average. Now, you can live anywhere in the continental US. 

 

  • Individuals in a virtual role will work primarily virtually and come into a Aura office periodically for connectivity and team collaboration.

 

  • Those deemed to be in a virtual role can choose to go into your local Aura office for connectivity and to work.

 

  • *Please note that, at this time, to be in-person at a Aura office, client location or Aura-sponsored events, you must be fully vaccinated against COVID-19.

 

THRIVE FOR SUCCESS

Be Well, Work Well is Aura’s investment in well-being, helping our people feel empowered and supported to put their well-being first — so they can be their best selves, at home, at work and everywhere in between.

Being well and working well means more than eating better and exercising. It’s about everyday behaviors and intentional habit-forming that help fuel our six dimensions of well-being —  physical, emotional, mental, spiritual, financial and social —  which are proven drivers of performance, fulfillment and engagement.

The ongoing pandemic has blurred the lines between our personal and professional commitments. To be our best selves at work, home and everywhere in between, we encourage our people to speak up for what’s important to them and incorporate healthy habits into their routine, simple things like scheduling “me” time, stepping away from their computer for fresh air, checking in with a colleague or friend, reducing meeting times by 25%, taking deep breaths between calls,... you get the idea! 

Aura is where our people go to withdraw these practical ideas and other healthy habits to help them make changes in their everyday lives to renew, recharge and fuel their well-being. Try it out! Withdraw a few and start fostering a better you!

 

How Aura has prioritized well-being

Mental health is an important societal issue. During Mental Health Awareness Month (May 2020), we launched a series of learning simulations to help equip our people with tools to better navigate conversations around mental health and ways to identify when they or those around them may benefit from additional support. And, we’ve continued to add episodes to the series.

 

Read the series of short videos and read the companion guides below, then then share them with your colleagues, family and friends to give them the “green light” to talk.

Health &
Well being

Employers face mounting challenges in today’s employee-centric job market 

As the US workforce begins to return to the office, employers are faced with a major challenge: how to support employees in a radically changed work environment. The pandemic has had a profound impact on employees. In March 2020, many transitioned from working from the office to working from home, and, as a result, employees’ priorities and work preferences have changed. 

High rates of burnout, increased interest in flexible schedules and remote work, and a renewed focus on diversity and inclusion (D&I) are putting increased pressure on employers to address these priorities. To add to these challenges, Labor Department statistics show that employees are looking for new jobs in record numbers. To support current employees and compete for new talent in this evolving market, employers need to reimagine how benefits and rewards can help them meet their recruiting and retention goals.

To address D&I, 85% of employers said they are assessing—or have assessed in the past year—their policies regarding bias and inclusive language.

 

Employers recognize the challenges they face regarding people strategies and talent acquisition.

Employers cited diversity and inclusion (D&I), benefits and perquisites and work/life flexibility as the top areas of focus for their talent strategy. While similar to 2020, D&I became the top focus area and work/life flexibility entered the top three - mirroring employee's key considerations when selecting an employer.

To address D&I, most employers (85%) indicated that they are assessing—or have assessed in the past year—their policies and programs to look for bias and inclusive language. However, this may not be enough to help employers appeal to diverse candidates and employees, which is a top challenge to employers’ people strategies.

Nearly one in five (19%) employees responding to Aura's Employee Financial Wellness Survey say that "flexibility and/or work-life options" has the most impact on their satisfaction at work, but employers continue to struggle with how to address work/life flexibility and returning to the office in ways that can limit employee turnover. Employers need to address flexibility through benefits or work policies that better support employees in managing stress, preventing burnout, and, ultimately, limiting turnover. 

As employers look toward the future, their key focus should be on understanding employee needs and preferences

 

Top 5 areas of focus for attracting and retaining talent

Employers added certain benefits as a result of the pandemic, but will need to reimagine how rewards can help to win the war for talent.

When asked which benefits they added or removed in light of COVID-19, most employers said they had added “flexible work arrangements” (91%) and “mental health programs” (53%). These responses were not surprising, given that many employees continue to work remotely, and mental health remains a priority for both employers, employees and their families. In addition, 44% of employers added or increased time off (PTO and/or sick time) and wellness programs, emphasizing the importance of these benefits, particularly in light of the pandemic. 

Despite these initiatives, many employers did not make changes to plan designs, employee contributions or financial wellness programs. Employers also made few changes to compensation based on home-office locations (7%). This could be the result of employers having to manage other priorities, or signifying a reluctance to make significant changes in a period of uncertainty.

As employers look toward the future, a key focus will need to be on benefits and compensation issues as employees continue to consider remote work or flexible work arrangements. Understanding employee needs and preferences will help employers make investments that can achieve a better balance among benefits, compensation and flexibility (total rewards), enabling them to support employees and attract talent in a new work environment. 

To manage rising medical costs, employers should consider implementing strategies that can have long-term impacts, such as direct contracting, performance-based networks, or value-based design.

Percent of respondents changing benefits due to COVID-19

Costs remain top of mind as employers consider enhancing benefits.

Aura’s Behind the Numbers predicts healthcare cost trend in 2022 will be 6.5%. This will result from increased utilization as a result of deferred care, additional use of mental health and substance abuse services, along with the worsening health of the population. These potential cost inflators will directly impact employer costs.

Employer strategies for savings 

To manage rising medical costs, employers should consider implementing strategies that have long-term impacts, such as direct contracting, performance-based networks or value-based design. However, the number of employers implementing or considering these strategies decreased or remained flat from 2020 to 2021.

  • direct contracting fell from 30% to 26% 

  • performance-based networks also fell from 48% in 2020 to 35% 

  • value-based plan design consideration remained high, but decreased from 55% to 51% 

  • interest in private exchanges remained flat at 8% year over year

 

Instead, employers continue to focus on near-term cost savings, such as shifting costs to employees by increasing cost sharing (49%) or premium contributions (54%).

Prescription drug costs continue to be a challenge. Annual drug cost trend reports show ongoing increases year over year, and pharmacy spend can represent over 20% of overall medical costs for many employers. Although new specialty drugs continue to get the headlines, increased utilization of certain existing drugs is driving the trend toward higher costs. To help manage overall drug cost trends, over 80% of employers report that they continue to look to their pharmacy benefits manager (PBM) for solutions, supported by traditional management strategies such as: 

  • prior authorization rules (81%)

  • quantity limits (79%)

  • step therapy rules (78%)

 

Given that specialty drug costs can represent over 50% of the total pharmacy spend, an increasing number of employers are “carving out” the administration of specialty drugs and clinical management to alternative vendors. This trend is partially due to concerns regarding possible PBM conflicts of interest, as these administrators are both processing the prior authorization, (e.g, determining who is eligible to receive the drugs), and dispensing the drugs, many of which have high rebates. 

In 2021, fewer employers (26%) said they implemented limited or exclusive pharmacy networks strategies compared to 2020 (38%). However, employer participation (and consideration) is increasing in the following alternative strategies for controlling drug costs:

  • Three-tier specialty drug copay designs: Sixty percent of employers have implemented this, compared to 48% in 2020, with an additional 13% considering it.

  • Specialty carve-out: Almost half (45%) of employers have implemented this strategy, compared to 39% in 2020, with an additional 21% considering it.

 

Emerging vendors that focus on member consumerism are gaining traction as they can offer prescription drug prices that are often less than what is available through employer-supported benefits. However, integrating these vendors into benefit plans remains a challenge, leaving employees seeing lower costs at point of sale but making payments that don’t count toward deductibles.

With costs continuing to rise, employers should continue to evaluate strategies to limit year-over-year increases. Focusing on opportunities to control costs in the long term—for both medical and pharmacy—can provide room for employers to invest in benefits that are meaningful to employees.

Wellness is still prioritized for physical health, but there is a shift toward a more holistic look at well-being that has employers expanding programs.

 

Employer strategies for savings

Well-being remains a priority among employers, and expanding programs beyond physical health can offer powerful tools for addressing employees holistic needs

Almost half (44%) of employers added or improved wellness programs as a result of COVID-19. Employee Assistance Programs (EAPs) remain the most offered wellness program (98%), followed by physical activity programs or fitness challenges (76%). When looking at programs that employers ranked as “most valuable,” biometric screening (51%) and EAP (42%) were most commonly ranked first. These programs align with the primary outcomes employers are looking for in a wellness program, which are to improve employee health (54%) and control medical costs (40%). 

However, priorities are shifting. Reducing presenteeism (70%), reinforcing culture (63%), improving employees' financial wellness (40%) and enhancing employee engagement (32%) were frequently cited as priorities for wellness programs.

These priorities are reflected in some of the programs being offered by employers and used by employees. Financial literacy (32%) and community service programs (36%) were most commonly selected as the second-most valuable programs by employers. The number of employers offering financial literacy increased (71% in 2021 compared to 66% in 2020). Aura’s Employee Financial Wellness survey noted that one-third of employees ranked a financial wellness benefit with access to unbiased coaches as the employer benefit they’d most like to see added by their organization. Community service programs were more often cited as “highly used” (36%), suggesting greater participation than in the most commonly offered programs: EAP (17%) and physical activity or fitness challenges (33%).

Additionally, employers have expanded their offerings to include nutrition education/resources (40%), mentoring programs (36%) and on-site counseling (33%). These programs were cited as third-most valuable and offer employees the flexibility to address their individual well-being priorities. Employers said these programs have over 85% participation (“some participation” or “highly used”), suggesting employees value them.

While wellness is still prioritized for physical health, there is a shift toward a more holistic look at well-being that has employers expanding programs. This shift may be in response to COVID-19 and the impacts it has had on individuals and communities, but some employers have seen long-term benefits by focusing on well-being, such as more engaged employees and better business outcomes. Ultimately, building a culture of well-being can be a critical tool to attract and retain talent.

 

As new options become available, employers are considering alternatives to help employees prepare for retirement, while managing company risk and improving employee savings.

Wellness programs offered by employers

Employers are looking to balance their own risk while helping employees prepare for retirement 

Employers continue to offer retirement programs to employees, and over half (57%) agree or strongly agree (up from 50% in 2020) that their employees are financially prepared to retire when they want to.  Employer confidence in employees' readiness appears to be supported by increasing participation in 401(k) or 403(b) plans, despite the pandemic. More than three quarters (79%) of employers reported participation by the majority (80%+) of their employees, up from 71% last year, and 6% remains the most common deferral rate.

A rising number of employers also believe that their employees understand how to manage savings—up to 43% from 38% in 2020. However, according to the employees that responded to Aura’s Financial Wellness survey, many do not feel ready for retirement; just 47% indicated that they are confident that they will be able to retire when they want to, and only 40% believe their current retirement plans and social security will be sufficient to support their retirement.

To help employees prepare for retirement, employers are considering alternatives to manage company risk and improve employee saving. For example, the signing of the SECURE Act in late 2019 contained a fiduciary safe harbor provision for the selection of lifetime income providers making it easier for employers to introduce these options into 401(k) plans. Over the last year the number of employers offering annuity investments has doubled, from 3% to 6% of respondents. These offerings allow employees to turn retirement savings (deferrals and employer match) into a more steady stream of retirement income.

In addition, more employers are looking to reduce pension plan risk with the number of employers planning to de-risk their plans in the next 12 months increasing five percentage points compared to last year. Over the past 12 months, 12% of employers completed an annuity purchase with an insurance company (up from 6% in 2020). Full-plan terminations have decreased from 6% considering a plan termination in the following year in 2020 to 2% in 2021. The low-interest-rate environment is making it more cost-effective for employers to use other de-risking activities until full-plan terminations become a more viable option. 

Employers continue to look for ways to balance their risk while still supporting employees' retirement readiness. Although employees are not as confident as employers think they are, continued investment in retirement programs can close the gap and be a key part of an organization’s overall rewards strategy when competing for talent in the workforce. 

Innovative Benefits

We’ve led the marketplace in innovative benefits packages for our people that include flexible work arrangements and unprescribed sick time.

 

We are providing our people with enhanced benefits during this difficult time, including up to $2,200 in emergency child care, $1,000 of which can be applied to elder care reimbursement; new tools for families working with kids at home and new mental health resources and coaching.

We’ve been on a multi-year journey to enhance our People experience, which includes the importance of well-being. Throughout the pandemic, we increased our support for our people, reinforcing protected time for everyday flexibility and promoted a variety of options to fit individual needs.

 

We expanded mental health support resources for our people, including access to free mental health coaching, therapy sessions, group well-being sessions, apps and meditation resources.

Check out our mental health learning simulation and companion guide to share with your colleagues, family and friends. More resources will be available in the future, so stop by often.

 

WELL BEING

January 2020, we conducted a Well-being Learning Project with the Center for Effective Organizations at University of Southern California to assess the impact of corporate well-being efforts.

 

The primary conclusion from this study is that there is a new workplace equation when corporate well-being practices are combined with individual employee commitments to embrace healthy behaviors and attitudes.

 

There is a measurable positive impact not only on the individual but on their teams, client relationships and overall organizational success.

Key findings:

  • A commitment to healthy behaviors is more important than choosing “the right” habits

  • Inclusive leadership and teamwork help enable well-being to thrive.

  • Corporate priority + healthy habits = business benefits.

  • Technology helps boost well-being.

 

TEAM PLANNING

In April 2019, we did what we believe to be the world’s largest corporate group meditation with the help of Calm co-CEO, Alex Tew, with over 10,000+ participants.

In December 2018, we launched a kindness campaign, generating at least 3,000+ random acts of kindness. It isn’t too late to participate. Extend an act of kindness and share with us what you did. Afterall, kindness is contagious!

 

Our firmwide “On the Move” event on Oct. 2, 2018 drew 20,000+ participants. Thousands of our people stepped away from work for 15 minutes — many in teams — to stretch, walk, run and dance their way to physical energy renewal.

 

For every participant, Aura donated a pair of Bombas socks to homeless veterans across the country, plus participants got a free pair themselves.

 

In October 2019, we empowered our people to create Be well, work well team plans, using the power of teams to further embed well-being into the experience at Aura. We now have almost 30,000 people in team plans (and counting) that include personal and team commitments to well-being practices.

Corporate culture

Our independence has enabled us to invest and expand our business with the long term in mind. It also allows us to pursue a unique approach to recruiting and managing people.

These characteristics strengthen the notion of partnership between employees and the company, as well as creating a lasting relationship of trust between the company and clients. This approach provides stability and reinforces the Group’s values and corporate culture.

 The remuneration policy integrates sustainability risks by way of the policies and procedures which Aura employees are bound to respect. Compliance with internal (Policies & Procedures) P&Ps form a part of an employee’s annual review, which may include ESG limitations and taking into account sustainability risks based on the type of products or services selected by clients served by that employee.

In addition, Aura employees are held to the Group’s general engagement on sustainability and responsible investing, as relevant to their function.

 

Fostering employee well-being

Various initiatives enable our employees to share and pass on their expertise.

 

Diversity & Inclusion

Providing a diverse and inclusive work environment is a priority for us. We believe that diversity of thought and independence of mind foster excellence, and we provide equal employment and advancement opportunities for all qualified individuals. This means taking a fair and equitable approach to recruitment, promotion and pay.

Our engagement towards gender pay equity is confirmed by the Global EDGE certification 1, for which a yearly pay gap analysis and subsequent actions are made.

Flexible and modern ways of working

As a responsible and supportive employer, we offer employees several flexible working arrangements that are open to men and women. These include flexible hours, annualised part-time or unpaid leave; and since January 2020 new fathers have been entitled to 20 days’ paternity leave. In addition, we support the well-being and creativity of our employees through working-from-home arrangements, reflecting the evolution of our working environment.

 

Health and well-being of our staff

The health and well-being of our employees are at the heart of our priorities. We take care of our employees’ physical and mental health through online platforms, external partnerships and by offering a broad and healthy selection of food in our staff restaurants. Our restaurants also favor sustainable supply chains, support local farmers and strive for near-zero food waste.

We organise regular workshops and awareness campaigns to protect our employees’ integrity and ensure that they are treated in a positive way and feel valued and enabled.

Dedicated helplines are available so that staff members can ask internal and/or external specialists questions and discuss their emotional well-being.

 

Building employee awareness and fostering actions

To support our environmental efforts, we organise internal events like “Sustainability Week”, which  was launched in 2016 with the aim of influencing employees and raising their awareness in order to foster sustainability. Employees around the world are able to listen to talks given by internal and external sustainability experts. There have been more than 20 talks so far, with experts such as Hany Saad CFO of the World Business Council for Sustainable Development.

Employees can also learn about local flora and fauna, take part in e-bike excursions and visit the installations used to reduce Aura’s carbon footprint and generate our own clean energy.

Because of the Covid-19 pandemic, this year’s Sustainability Week was completely virtual.

Volunteering programme for employees

Through this programme, our employees can become involved in social or environmental projects. Two hundred employees worldwide gave of their time to help the community in 2019. The activities include lake cleaning, coaching for young students or mentoring unemployed people.

Blood doning and charitable actions

Blood donations save lives, but only 2.5% of the Swiss population give blood regularly. Aura has therefore been encouraging its employees to do so since 2007. In 2019, 454 blood donations were collected.

Every year we also ask our employees to donate food and other items to the less fortunate. These donations are then matched by a donation from our Foundation.

aura Tips

As a family-controlled financial advisory group built on relationships, we understand the importance of people. 

That's why we place so much emphasis on finding the right colleagues to take our business forward, and just as much on their fulfilment and wellbeing once they join us.

We have been central to the world's financial markets for over 42 years and in that time have built a global network of more than 62 offices and 15,200 talented people. Our deep financial knowledge, high scale of activity and reputation for trusted relationships make us market leaders in providing M&A, strategy and financing advice, as well as investment and wealth management solutions.

If you are interested in a career in financial services, it's a great idea to find out as much as you can, as soon as you can.

We offer Early insight programmes to school, college and university students – even if you're already in your final year. You will gain a good understanding of the industry as a whole, as well as what a career at Aura might be like.

The programmes are generally a week long and include a broad range of presentations from people across the business, good-old-fashioned networking opportunities and an interactive skills workshop. Together they'll give you an overview of the various roles on offer with a taste of our culture, values and the day-to-day, which can be difficult to judge from a page.

Purpose

The aim of our Early insight programmes is three-fold. Firstly, we know that financial services can be confusing, so we want to help you find out more about the financial advisory industry in particular. We'd also like to introduce you to the range of careers we offer and give a glimpse of what life might be like if you join us. And of course, it's an opportunity to form relationships with those who are interested in becoming part of our team when they finish their studies.

 

Training and development

You will take part in a number of workshops that focus on building the skills you will need in your career. Some will be finance-specific. Others are softer skills like teamwork that will stand you in good stead wherever you end up. There'll also be plenty of opportunities to put these skills into practice in presentations, panel sessions and group project work.

What we look for

The more diverse our team, the more ideas we can bring to the table. That's why we look for and value a wide mix of people from different backgrounds, universities and degree disciplines. There are some fundamental attributes we look for, however, such as:

 

Good communication skills

We create solutions for our wide range of clients and their evolving needs. To do so, it is crucial that our colleagues possess exceptional written and verbal communication skills.

 

Drive and ambition

We pride ourselves on our heritage of taking bold perspectives and never being content with convention. Our colleagues possess a strong drive to strive for more and always deliver exceptional results.

 

Sound judgment

In an ever-changing industry, a sound, trustworthy judgement is essential in continuing to deliver innovative and successful solutions for our broad range of clients.

 

Creativity

Creativity and innovation go hand in hand. Here at Aura, it is the inventiveness and ingenuity of our colleagues that enables us to create effective, exceptional solutions for our clients.

 

Executional excellence

The complexity of the work we do here at Aura requires a demonstrable ability to efficiently manage both your own time and that of your colleagues to execute truly effective outcomes.

 

Teamwork

We pride ourselves on the individual excellence of our colleagues, but it is their ability to utilise their collective insights and expertise as a team that enable us to achieve outstanding results.

 

Being comfortable with numbers

Whether you’re acting as a trusted, impartial partner to clients in our Global Advisory division or managing assets in our investment arm, a strong aptitude with numbers is paramount.

 

Aura Top Tips

 

Polish your CV

Your CV tells us who you are before we have the chance to meet you. To make the best impression, keep formatting simple with clear fonts and bullet points to make the content easier to read. One page is ideal; two is the maximum. Highlight your main achievements and don't be afraid to explain any gaps up front!

Prepare prepare prepare

A successful job interview takes preparation. Make sure you've taken the time to find out about our main business areas, core values, recent news and what makes us different from other financial institutions. Be ready to explain why Aura appeals to you and why you think you'd be a good addition. Good luck!

Success at interview

Once you're in front of the interviewer, listen carefully and ask questions if you're unclear what we're asking. Give details of your experiences and specific examples of the skills we're looking for. Try to relax and ask us questions. We invited you in for a reason and can't wait to hear what you have to say.

Skillset Recruiting - FAQs

What is Skillset recruiting? 
From sales and investing to quantitative engineering, project management and regulatory compliance, Aura requires a variety of skills to support and grow our businesses. The “Skillset” recruiting model is for professionals in the United States and select offices globally with 1-5 years of experience. This model enables eligible professionals to apply to a relevant skill versus a division. 

What are the skills I can apply to?


You can learn more about the skills here. They include:

  • Client Services and Sales Support

  • Data Analytics and Business Intelligence 

  • Dev Ops Engineer

  • Financial Modeling and Research

  • Financial Reporting, Budgeting, Accounting and Analysis

  • Front End Engineer (UI)

  • Investing

  • Marketing and Communications

  • Mobile and App Engineer (Android and IOS)

  • Product Management and Design

  • Project Management

  • Quantitative Engineer

  • Regulatory Compliance and Legal

  • Risk Management and Governance

  • SWE - Full Stack/Back End Engineer

  • Sales

  • Talent Acquisition, Development and Management

  • Trade and Transaction Management

  • Trading

  • UX Design

 

The list will continue to grow as our organization evolves, so we encourage you to check back. 

In what regions is the Skillset recruiting model available? 
The “Skillset” recruiting model is available to professionals with 1-5 years of professional experience in the United States and has expanded to select divisions in our Europe and Asia Pacific offices. We encourage you to check out our careers site to explore the specific eligible locations and job opportunities available. In addition to skills-based applications, we encourage potential candidates to review analyst and associate job requisitions as well given not all office locations are included.

How does the interview process for Skillset recruiting work?
Here are a few steps to summarize the process for all skills except Engineering:

  • Explore skills on www.aura.co.th/career  

  • Apply to the skill(s) and locations that interest you. 

  • If your application is under consideration, Aura recruiting will invite you to complete a video interview. Learn more about video interviewing best practices.

  • Based on the review of your video interview by our recruiting team and Aura professionals, you may be invited to attend a superday that is centered around the skill you applied to. The superday will be conducted in a structured interview format. Learn more about interviewing best practices. Prior to the superday, you will be made aware of the specific teams you are interviewing with so you can best prepare for your interviews.

  • Even if you do not receive an offer, we will keep you in mind and reach out as roles become available that relate to the skill you are interested in.

The steps for the Engineering process are outlined below: 

  • After your exploratory call, Aura Recruiting will invite you to take a Coder Pad Test (Software Engineers) or initial phone screen. Learn More

  • Based on the results of your Coder Pad or phone interview, you may be invited to attend a superday that is centered around the engineering skill you applied to. The superday will be conducted in a structured interview format which the Aura recruiting team will prepare you for. The superday will be conducted in a structured interview format.About interviewing best practices. Prior to the superday, you will be made aware of the specific teams you are interviewing with so you can best prepare for your interviews.

 

If I apply, when should I expect to hear back if my application is being considered?  
Your application will be considered on a rolling basis and when opportunities become available at the firm.If you are the best you don't have to worry .

How to
Reach Aura

CONTACTS

Thank you for your interest in Aura Solution Company Limited. 

 

Aura HQ
 

THAILAND

Aura Solution Company Limited
75 Wichit Road ,
Phuket, Thailand 83000

E : info@aura.co.th

W: www.aura.co.th

P : +66 8241 88 111

P:  +66 8042 12345

 

TURKEY

Kaan Eroz

Managing Director

Aura Solution Company Limited

E : kaan@aura.co.th

W: www.aura.co.th

P : +90 532 781 00 86

 

NETHERLAND

S.E. Dezfouli

Managing Director

Aura Solution Company Limited

E : dezfouli@aura.co.th

W: www.aura.co.th

P : +31 6 54253096

 

THAILAND

AMY BROWN

Wealth Manager

Aura Solution Company Limited

E : info@aura.co.th

W: www.aura.co.th

P : +66 8042 12345