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Infosys HR Questions Interview Questions
Questions Answers Views Company eMail

Tell me about yourself?

229 416969

Tell me about an innovative approach that you took to accomplish something.

3 9296

About yourSelf ?

1 5006

Have you done database design / development ?

5 9989

why should we give u job ?

24 33664





what do you know about this company ?

3 15817

If HR person asked tell me about yourself then what is the sequence points to tell him the answer

33 75772

What is your Future Plans for the Company if Permanently Employed?

19 166965

Why did you quit your previous company?

17 20741

how to answer freshers "tell me about your self?"

139 369931

I was told give socially responsible person reference for qualification and character in offer letter. Which are valid options? Can I give my brothers/friends/managers reference?

1 3443

why do you want to choose our company(any company where ur attending the interview)

7 12460

what is your weakness ?

36 38961

what is ur weakness?

35 31950

What is the syllabus for NIC exam ?

2026

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Infosys HR Questions Interview Questions


Un-Answered Questions

what is automation testing process? What are the main steps invloved in it?

150


Differentiate between flex 3 and flex 4?

1


How do I open outlook without an account?

1


   You change the PeopleSoft owner schema password will there any effect? If yes now will you resolve it?

557


Case Study Please read the case given below and answer the questions given at the end. One afternoon in June 1972, Rao, industrial engineer of P.M.A. company, was called to the office of his immediate superior V.R. Naik, the production manager. Naik said, “Rao, I want to discuss a situation in the production department. A lot of people feel that Govindan is not the right man for the Assistant Superintendent’s position. The President and others have decided that I have got to fire Govindan or at least move him out of production. Everyone wants to fire Govindan, but I won’t do it to him. I was talking with Bhadra this morning, and we decided that you might be able to make use of Govindan in your department.” Rao was surprised by both the information, and the proposal. Naik concluded his comments with, “Rao, I am asking you to take Govindan. You can say ‘No’. But then he gets fired. I have told Govindan this. Also, Govindan knows that if he goes with you he will take a pay cut. However, I think you can make use of him both to your own and his satisfaction. You are, anyway, carrying out an in-process quality control, and you might be able to make good use of Govindan in view of his long technical experience of production work. Think it over, and let me know by tomorrow.” Rao thought over the matter. PMA company had been a successful enterprise until March 1972 at which time it suffered a sharp decline of profits : sales had fallen off, and production costs had risen. The President adopted three measures which he hoped would improve the condition. First, by creating an Industrial Engineering Department for establishing work standards on all production operations, to determine which manufacturing costs were out of line and where remedial action should be taken. Rao, 28 years old, who had been with the company for two years in the Purchasing department, was selected. Rao had B.E. and MBA degrees to his credit. What he lacked in his business experience he made up by his eagerness to learn. He was ambitious and liked by his associates. He wanted a transfer from Purchasing to Production for better opportunities for advancement. Secondly, he consulted a Management Consultation firm to make a study of the Production Department. They pointed out that the chain of command was too long from Production Manager through Plant Superintendent through Assistant Superintendent to Foremen. They recommended the elimination of the position of Assistant Superintendent. Thirdly, he engaged an Industrial Psychologist to appraise all the Supervisory Personnel. Govindan had been with the company for 20 years since its founding and during this period had worked on every production operation, and his last 11 years had been in supervisory capacity. His manners were rough and aggressive, he had little formal education. The industrial Psychologist’s report about Govindan contained the following points: (i) Evaluation for the position of Assistant Superintendent : Not good enough. (ii) Capacity for good human relations in supervision : Will have friction frequently. (iii) Need for development counseling: Counseling greatly needed. (iv) General evaluation: Govindan had a good ability profile. He suffers from a sense of inferiority. He does not like the responsibility of making decisions. His supervision is that of Autocratic type. Though he has the ability, as far as his personality make-up is concerned, he is out of place in the present position. Questions: 1. What is the problem in the case? Explain. 2. Explain Govindan’s behavior and work experience vis-à- vis the psychologist’s report. 3. How do you see Naik’s suggestion to Rao? Give reasons. 4. What are Rao’s considerations in taking a decision? What should he do? Explain.

4654






what is the purpose of quick access toolbar?

19


what is treatment emergent events and treatment emregent adverse event

1478


What is the mime type definition for atom files?

93


what is the infotype for repairment?

1574


Describe the transwell migration assay?

2099


what qualities do you look for in your manager/senior?

132


Name important annotations used in JAX-WS API?

66


Is a3 bigger than a4?

47


Can you install windows 10 on a server?

10


What is the result of pow(x,y)?

105