You are on page 1of 16

SUBMITTED BY:

Bhavya Vashishtha
MBA IV
st
SEM
R.N.1270370040
INTRODUCTION:
Today, in every organisati on personnel planning as an activit y is necessary. It
is an import ant part of an organisation. Human Resource Planning is a vit al
ingredient for the success of the organi sation in the long run. There are cert ain
ways that are to be foll owed by every organisati on, whi ch ensures t hat it has
ri ght number and ki nd of peopl e, at t he ri ght pl ace and ri ght time, so t hat
organi sation can achieve it s planned obj ective.
The obj ectives of Human Resource Department are Human Resource
Planning, Recruit ment and Selecti on, Training and Devel opment, Career
planning, Transfer and Promoti on, Ri sk Management , Performance Appraisal
and so on. Each objective needs speci al att enti on and proper pl anning and
implementation.
For every organisation it i s important to have a ri ght person on a
ri ght job. Recruitment and Sel ection plays a vit al rol e in this situation.
Short age of skill s and the use of new technology are put ting considerable
pressure on how employers go about Recruiting and Sel ecti ng st aff. Fi rst we
will know what i s recruitment and sel ecti on-
Recruitment and Sel ection are simultaneous process and are i ncompl et e without
each ot her. Recruitment and sel ection are two of the most import ant functions
of personnel management . Recruitment precedes sel ection and helps in
sel ecting a ri ght candidate.
They are import ant components of the organisation and are di fferent from each
other

Meaning of Recruitment:
Recrui tment means to esti mate the avai l abl e vacanci es and to make sui tabl e
arrangement s for t hei r sel ect i on and appoi nt ment . Recrui t ment i s underst ood as t he
process of searchi ng f or and obt ai ni ng appl i cant s for t he j obs, from among whom t he
ri ght peopl e can be sel ect ed.
In t he recrui t ment , a pool of el i gi bl e and i nt erest ed candi dat es i s creat e d for
sel ect i on of most sui t abl e candi dat es. Recr ui t ment represent s t he fi rst cont act t hat a
company makes wi t h pot ent i al empl oyees
Flippos definition: It is a process of searching for prospective employees and stimulating
and encouraging them to apply for jobs in an organization.
Need for recruitment:
The need for recrui t ment may be due t o t he fol l owi ng reasons / si t uat i on:
a) Vacanci es due t o promot i ons, t ransfer, ret i rement , t er mi nat i on, per manent
di sabi l i t y, deat h and l abour t urnover.
b) Creat i on of new vacanci es due t o t he growt h, expansi on and di versi fi cat i on of
busi ness act i vi t i es of an ent erpri se. In addi t i on, new vacanci es are possi bl e due t o
j ob speci fi cat i on.
Purpose and importance of Recruitment:
1. Determi ne the present and f uture requi rements of the organi zati on on
conj uncti on wi th i ts personnel -pl anni ng and j ob anal ysi s acti vi ti es.
2. I ncrease the pool of j ob candi dates at mi ni mum cost.
3. Hel p i ncrease the success rate of the sel ecti on process by reduci ng the
number of vi si bl y under qual i fi ed or overqual i f i ed j ob appl i cants.
4. Hel p reduce the probabi l i ty that j ob appl i cants, once recrui ted and sel ected,
wi l l l eave the organi zati on onl y after a short peri od of ti me.
5. Meet the organi zati on s l egal and soci al obl i gati ons regardi ng the
composi ti on of i ts work force.
6. Begi n i denti fyi ng and prepari ng potenti al j ob appl i cants who wi l l be
appropri ate candi dates.
7. I ncrease organi zati onal and i ndi vi dual ef f ecti veness i n the short term and
l ong term.
8. Eval uate the effecti veness of vari ous recrui ti ng techni ques and source s for al l
types of j ob appl i cants.
Sources of Recruitment
SOURCES OF MANAGERIAL RECRUITMENT

INTERNAL SOURCES EXTERNAL SOURCES
1) Promotion 1) Campus recruitment
2) Transfers 2) Press advertisement
3) Internal notification 3) Management consultancy service
(Advertisement) & private employment exchanges
4) Retirement 4) Deputation of personnel or transfer
From one enterprise to another
5) Recall 5) Management training schemes
6) Former employees 6) Walk-ins, write-ins, talk-ins
7) Miscellaneous external sources











Internal Recruitment Pros and Cons:
The Internal Recruitment can build a strong loyalty with the organization as the employees have
a chance to change their position after a period of time. The employees are not pressed to look
for opportunities on the external job market.
The Internal Recruitment can be cheaper for the organization and can save the costs dedicated
to the training and induction of new employees. Also, as the candidate knows the organization,
the possibility of the failure is not a significant issue to the organization.
The Internal Recruitment needs strong management from the HRM Function, which can lead to
the conflicts and the HRM Function has to have a position to be able to act as a strong
facilitator in the conflict resolution.
The Internal Recruitment can lead to huge issues when the candidates come from one
department. The managers have to have the right to protect their own interests in the
organization as they are responsible for the smooth operation.
The Internal Recruitment does not bring new skills and competencies to the organization and
organization with an intensive usage of the internal recruitment can suffer from the fresh blood.
External Recruitment Pros and Cons:
The External Recruitment brings new people to the organization, which can be a huge benefit
for the organization. The External Recruitment allows the organization to define the right
requirements and the organization can select the candidate, which suits the organization best.
The external recruitment can be in many situations quicker solutions, mainly in the situation,
when the job market is full of potential job candidates.
The external recruitment and proper campaign increase the popularity of the organization on the
job market, which helps to improve the position for further expansion.
On the other hand, the external recruitment is expensive and takes a lot of energy from the
HRM Function to handle all the job candidates in the selection process.

Meaning of SELECTION:
Sel ecti on is defi ned as the process of differenti ati ng bet ween appli cant s in
order to ident ify (and hi re) those wit h a greater li kelihood of success in a job.
Sel ecti on is basi call y pi cking an appli cant from (a pool of appli cants) who has
the appropri at e qual i ficati on and competency to do the j ob.
The di fference between recruitment and sel ect ion:
Recruitment i s ident ifyi ng n encouraging prospective employees to appl y for a
job.
And
Sel ecti on is sel ecting the ri ght candi dat e from the pool of applicants.
Selection process starts where recruitment ends




SELECTION PROCESS
Sel ecti on is a l ong process, commencing from t he prelimi nary int ervi ew
of t he appli cant s and ending with t he cont ract of employment.
The foll owing chart gives an idea about sel ection process: -
External environment
Internal environment
Preliminary interview
Selection test
Employment interview
Reference and Background
Analysis
Selection decision
Physical examination
Job offer
Employment contract
Evaluation

























R
e
j
e
c
t
e
d

A
p
p
l
i
c
a
t
i
o
n


Environment factor affecting selection:
Sel ection i s infl uenced by several factors. More promi nent among them
are suppl y and demand of specific skills in the labor market , unemployment
rat e, l abor- market conditi ons, l egal and politi cal considerati ons, companys
image, companys policy, human resources planni ng and cost of hiring. The
last three constitute the int ernal environment and the remaining form t he
external environment of s electi on process.

STEP 1: -
PRELIMINARY INTERVIEW
The applicants recei ved from j ob seekers woul d be subject t o scrutiny
so as to elimi nat e unquali fi ed appli cants. Thi s i s usuall y foll owed by a
prelimi nary int ervi ew t he purpose of whi ch is more or l ess the same as
scruti ny of appli cati on, t hat is, elimi nat e of unqualifi ed applicants. Scrutiny
enabl es t he HR specialist s to elimi nate unquali fi ed j obseekers based on the
information suppli ed in their appli cati on forms. Preliminary i ntervi ew, on the
other hand, hel ps rej ect misfit s for reason, whi ch di d not appear in the
applicati on forms. Besides, preliminary int ervi ew, often called court esy
intervi ew, is a good publ ic rel ation exercise.

STEP 2: -
SELECTION TEST:
Job seekers who pass the screeni ng and the prel i mi nary i ntervi ew are cal l ed for
tests. Di f ferent types of tests may be admi ni stered, dependi ng on the j ob and the
company. General l y, tests are used to determi ne the appl i cant s abi l i ty, apti tude
and personal i ty.
The f ol l owi ng are the type of tests taken:
1). Abi l i ty tests:
Assist i n det ermining how well an indivi dual can perform tasks
rel at ed to the j ob. An excel lent ill ust rati on of this is the t ypi ng t est s gi ven
to a prospective empl oyer for secret ari al j ob. Al so call ed as
ACHEIVEMENT TESTS. It is concerned wit h what one has
accomplished. When applicant cl aims to know something, an achi evement
test is t aken to measure how well they know it . Trade t ests are the most
common t ype of achi evement test given. Questions have been prepared and
test ed for such t rades as asbestos worker, punch-press operators,
el ect ri ci ans and machinist s.
2). Apti tude test :
Aptit ude t est s measure whether an indi vidual s has t he capacit y or
lat ent abilit y t o l earn a gi ven j ob if gi ven adequat e training. The use of
aptit ude t est is advi sabl e when an appli cant has had littl e or no experience
along t he line of t he job opening. Apt itudes tests hel p det ermine a persons
pot enti al t o l earn i n a gi ven area. An example of such test is the general
management aptitude t ests (GMAT), which many busi ness student s take
prior to gai ning admi ssion to a graduate business school programme.
Forms of apti tude test:
1. Mental or i ntel l i gence tests
2. Mechani cal apti tude tests:

3. Psychomotor or ski l l s tests:
4. I ntel l i gence test:
5. I nterest Test:
6. Personal i ty Test:
7. Proj ecti ve Test:
8. General knowl edge Test:
9. Percepti on Test:
10. Graphol ogy Test:
11. Pol ygraph Test:
12. Medi cal Test:

STEP 3: -
INTERVIEW:
The next step in the sel ection process is an i ntervi ew. Int ervi ew i s formal , in -
depth conversati on conduct ed t o evaluat e the appli cant s accept abil it y. It i s
considered t o be excellent selecti on device. It i s face -to-face exchange of
view, i deas and opinion bet ween the candidates and int ervi ewers. Basi cal l y,
intervi ew is nothi ng but an oral examinat ion of candidat es. Intervi ew can be
adapt ed to unskill ed, skill ed, managerial and profession empl oyees.

Types of intervi ew:
Int ervi ews can be of di fferent t ypes. There int ervi ews employed by t he
companies. Following are t he vari ous t ypes of int ervi ew: -
1) Informal Interview:
An i nformal intervi ew is an oral int erview and may t ake pl ace
anywhere. The empl oyee or the manager or the personnel manager may ask a
few al most i nconsequenti al questi ons l i ke name, pl ace of bi rth, names of
rel ati ves etc. ei ther i n thei r respecti ve of fi ces or anywhere outsi de the pl ant of
company.
2) Formal Interview:
Formal int ervi ews may be hel d i n the employment office by the
empl oyment office i n a more formal at mosphere, wit h t he hel p of well
struct ured questions, the time and pl ace of the i ntervi ew wil l be sti pul at ed
by the employment offi ce.
3) Non-directive Interview:
Non-directive i nterview or unst ructured int ervi ew i s desi gned to l et t he
intervi ewee speak his mind freel y. The int ervi ewer has no formal or
directive questi ons, but his all attention is to the candidate. He encourages
the candidat e to t al k by a littl e proddi ng whenever he is silent e. g. Mr.
Ray, pl ease t ell us about yoursel f after youre graduat ed from hi gh school .
4) Depth Interview:
It is desi gned t o intensel y examine the candidat es background and
thinki ng and t o go into considerabl e detail on parti cular subjects of an
important nature and of speci al int erest t o the candidat es. For example, i f
the candidat e says that he i s int erest ed i n t enni s, a seri es of quest ions may
be asked to test the depth of underst anding and int erest of the candidate.
These probi ng quest ions must be asked with t act and through exhausti ve
anal ysis; i t is possibl e t o get a good pict ure of the candidat e.

5) Stress Interview:
It is desi gned t o test the candi date and his conduct and behavi or by him
under conditi ons of stress and st rain. The int ervi ewer may st art with Mr.
Joseph, we do not think your quali fi cations and experi ence are adequate for
this position, and wat ch the reaction of the candi dates. A good candidat es
will not yi eld, on the cont rary he may subst anti at e why he i s qualified to
handl e the job.
6) Group Interview:
It i s desi gned to save busy executives t i me and t o see how t he candidat es
may be brought t oget her in the empl oyment offi ce and they may be
intervi ewed.
7) Panel Interview:
A panel or int ervi ewing board or selection committ ee may int erview t he
candi dat e, usuall y in the case of supervisory and manageri al positions. This
t ype of int ervi ew pools the coll ective j udgment and wisdom of t he panel in
the assessment of the candidat e and also in questi oni ng the faculti es of t he
candi dat e.
8) Sequential Interview:
The sequenti al i nt erview t akes the one-t o-one a step further and involves a
series of int ervi ew, usuall y util izing the strength and knowl edgebase of each
intervi ewer, so that each int ervi ewer can ask questions in rel ation to hi s or
her subject area of each candidat e, as t he candi date moves from room t o
room.
9) Structures Interview:
In a st ructured int erview, the i ntervi ewer uses preset st andardized questions,
whi ch are put to al l the i nt erviewees. This i ntervi ew is also call ed as
Guided or Pat terned i nt erview. It is useful for valid results, especiall y
when deali ng with the l arge number of applicant s.
10) Unstructured Interview:
It is al so known as Unpatt erned i ntervi ew, the int erview is largel y
unpl anned and the i ntervi ewee does most of t he t al king. Unguided int ervi ew
is advant ageous i n as much as it l eads t o a friendl y conversat ion bet ween the
intervi ewer and t he i ntervi ewee and i n t he process, the l at er reveals mo re of
his or her desire and problems.
11) Mixed Interview:
In pract ice, t he i nterviewer whil e int ervi ewi ng the job seekers uses a blend of
struct ured and struct ured and unst ructured questi ons. This approach i s called
the Mixed Intervi ew. The structured questions provi de a base of i nt erview
more conventi onal and permit great er i nsi ghts i nto the uni que di fferences
bet ween appli cant s.
12) Dinner Interviews:
These int ervi ews may be struct ured, i nformal, or soci all y sit uat ed, such as i n
a restaurant . Decide what to eat qui ckl y, some intervi ewers will ask you to
order first (do not appear indecisi ve). Avoid potenti all y messy foods, such as
spaghetti. Be prepared for the conversati on to abrupt l y change from friendl y
chat to di rect intervi ew questions, however, do not underesti mat e t he val ue of
casual discussion, some empl oyers pl ace a great value on it . Be prepared to

swit ch gears rapi dl y, from fun t alk t o busines s talk.
13) Telephone Interviews:
Have a copy of your resume and any points you want to remember t o say
nearby. If you are on your home tel ephone, make sure t hat all roommat es or
famil y members are aware of the int erview (no loud st ereos, barking dogs
et c. ). Speak a bit slower t han usual. It is cruci al that you convey your
ent husi asm verball y, since t he int ervi ewer cannot see your face. If there are
pauses, do not worry; the intervi ewer i s li kel y just t aki ng some not es.

STEP 4:
REFERENCE CHECK:
Many empl oyers request names, addresses, and tel ephone numbers of
references for the purpose of verifyi ng informat ion and perhaps, gaini ng
additional background i nformati on on an appli cant . Although li sted on t he
applicati on form, references are not usuall y checked until an appli cant has
successfull y reached the fourth stage of a sequent ial sel ection process. When
the labour market i s very ti ght, organisati ons sometimes hire appli cants
before checking references. They should chek all the reference of candidat e.
STEP 5:
SELECTION DECISION:
Aft er obt ai ning i nformation t hrough the preceding steps, sel ection deci sion -
the most criti cal of all t he st eps - must be made. The other st ages in t he
sel ection process have been used to narrow the number of the candidates. The
final deci sion has t o be made the pool of indivi duals who pas t he t ests,
intervi ews and reference checks.

STEP 6: -
PHYSICAL EXAMINATION:
Aft er the sel ection decision and before the job offer is made, t he candidat e is
requi red t o undergo a physi cal fitness t est. A job offer is, often, contingent
upon t he candi dat e bei ng declared fi t after the physi cal examinati on. The
results of the medi cal fitness test are recorded in a st at ement and are
preserved in the personnel records. There are sever al obj ectives behind a
physi cal t est . Obvi ousl y, one reason for a physical test is t o detect if the
indivi dual carries any i nfectious disease. Secondl y, t he test assists i n
det ermini ng whet her an appli cant is physicall y fit t o perform the work.
Thi rdl y, t he physi cal examination information can be used to det ermine if
there are certain physical capabiliti es, which di fferenti ate successful and l ess
successful employees. Fourth, medi cal check-up protects appli cants with
health defects from undert aking work t hat could be detri mental to them or
mi ght otherwise endanger t he employers propert y.

STEP 7: -
JOB OFFER:
The next step i n t he selecti on process is job offer to those applicants who
have crossed all the previ ous hurdl es. Job offer is made through a let ter of
appoint ed. Such a l ett er generall y cont ains a dat e by whi ch the appointee

must report on dut y. The appoint ee must be given reasonabl e time for
reporting. Thos is parti cul arl y necessary when he or she is already in
empl oyment , in whi ch case t he appoint ee is required to obtain a reli evi ng
certi fi cate from t he previ ous employer. Again, a new job may require
movement to another cit y, whi ch means considerabl e preparation, and
movement of propert y.

STEP 8: -
CONTRACT OF EMPLOYMENT:
Aft er the job offer has been made and candi dat es accept t he offer, certain
documents need t o be executed by t he employer and the candidate. One such
document is the at testati on form. This form contai ns vital det ails about the
candi dat e, whi ch are authent icat ed and attest ed by him/ her. Att est ation form
will be a valid record for the fut ure reference.

STEP 9: -
CONCLUDING THE SELECTION PROCESS:
Contrary to popul ar perception, the selection process will not end with
executing the employment cont ract . There i s another st ep amore sensiti ve
one reassuring those candidat es who have not sel ect ed, not because of any
serious defi ci enci es in their personalit y, but because t heir profil e di d not
mat ch the requi rement of t he organisation. They must be tol d that those who
were sel ected were done purel y on rel ative merit.

STEP 10:-
EVALUATION OF SELECTION PROGRAMME:
The broad t est of t he effecti veness of the sel ect ion process i s the qualit y of
the personnel hired. An organisation must have compet ent and committ ed
personnel. The sel ection process, i f properl y done, will ensure avail abilit y of
such empl oyees. How t o evaluat e the effectiveness of a selection pro gramme?
A periodic audit i s the answer. People who work independent of HR
department must conduct audit . The table below cont ains an outline that
hi ghli ghts the areas and questions to be covered in a syst emati c evaluati on.

So this is the ful l process of recruitment and selection which is
discussed in the human resource management.







Selection process of INFOSyS
If we see the steps follow by the INFOSYS during selection process then it is found that the
selection steps are as below shown by the diagram -














Regarding Filling the Application Form:

They will ask to Fill an Application Form before the commencement of the Examination
which consists of 4 pages and regarding our personal details, like

- Date, Place of Birth
- Blood Group
- Allergies
- Last Major illness / Surgery with specific date
- Eye Vision
- Parent's Details
- Passport Details (If not having, no problem)
- Educational Details along with % (from SSC to PG)
- Languages Known
- Previous Working Details (If Experienced)
- Two Reference's Addresses & Details like Email, Ph no.
(can give our HOD's or lecturers Details) for the Verification purpose
- Two Infosys employees details (if known anybody)
- Whether appeared for Infosys or Progeon (Sister concern
of Infosys) previously

- Educational Achievements like Scholarships, prizes
- Extra currical Activities & Achievements
- Etc., and some more details I think so.

Regarding the Exam Pattern:
The Exam is for 1 1/2 Hours, in which 1 Hour is given for 10 Puzzles to solve, and the
Remaining 1/2 an Hour is given to answer 45 Simple English Grammar Questions. In English
It'll be Quite Easy questions.

Regarding Puzzles & English:
The Puzzles is of 50 Marks, and one have to score above 35 to get qualified in the test. They
will take the Puzzles Question Paper after the completion of 1 Hour. So, if there are any
unsolved puzzles, you can note them in the rough paper which they will give you to make the
rough work, and can try to solve them during the English Section. Sometimes, they are asking
two essays and asking to write an essay among them.

If you got selected in the written test, then that's all. You can be confirmed that you got
selected for Infosys. 99% of the people got selected in the written test got selected in the
Interviews also. The remaining 1% those who not selected are because of their
communication skills.

Regarding Interview:
The Interview is of Purely HR Based. There will be Two Persons. One Younger and One
Elder. Younger One make to keep us cool, where as Elder one fire the Questions on us, that
too HR Questions.

The Questions are as Follows: -
Tell me about yourself?
What are Ur Strengths and Weakness?
Explain Ur Project in Clay men Words and Do U tested it or not
why do you want to join in Infosys? What does u know about us?
Why should we hire you? What can u do for us if you are selected?
What are your strengths and Weakness?
What's the time you faced a lot of trouble in your life and how you solved it?
And some more questions like this,
And questions based on your Interests and Hobbies.
They stress mainly on your hobbies, so be careful in answering to those questions.












A NEW STRATEGY of INFOSYS
(60-Second Guide to Hiring the Right People)

0:60 Define the Duties:
To find promising employees, you must first det ermine what you want t hem
to do. Carefull y consider all di rect and associ ated responsibiliti es and
incorporat e them int o a writt en job description. Be careful wi th general titl es
such as t ypist or sales cl erk, as they have di fferent meani ngs t o di fferent
peopl e.
0:49 What it Takes to do them:
Ful fi l l i ng these responsi bi l i ti es wi l l requi re some l evel of ski l l and experi ence,
even i f i t i s an entry-l evel posi ti on. Be reasonabl e about your expectati ons.
Setti ng the bar too hi gh may l i mi t your avai l abl e tal ent pool ; setti ng i t too l ow
ri sks a fl ood of appl i cati ons f rom those unqual i fi ed for the j ob.
0:37 Make i t Worth their Whil e:
Li kewi se, you dont want to be overl y generous or restri ctive about
compensation. State and local chambers of commerce, empl oyment bureaus
and professi onal associ ations can hel p you det ermine appropriate wages and
benefits. Scanning descri ptions of comparabl e jobs in the cl assifi ed ads and
other empl oyment publi cat ions will also provide cl ues about prevailing wage
rat es.
0:38 Spread the Word:
How you adverti se your j ob openi ng depends on who you want to attract. Some
posi ti ons are as easy to promote as posti ng a hel p wanted si gn i n your store
wi ndow or pl aci ng an ad i n your l ocal newspaper. For j obs requi ri ng more
speci al i zed ski l l s, consi der targeted channel s such as trade magazi nes, on -l i ne j ob
banks and empl oyment agenci es (though these may requi re a fee). And don t
overl ook sources such as f ri ends, nei ghbours, suppl i er s customers and present
empl oyees.
0:25 Talk i t Over:
Because you have cl earl y defined t he rol e and requirement s, you should have
little di ffi cult y ident ifyi ng candi dates for int erviews. Make sure you schedul e
them when you have ampl e time t o revi ew the resume, prepare your quest ions
and gi ve the candidat e your undi vided att enti on. Aft er the int ervi ew, jot
down any impressi ons or key point s while t heyre still fresh in your mind.
This will be a val uable reference when it s time to make a deci sion.
0:12 Follow-up on Intervi ews:
You want t o bel ieve your candidat es are bei ng honest, but never assume.
Cont act references t o make sure youre getti ng t he facts or to cl ear up any
uncert ainti es. Professional background checks are a wise invest ment for
hi ghl y sensit ive posi tions, or those t hat i nvolve handli ng substantial amounts
of money and val uables.
0:03 youve Found them; now keep them:
Now t hat youve hi red ideal employees, make sure they st ay with you by
providi ng training and professional development opport unit ies. The small
business experts at SCORE can help you craft human resource poli ci es and
incenti ve plans that wil l ensure your company remains t he small business
empl oyer of choice.


REASONS FOR REJECTION IN THE INTERVIEW (INFOSIS)
1. Poor attitude. Many candidates come across as arrogant. While employers can afford to
be self-centred, candidates cannot.
2. Appearance. Many candidates do not consider their appearance as much as they should.
First impressions are quickly made in the first three to five minutes. (For details regarding
Appearance, refer to the message 'Interview Etiquette' which I had posted earlier in
"CHETANA-JOBS" group).
3. Lack of research. It's obvious when candidates haven't learned about the job, company or
industry prior to the interview. Visit the library or use the Internet to research the company,
then talk with friends, peers and other professionals about the opportunity before each
meeting.
4. Not having questions to ask. Asking questions shows your interest in the company and
the position. Prepare a list of intelligent questions in advance.
5. Not readily knowing the answers to interviewers' questions. Anticipate and rehearse
answers to tough questions about your background, such as recent termination or an
employment gap. Practicing with your spouse or a friend before the interview will help you to
frame intelligent responses.
6. Relying too much on resumes. Employees hire people, not paper. Although a resume can
list qualifications and skills, it's the interview dialogue that will portray you as a committed,
responsive team player.
7. Too much humility. Being conditioned not to brag, candidates are sometimes reluctant to
describe their accomplishments. Explaining how you reach difficult or impressive goals helps
portray you as a committed, responsive team player.
8. Not relating skills to employers' needs. A list of sterling accomplishments means little if
you can't relate them to a company's requirements. Reiterate your skills and convince the
employer that you can "do the same for them".
9. Handling salary issues ineptly. Candidates often ask about salary and benefit packages
too early. If they believe an employer is interested, they may demand inappropriate amounts
and price themselves out of the jobs. Candidates who ask for too little undervalue themselves
or appear desperate.
10. Lack of career direction. Job hunters who aren't clear about their career goals often can't
spot or commit to appropriate opportunities. Not knowing what you want wastes everybody's
time.
11. Job shopping. Some applicants, particularly those in certain high-tech, sales and
marketing fields, will admit they're just "shopping" for opportunities and have little intention
of changing jobs. This wastes time and leaves a bad impression with employers they may
need to contact in the future.





Sample set of INFOSYS PAPER ON 19th AUGUST 2006
1) In a game of cricket azahar scored 28 less than dravid.and sachin scored 72 more than
Azahar.the total runs made by Azahar and robin are 94.robin scored 26 more than
zadeja.dravid scored 26 more than robin. What is the score?Make some equations ..based on
the above datas n solve itits an easy one..
2) Reema and Mona went to shopping, they had spent half of the money plus Rs.2 in butcher
shop, then they had gone to xxx spent half of the remaining +Rs.5.then they went to bakery
and spent half of the remaining amount. Finally Rs.5 was left with them. How many rupees
did they carry.
3) Two train starts from two town for each hour. it takes 5hours to reach other town. how
many trains does the train come across.
4) XYZ and XYZ
+AB -AB
__________ _______________
C D E F BGA
Then find the value of X,Y,Z ,G
5) There are five persons in an office in the post of buyer, clerk, floorwalker, manager, and
cashier. Allen, Benett, Clark, Ewinger, Davis holds the post.
1. Among the 5 two have their lunch time from 11:30- 12:30 and the rest have it in 12:30 -
1:30
2. Mrs Allen and Mrs Benett are sisters.
3. Cashier and floorwalker share their lunch among themselves.
4. Cashier and clerk share Bachelors rooms.
5. Davis and Ewinger doesn't face each other from the day Davis reported Ewinger to the
Manager when he returned from lunch and found out that Ewinger has already left for lunch
before time.
6) A couple had triplets - Annie, Fannie and Danny. One of them broke a drum with flour in
it and there were foot-prints all around the kitchen-floor. The parents could not tell to whom
those footprints belonged coz all of them wore same shoes. Then they asked their children
who did it. Annie said "I didn't do it". Fannie said "Danny did it". Danny said "Fannie is
lying". Only one of them spoke truth while the other 2 were lying. Whose the culprit?

7) a )1,2,3,5,16,_____?

b) 1,2,3,8,--?,224

8) A man starts from XYZ city and drives a constant speed. After some time he sees a
milestone with two digits written on it. after he drives for an hour, he sees another milestone
with the same digits, but in reversed order. After another hour of journey, he sees another
milestone with original digits but with a zero between them.
What was the speed of his car if milestones show kilometers?
9) A man asked a taxi driver his number to which he replied:
If you divide my taxi no with 2,3,4,5 or 6, it leaves a remainder 1, but it is completely
divisible by 11. And theres no other taxi driver in the city having a smaller number than my
taxi who can say the same.
What was his taxi no??

10) There were less than 500 students in a school. one-third of the number of students in the
school was a whole number and so were one-fourth , one-fifth and one-seventh of students in
the school. What's the total no of students in the school?
Engilsh section was there
And then Interview.

You might also like