The management came up with a policy of recruiting young people between the ages of 20 – 25 who had completed high school level and had “O levels in English”. Young crew policy had some advantages. Young crew who were recruited was most likely to depict some sense of enthusiasm and keenness in their work. In addition, they were fit physically to manage the demanding job and to meet the thorough schedule. Furthermore, it was believed that most of the passengers enjoyed being served and attended by young and attractive men and women.
Another implication of using young crew policy was that it reduced the substantial size of the applicant pool. This was because young people had the opportunity of studying in the university or getting other kinds of education thus reducing the number of desirable school leavers. The policy also provided opportunities for ensuring that the crew remained young by offering the five-year renewable contract to the crew. This policy also offered a career path and a possibility of a lifetime employment contract to the stewards.
Those who were recruited were given six-week training before being considered as qualified operational crew. The training covered such areas as personal grooming, poise, uniform care and also personal conduct. Practical lessons commenced by learning the names and purposes of all the available amenities available on the airline board. Other lessons dealt with various types of service ware, glasses, dishes and other food serving items that might be used by the crew. Recruits were also taught of names and procedures for various drinks and dozens of food items served by the SIA. The training also covered some classes on how to handle emergencies and incidents on board.
The performance of the crew was formally evaluated through staff interviews and also based on comments from the passengers. The performance report was based on three evaluations. First, flight stewards were appraised by senior flight stewards and stewardesses working on the same flight.