Interview Guide

GDPI DECODED

GROUP DISCUSSION (GD)

A group discussion is a conversational or interactive forum where a group of individuals shares ideas, opinions, and perspectives on
a particular topic or issue. It often involves a structured format where participants express their thoughts, listen to others, exchange
viewpoints, and collaborate to reach conclusions or solutions. “It’s often used to assess candidates during job interviews, as part of
academic settings, or in organization decision-making processes.”
A structured and purposeful interactive verbal process facilitates the exchange of ideas systematically. Its primary purpose is
to assess if candidates possess specific personality traits and skills desired by an organisation. Group Discussions (GD) serve as a
global standard for evaluating candidate personalities, aiding in shortlisting for interview processes. However, the challenge within
group discussions often arises as many participants perceive it as a debate. Despite understanding the term ‘Group Discussion’, they
tend to engage in more of a debate rather than fostering a collaborative discussion.

GROUP DISCUSSION Vs. DEBATE

y In a debate, participants take sides ‘for’ or ‘against’ a motion, with the most persuasive argument prevailing. In contrast, a Group
Discussion (GD) involves discussing a common topic to initiate discourse.
y Debate leans toward competitiveness, while GD emphasizes cooperative group dynamics.
y An ideal GD involves participants collaborating rather than adversarial competition, as seen in debates.
y In debates, the focus is on finding flaws and counterarguments, whereas GD aims to broaden the topic’s perspective by adding
new points.
y A key disparity lies in the approach: debates start with opposing groups, while discussions evolve, allowing participants to refine
their views.
y Active contribution to collective knowledge is pivotal in GD, contrasting with attempts to undermine others in debates.
y The difference extends beyond format to mindsets; GD assesses team–playing skills by emphasising understanding others’
perspectives while presenting one’s own and reaching a feasible and mutually acceptable solution as a team.

Why do B-schools conduct Group Discussions?

Group discussions are a common part of the selection process for business schools for several reasons:
y Assessing Communication Skills: B–schools emphasize strong communication abilities. Group discussions allow them to
evaluate how candidates express their ideas, articulate thoughts, and engage in conversations with others.
y Teamwork Evaluation: Business environments require effective teamwork. Group discussions help assess how well candidates
collaborate, listen to others, and contribute to group objectives.
y Problem–Solving and Critical Thinking: B–schools seek individuals with strong problem–solving and critical–thinking skills.
Group discussions present scenarios or topics that candidates must analyze and discuss, showcasing their ability to think on their
feet.
y Leadership Potential: Leadership qualities are highly valued in business. Within a group setting, candidates might naturally
exhibit leadership traits, such as guiding discussions, motivating others, or steering the conversation toward a resolution.
y Conflict Resolution: Business environments often involve conflict. Observing how candidates handle disagreements, negotiate,
and reach consensus during group discussions provides insights into their conflict resolution skills.

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y Assessing Interpersonal Skills: B–schools look for candidates with strong interpersonal skills. Group discussions allow
evaluators to gauge how candidates interact, listen, persuade, and build upon others’ ideas.
y Observation of Attitude and Behavior: The way candidates engage in a group setting can reveal their attitude, behaviour, and
approach to teamwork and collaboration, which are crucial in professional settings.
In essence, group discussions serve as a microcosm of real–world business scenarios, allowing B–schools to assess a wide array
of skills and traits that are vital for success in business environments. They provide a dynamic platform to evaluate candidates
beyond academic qualifications, focusing on their practical abilities to work in teams, communicate effectively, and solve
problems collaboratively.

What makes the inclusion of identifying the above skills in the selection process so crucial?
y Real–life situations within organisations involve collaborative work; decision–making often involves discussions with superiors,
peers, or subordinates.
y Many scenarios mimic a Group Discussion setup, where individuals must interact simultaneously with multiple people.
y Without possessing the skills mentioned earlier, individuals might struggle to fulfil their roles effectively within the organisation.
y The selection panel aims to assess these crucial skills in potential recruits to ensure their suitability for the role.
y As a result, Group Discussions frequently feature in the selection process to gauge candidates’ abilities in interactive scenarios.

Group Discussion Process

y Participants are arranged in circular, semi–circular, U–shaped, or rectangular seating patterns, overseen by one or more moderators
managing the Group Discussion.
y Typically known as moderators, these coordinators introduce the discussion topic. Candidates usually receive a 2 to 5–minute
preparatory period before the conversation initiates.
y Discussions commence upon the moderator’s cue and cease upon their instruction.
y Group sizes significantly vary across institutions, generally spanning from eight to fifteen participants, occasionally accommodating
larger groups of 20 or more.
y Moderators, often seasoned professionals, possess the skill to assess each member’s performance, even within larger group
dynamics.

Roles of Participants in a Group Discussion

y Initiator: Commences discussions, guiding the group positively and steering the conversation; leaving a favourable impression
on the jury.
y Information Seeker and Giver: Provides accurate facts, showcasing strong general knowledge, essential for effective
participation.
y Process Facilitator: Demonstrates adaptability within the organisation by smoothly navigating the discussion process; failure to
do so could impact selection prospects.
y Opinion Seeker: Remains open to others’ ideas, an essential quality in great leaders, willing to accept feasible viewpoints.
y Illustrator: Validates points by elaborating and supporting them with relevant examples.
y Co–ordinator: Handles conflicting opinions among members, leading the group to a mutually agreed-upon argument; consolidates
scattered thoughts into a unified theme.
y Leader: Directs discussions towards the topic, showcasing leadership attributes by guiding the conversation effectively during
the group discussion.

Positive vs Negative traits of participants in a Group Discussion

Positive Traits Negative Traits
Analytical ability Indecisiveness
Clarity Lack of ideas
Coherence Timidity

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 Positive Traits Negative Traits
Fluency Rudeness
Smartness Incoherence
Logicality Vagueness
Curiosity Ignorance
Decisive Capability Aggression
Persuasiveness Shyness
Flexibility of thoughts Confrontational
Team Spirit Distraction

Some DOs in a Group Discussion

y Engage in speaking; avoid remaining silent. Express your thoughts openly.
y Avoid dominating the conversation or talking excessively.
y Ensure everyone gets an opportunity to contribute.
y Maintain eye contact with all members of the group.
y Demonstrate active listening skills.
y Refrain from interrupting others while they speak.
y Stay focused on the topic and avoid irrelevant discussions.
y Encourage participation from those who are quiet.
y Refrain from engaging in arguments.
y Avoid initiating debates within the group.
y Refrain from repeating already discussed points; stay attentive.
y Seek clarification for any doubts before sharing your thoughts.
y Keep your contributions concise.
y Strive to speak without grammatical errors.
Some DON’Ts in a Group Discussion
y Avoid Monopolising the Discussion: Refrain from dominating the conversation.
y Steer Clear of Aggressive Behaviour: Avoid confrontational or aggressive tones, and maintain a respectful and cooperative
demeanor.
y Respect each participant’s chance to speak: Avoid interrupting or talking over others.
y Stay On Topic: Avoid going off–topic or introducing irrelevant points, focus on the main theme of the discussion.
y Don’t Speak Without Substance: Avoid speaking just for the sake of speaking, ensure your contributions are meaningful and
relevant.
y Refrain from Personal Attacks: Avoid personal criticisms or attacks on other participants, keep the discussion focused on ideas
rather than individuals.
y Don’t Display Negative Body Language: Avoid negative body language such as eye rolling or dismissive gestures, maintain
open and attentive body language.
y Avoid Using Jargon Unnecessarily: Refrain from using excessive technical or industry-specific jargon, ensure your language
is accessible to all participants.
y Don’t Panic if you are unfamiliar with a Topic: Instead of panicking, calmly listen to others’ viewpoints, try to contribute based
on general knowledge and common sense.
y Avoid Overlooking Quiet Participants: Pay attention to quieter participants and encourage their participation, don’t let a few
dominant voices overshadow others.

GDPI Decoded 3
y Refrain from Repeating Points: Avoid reiterating the same points repeatedly, contribute new perspectives or build upon existing
ideas.
y Don’t Exhibit Closed–mindedness: Stay open to considering different viewpoints, avoid rigidly sticking to one perspective
without considering alternatives.
y Avoid Excessive Use of Fillers: Minimise the use of fillers such as “um,” “uh,” or repetitive phrases and ‘aim’ for clear and
concise communication.
y Don’t Disregard Time Limits: Adhere to specified time limits for speaking, respect the group dynamics and allotted discussion
time.
By being mindful of these “Don’ts,” you can contribute positively to the group discussion and create a constructive and inclusive
environment.

How should my overall conduct be in a Group Discussion?

y Balance Listening and Speaking: While being a patient listener is appreciated, it’s important to interject and express your
thoughts after letting others finish theirs.
y Choose Neutral Words: Use words that are neutral and avoid offending anyone’s sentiments during discussions.
y Assertiveness Matters: Being assertive during discussions leaves a positive impression on the jury and positions you as a leader
among other candidates.
y Handle Criticism: Be open to criticism and address it positively if valid; counter unsubstantial criticism politely.
y Active Participation is Key: Active involvement throughout the discussion significantly impacts success chances; avoiding
silence portrays knowledge and confidence.
y Respect Every Participant: Maintain dignity and respect for all participants, showcasing leadership traits that value every team
member equally.
y Lead the Discussion: Taking control of the conversation illustrates leadership qualities and provides an advantage in the
discussion.
y Conclude Effectively: Concluding a discussion is as crucial as initiating it; ensure a concise and relevant conclusion in line with
the topic.

Members’ introduction before the commencement of a group discussion

y Introduction Protocol
 The moderator typically doesn’t introduce individual members to each other in a Group Discussion.
 Occasionally, nameplates identifying participants may be placed on the table, but this isn’t a common practice.
 In most cases, the moderator guides participants to their seats and commences the discussion once everyone settles in.
y Self–Introduction Guidelines
 At times, the moderator might request participants to introduce themselves.
 In such instances, prepare to share your name, hometown, college name, degree field, and current job role if applicable.
 Keep the introduction concise, aiming for 15 to 20 seconds maximum.
y Sample Introductions
 A fresh graduate not currently working could say: “Hello, I’m Dinesh Kumar. I did my B. Tech. from Trinity Institute of
Technology, Bhopal.”
 A graduate working at TCS might say: “Hello, I’m Rakesh Meena, an IIT Mumbai B.Tech. graduate. Currently, I work as a
Software Engineer at TCS, Pune.”
 A B.Com student from Hansraj College might say: “Hi, I’m Amit Shrivastave. Studying B.Com. at Hansraj College, Delhi.”

What should I do once the topic has been assigned for the Group Discussion and after it gets completed?
y Carry Necessary Tools
 Bring a pen/pencil and paper to the Group Discussion.
 Helps in promptly noting down the given topic and jotting down key points while others speak.

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y Effective Note–Taking
 Take notes to remember key ideas when someone else speaks.
 Facilitates recalling these points when it’s your turn to contribute, preventing the risk of forgetting earlier ideas.
y Summary Writing Possibility
 Generally, no summary requirement is mandated by the moderator.
 However, in some instances, the moderator might request a summary from the participants after the discussion ends.
y Expectations of Summary Writing
 Participants should concentrate on others’ contributions as a summary might be requested unexpectedly.
 The summary isn’t a personal opinion but a concise reflection of the group’s discussions.
y Content of the Summary
 It should encapsulate the various issues discussed by the group briefly.
 Include the essence of the group’s discussion on each issue and highlight any overlooked points.
y Summary Length
 Aim for a concise summary, typically around 10–15 lines, reflecting the discussion’s core points.

Importance of Content in a GD
y Content as a Primary Factor
 Content holds the ‘utmost’ importance in a Group Discussion.
 It reflects how well–informed and well–read you are about the topic.
y Knowledge’s Role in Discussion
 Knowledge represents the “what to say” element in a Group Discussion.
 Displaying depth in your understanding is critical for a successful performance.
y Relevance of Knowledge
 Sound subject knowledge is crucial; other skills are less valuable without it.
 Demonstrating a strong understanding of the topic is pivotal for evaluation.
y Displaying Understanding
 Clear expression of understanding various aspects of the topic is essential.
 The presentation of valid points positively impacts evaluation.
y Contribution to Group Knowledge
 Expectation to enhance the group’s overall knowledge through valuable contributions.
 Your input should add value to the group’s interaction and discussions.
y Demonstrating Knowledge
 It’s crucial to consistently display knowledge during the discussion.
 Seize every opportunity to showcase your understanding of the topic.

What topics can one expect in a Group Discussion?

y Political Topics
 Frequently seen in Group Discussions, political topics tend to draw participants into emotional expressions if not approached
carefully.
 Discussing politics as a hobby differs significantly from discussing it in selection processes for management schools or
organisations.
 Example topic like “Should India move towards a Presidential system of Governance” necessitates a comprehensive
discussion:
 Requires understanding not only the political aspects but also the nature of coalition politics, its social and economic
implications, and India’s economic challenges influenced by the political landscape.
 Discussion scope extends beyond coalitions; thorough preparation includes allied areas:
 Preparation should cover scenarios like the possibility of communist governance or strategies to attract foreign investments,
among other interdependent aspects.
 Notes should be made during the study for incorporation into the Group Discussion.

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y Social Topics
 Another significant portion of GD topics covers social issues like “Caste–based Discrimination: Eradicating the Age-old
Practice” or “Mental Health Awareness and Stigma in Indian Society.”
 Social topics often have a national base but may contain region-specific elements.
 Requires clarity on both the generic nature of the topic and its specific manifestations:
 Understanding the national recognition of issues alongside regional differences in their criticality.
 For instance, contrasts in economic development and wealth distribution between regions, such as the economic prosperity
of states like Maharashtra compared to the relatively lower economic development in some northeastern states.
y Economic Topics
 The majority of GD topics from various institutes revolve around economics, focusing on India or international scenarios.
 Examples include topics like “FDI (Foreign Direct Investment) in Retail Sector: A Boon or Bane for Indian Economy” or
“Impact of COVID–19 on Indian Economy: Recovery and Resilience.”
 Emphasises the need for strong content and knowledge; requires familiarity with critical economic indicators:
 GDP, plan outlay, budgetary sectoral allocations, trade and fiscal balances, export and import details, banking concepts,
interest rates, stock indices, etc.
 Understanding trends and impacts of economic indicators is crucial; memorization of statistics isn’t mandatory, focus on
comprehending movements.
 A thorough understanding of major national and global economic developments is essential.
y Information technology based Topics
 Given the era of IT revolution, these topics feature prominently.
 Discussion doesn’t require in–depth programming or hardware knowledge.
 Merely having a computer–related course background doesn’t guarantee superior content; understanding concepts like
Artificial Intelligence and Cybersecurity is essential for meaningful participation.
y Sports/Films Related Topics
 Commonly seen in GDs, topics revolve around recent tournaments like the World Cup or the Olympics.
 Topics may encompass the entire discipline or focus on specific aspects like “Olympic Sports Development in India:
Roadblocks and Solutions” or “Doping in Indian Sports: A Threat to Fair Play.”
 Lack of personal interest in sports should not hinder participation; awareness of major sporting events and societal reactions
to films is essential.
 Cinema and sports are integral to Indian society; participation in discussions requires basic knowledge about these topics.
y Abstract Topics
 No specific knowledge about the topic is necessary; discussion relies on worldly knowledge and common sense.
 Examples include topics like “The Paradox of Choice: Freedom or Confusion?” or “The Fluidity of Identity: Beyond Labels
and Stereotypes.”
 Discussions on abstract topics can be challenging, as they often seem simple initially but become intricate during the
discussion.
 Successful discussions on abstract topics require participants to establish clear boundaries on what aspects to discuss.
 Best approached using appropriate exemplification to give meaning to the abstract thought.

What should my stance be in a Group Discussion?

y Many students often misunderstand the fundamental nature of a Group Discussion.
y Unlike a debate where one must take a clear stance for or against a topic, a Group Discussion requires participants to explore all
aspects of the given subject.
y Avoid starting the discussion with statements strongly supporting or opposing the topic, as this limits your perspective.
y Taking a specific position limits the number of points available to discuss, whereas remaining neutral allows for a more
comprehensive exploration.
y By discussing both sides of the topic, you provide a fuller picture and contribute to a more enriching conversation.
y It’s not contradictory to present arguments for and against a topic; the key lies in how you articulate your points.

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y Instead of stating a clear stance, acknowledge that there are merits and demerits to the topic, and explore both sides of the discussion.
y Just as every coin has two sides, every topic has its positives and negatives, and a complete discussion requires consideration of
both aspects.
Importance of quoting statistics in a Group Discussion
y Utilise statistics and figures if they enhance your point or improve the presentation of your argument.
y Be cautious about using figures as there’s a risk of inaccuracies and incorrect quoting.
y Qualitative statements can effectively support your argument without the risk of providing incorrect figures.
y For instance, when discussing issues like unemployment, use statements like “The unemployment rate in our country has
increased tremendously as compared to the last year, indicating a concerning trend in job availability” if you don’t remember the
exact percentage.
y If someone else provides incorrect statistics, consider addressing it only if it has a direct impact on your subsequent points.
y Pointing out mistakes solely for the sake of correction doesn’t contribute positively to the discussion and doesn’t earn marks.
y Marks are awarded for your constructive contributions rather than highlighting others’ errors.
How do I ensure extensive coverage of topics for a Group Discussion?
y Diversify Your Reading
 Read a wide range of materials, including newspapers, business magazines, online publications, and academic journals.
 Cover diverse subjects such as economics, politics, social issues, technology, environment, and international affairs.
y Stay Updated with Current Affairs
 Regularly follow current affairs to stay informed about the latest events and developments.
 Focus on both national and international news to broaden your perspective.
y Create a Reading Schedule
 Allocate specific time each day for reading and staying updated on various topics.
 Use a variety of sources to ensure a well–rounded understanding of issues.
y Explore Business and Economic Publications
 Read business newspapers, magazines, and reports to understand industry trends, market dynamics, and corporate strategies.
 Explore case studies and business publications to gain insights into management practices.
y Use Online Platforms
 Explore online platforms, forums, and educational websites to access a diverse range of articles, discussions, and opinion pieces.
 Engage in online communities to discuss and exchange ideas with others.
y Follow Social Media
 Follow reputable social media accounts, pages, and groups related to business, economics, and current affairs.
 Platforms like LinkedIn and Twitter can provide real–time updates and diverse perspectives.
y Join Discussion Groups
 Participate in discussion groups or forums related to business and management topics.
 Engage in conversations with professionals, academics, and peers to gain different viewpoints.
y Focus on Academic Publications
 Access academic journals, research papers, and publications relevant to business and management.
 Understand theoretical frameworks and concepts that may be applicable in a business context.
y Utilise Educational Resources
 Explore educational platforms, webinars, and courses that cover a variety of business–related topics.
 Many reputable platforms offer free and paid courses on business and management subjects.
y Practice Regularly
 Engage in mock GDs with peers to apply your knowledge and practice articulating your ideas on different subjects.
 Practice presenting arguments from various perspectives to ensure versatility.
By adopting these strategies, you’ll be better equipped to handle a wide array of topics during B-school Group Discussions,
showcasing your versatility and depth of knowledge.

GDPI Decoded 7
PERSONAL INTERVIEW (PI)
A personal interview conducted by business schools is a structured and interactive conversation between an applicant and a panel of
interviewers, typically faculty members or professionals associated with the institution.
This interview aims to assess the candidate’s suitability for admission by evaluating various aspects such as communication
skills, critical thinking abilities, knowledge of the subject, interpersonal skills, and overall personality traits. The interview provides
an opportunity for the candidate to elaborate on their academic and professional background, showcase their achievements, express
their motivations for pursuing the program, and demonstrate how they align with the values and objectives of the business school.
The interviewers may pose questions related to the candidate’s past experiences, future goals, and their potential contributions
to the academic community. Overall, the personal interview serves as a crucial component of the admission process, allowing the
business school to gain deeper insights into the candidate’s capabilities and potential fit within the academic environment.
y Interview Panel Composition
 The interview panel typically comprises 2–3 members, often professors of the institute.
 Some institutes may have an alumnus or an industry professional as part of the panel.
 In certain cases, a psychologist may also be included in the interview panel.
y Duration of Interviews
 Interviews at management institutes can last anywhere from 5–6 minutes to 30–40 minutes.
 The duration of the interview does not necessarily indicate the outcome; both short and long interviews are common.
y Importance of Interview Duration
 Candidates should not conclude about their chances based solely on the duration of the interview.
 A short interview is not necessarily indicative of a negative outcome, and a long interview does not guarantee a positive result.
y Role of Interviews in the Selection Process
 Interviews are integral to the selection process in management institutes across the country.
 Weightage for the interview component varies, ranging from 10% to 40% in different institutes.
 Even if a management institute does not have a Group Discussion, interviews are often a mandatory part of the selection
process.
y Dean’s/Head’s Interview
 In institutes with multiple interviews, one interview may be conducted by the dean/head of the institute.
 This particular interview is typically conducted by the dean/head alone, without additional panel members.
y Variety of Questions
 Questions asked during interviews can cover a variety of areas, and the panel may inquire about diverse topics.
 Management institutes differ in their interview structures, with some having only one interview and others having multiple
interviews

How should I dress for the interview?

For Men
y Suit: Wear a well–fitted, solid–coloured suit in neutral tones such as navy, charcoal, or black.
y Shirt: Choose a crisp, long-sleeved dress shirt in a light colour like white or light blue. Make sure to tuck your shirt in.
y Tie: Wear a conservative tie that complements your suit. Avoid overly bright or flashy patterns.
y Shoes and Belt: Ensure your shoes are polished and match your belt in colour. Opt for classic, formal shoes.
y Grooming: Maintain a neat and well–groomed appearance. Ensure your hair is tidy and your facial hair is trimmed if applicable.
For Women
y Suit or Professional Dress: Wear a tailored suit or a professional dress in neutral colours. Ensure the outfit is conservative and
business–appropriate.
y Blouse or Shirt: Pair your suit with a collared blouse or button–down shirt. Choose subtle colours or patterns.
y Shoes: Opt for closed-toe, low-heeled shoes that are polished and complement your outfit.
y Accessories: Keep accessories simple and elegant. A watch, modest earrings, and a professional handbag can enhance your look.
y Grooming: Maintain a professional appearance with well–groomed hair and minimal makeup.

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General Tips
y Fit: Ensure your attire fits well. Ill-fitting clothes can distract from your overall appearance.
y Conservatism: Choose conservative styles over trendy or flashy options. The focus should be on your qualifications, not your
clothing.
y Cleanliness: Ensure your clothes are clean, pressed, and free from wrinkles.
y Comfort: Wear something you feel comfortable in to boost your confidence during the interview.
y Avoid Distractions: Minimise accessories and avoid anything that could be distracting, such as loud patterns or excessive
jewellery.
Remember, dressing professionally for a B–school interview is about creating a positive and polished impression. Tailor your attire
to align with the conservative and business–oriented environment of the academic and professional setting.

What is the appropriate way to enter the interview room, and what actions should be taken upon
entering?
y Entering the Interview Room
 When summoned, either a panel member or an assistant will invite you into the room.
 Gently knock on the door and confidently enter without hesitation, saying, “May I come in, sir.”
 If advised to wait, respond with assurance, saying “Sure, sir,” confidently exit, and patiently wait until called in.
y Upon Entering the Room
 Extend a courteous greeting with a “Good morning” or “Good afternoon” upon reaching the interviewers’ table.
 Briefly pause, then smoothly pull out a chair and sit down.
 Embrace a posture that exudes seriousness, avoiding any casual expressions such as leaning back or rocking the chair.
 Feel free to position your hands on the armrests or in your lap.
y Regarding the Interviewers’ Table
 In most instances, a table will separate the interviewers and the candidate.
 Prepare mentally for a scenario where there might be no table.
 Avoid leaning on the interviewers’ table, respecting it as their property.
 Keep your file in your lap, utilising the table when needed for tasks like writing or drawing in response to a question.
Afterward, retrieve your file and paper, placing them back in your lap.
y Leaving the Interview Room
 Once the interview concludes, stand up calmly and confidently.
 Politely thank the interviewers for their time and consideration.
 Exit the room gracefully, avoiding any hurried movements.
 Close the door gently behind you, demonstrating respect for the interview environment.
 Maintain a positive and professional demeaner until you are completely out of sight.

What qualities and attributes does the interview panel seek in a candidate during an interview?
y Interviewer’s Criteria for a Suitable Candidate
 Capability for Management Course
 Potential for Higher Levels of Responsibility
 Assessment Based on Knowledge and Behavioral Dimensions
y Desired Qualities in a Candidate
 Sufficient Knowledge
 Inclination and Ability to Apply Knowledge for Career Advancement
 Alignment with Ethical and Moral Values

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y Parameters for Evaluation
 Breadth of Knowledge and Content
 Balanced Discussion of Issues
 Logical Flow of Ideas
 Demonstrated Thought Process
y Essential Traits for Interview Success
 Possession of Required Knowledge
 Balanced Mindset
 Willingness to Learn
 Clear Goal Orientation

How are the above qualities assessed by the interview panel?

y Assessment Process
 The interview panel evaluates candidates through a variety of questions.
 Emphasis is placed on observing the candidate’s responses to these questions.
y Qualities Sought
 Key qualities sought in candidates include:
 Level of knowledge
 Conceptual understanding of issues
 Clarity of thought
 Communication skills
 Career planning
 Basic personality and reactions to situations
y Knowledge as a Priority
 Knowledge is considered the most crucial attribute by interviewers.
 It spans various areas such as academics, extra–curricular activities, general awareness, and industry–specific knowledge for
experienced candidates.
y Understanding of Issues
 Apart from knowledge, a fundamental understanding of relevant issues is vital.
 Panel members focus on the candidate’s conceptual grasp, not just exam scores, to assess understanding.
y Application of Knowledge
 Interviewers are interested in a candidate’s ability to apply learned concepts to different areas.
 Clarity of thought reflects the thinking process, influencing answers to various questions.
y Communication Skills
 Clear and succinct expression of ideas is a crucial attribute.
 Communication skills, as emphasised in group discussions, play a significant role in the interview.
y Career Planning
 Candidates are evaluated on how well they have thought about and planned their careers.
 The panel seeks assurance that the candidate’s presence is intentional and not coincidental.
y Personality Evaluation
 Personality–related aspects, including value systems, are part of the evaluation process.
y Reaction to Situations
 Interviewers may create situations to observe how candidates react.
 The ability to think on one’s feet and respond effectively is considered essential in real-life situations.

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What are the types of questions asked in the Interview?
y Interview Coverage
 Interviews encompass various areas with diverse question types.
 While not all interviews include every question type, candidates should anticipate and prepare for a range of questions.
y Key Interview Areas and Questions
 Background: Family, Native Place, Self
 Academics/Work Experience/Internships
 Current Affairs
 Personality–related
 Questions based on Ethics
 Career
 Hobbies/Interests
y Comprehensive Coverage
 These areas generally cover a wide spectrum of question types encountered in interviews.
 Specific questions may vary based on the individual being interviewed or the institute/course in question.
y Possibility of Specialized Questions
 Certain areas may be tailored to the interviewee or the specific context of the interview.
 Not all mentioned areas may be covered, and an interview might focus entirely on a specific category.
y Varied Interview Focus
 It is conceivable that an entire interview revolves around one of the aforementioned areas.
 Candidates should remain flexible and prepared for different interview structures.

How do I respond to “Tell us something about yourself”

y Nature of Answers
 No definitive or correct answer exists for most questions, except factual ones.
y Significance of “Tell Us Something About Yourself” Question
 Commonly the initial inquiry in many interviews.
 Serves a dual purpose
 Eases the candidate into the interview with a relatively simple question.
 Allows interviewers to gather basic information and review application/bio-data.
y Importance of the Question
 Despite its simplicity, it holds significance.
 Often sets the groundwork for the entire interview, influencing subsequent questions based on the candidate’s response.
y Guidelines for Responding
 Briefly cover educational background.
 For employed individuals, mention the company name, designation, and responsibilities.
 Optionally explain achievements.
 Provide insights into personality, likes, etc.
y Family Background Inclusion
 Briefly mention family background if desired but not obligatory.
y Overall Approach
 Craft a response efficiently summarising key aspects: educational background, work, achievements, and personal traits.
 Recognize that this introductory answer may shape subsequent interview questions.

How do I prepare for questions based on my academic profile?

y Level of Academic Questions
 Common query in management institute interviews pertains to the level of academic questions.
 Focus on understanding basic concepts covered in undergraduate or 11/12 standard education.

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y Significance of Academic Questions
 Notable weightage is given to academic questions in interviews, particularly at institutions like IIMs.
 In certain subject knowledge interviews, nearly half the interview duration may be dedicated to academic inquiries.
y Preparation Scope
 Comfort with fundamental concepts from school/college areas is essential.
 Derivations may not be a concern, but readiness to apply concepts to specific situations is crucial.
y Subject Selection and Preparation
 Panelists may inquire about your subject of interest for targeted questioning.
 Avoid a generic response like “any subject” and instead identify two subjects for in-depth preparation.
 Thorough knowledge in these chosen subjects is vital for impressing the interview panel.
y Subject of Choice
 View the question about your preferred subject as an opportunity to showcase expertise.
 Be prepared for detailed discussions on at least two subjects, emphasising thorough understanding.
y Caution in Subject Selection
 Choose subjects where you excel and can confidently discuss the intricacies.
 Poor performance in a specified subject can negatively impact the evaluation of your abilities.
y Project Understanding
 If you have undertaken a project, ensure comprehensive knowledge, even for group projects.
 Thorough familiarity with the project, regardless of its collaborative nature, is essential.

How do I prepare for questions based on my work experience?

y Academic Questions for Working Professionals
 Potential inquiry about academics even for those currently employed.
 Despite years since academic pursuits, preparation is advisable.
y Focus on Work Experience
 Candidates with work experience may face significant questions related to their professional background.
 Even with up to 2 years of work experience, academic questions may still arise, emphasising the importance of academic
review.
y Types of Work Experience Questions
 Questions encompass various aspects of your job
 Job responsibilities
 Work approach
 Targets
 Reporting structure (both superiors and subordinates)
y Company–Related Questions
 Inquiries extend to details about the company:
 Turnover
 Product portfolio
 Market share
 Key customers
y Competitive Landscape Questions
 Exploration of competition–related knowledge
 Competitors’ names and products
 Product comparisons
 Competitors’ market share
 Awareness of potential threats and advantages of environmental changes

12 Interview Guide
y Finance/Accounts Focus
 For those with finance/accounts background
 Awareness of company performance on stock markets is crucial.
y Functional Area and Daily Activities
 Expect questions specific to your functional area and routine tasks.
y Effective Communication of Job Role
 Emphasise the importance of presenting job responsibilities effectively.
 Even if performing well, clarity in communication is essential to avoid misperceptions by interviewers.

How do I prepare for questions based on Current Affairs?

y General Awareness Questions
 Questions on general awareness are not limited to written tests; they are also integral to interviews.
 Purpose: Evaluate your awareness of current events globally, including economic, social, and political issues.
y Coverage of Economic and Non-Economic Topics
 Panel members may inquire about economic and non–economic subjects, assessing your depth of knowledge.
 Reading newspapers and magazines, including business publications, can enhance your preparedness.
y Focus on Place of Stay
 Significant attention has to be given to your current or native place.
 Topics of interest include:
 History of the place, especially if there are noteworthy historical events.
 Current developments in the region.
y Residence and Current Location Awareness
 Residents staying in a different city for education or work should be familiar with both places.
 Example: A person originally from Madhya Pradesh but currently working in Maharashtra may face questions about Madhya
Pradesh and Maharashtra.
y Diversity of Topics
 Questions can span a range of subjects, from political scenarios to cultural aspects
y Emphasis on Historical and Current Knowledge
 Recent trends show increased emphasis on questions related to the history and current affairs of places.
 Special efforts are recommended to enhance knowledge about the history and current issues of both past and present places
of residence.

How do I tackle “Personality based questions”

y Personality–Related Questions
 Interviewers often pose questions in the area of personality, encompassing two main types.
y Type 1: Strengths and Weaknesses
 Frequently asked and a crucial question in interviews.
 Requires thoughtful consideration and preparation.
y Type 2: Value Systems
 Questions focus on your beliefs and values.
 Common themes include honesty, integrity, and scenarios testing your commitment to these values.
y Strengths Exploration
 Avoid relying on a generic list; assess your unique personality.
 Identify strengths such as hardworking nature, congeniality, convincing ability, discipline, punctuality, goal-oriented and
analytical problem–solving approach, teamwork, etc.

GDPI Decoded 13
y Personalised Strengths List
 Emphasise your strengths, not a predetermined set.
 Anticipate follow–up questions, like providing situations where your strengths were evident.
y Acknowledging Weaknesses
 Recognize that everyone has weaknesses; it’s normal.
 Interviewers are interested in your self–assessment and efforts to overcome weaknesses.
y Avoid Denying Weaknesses
 Claiming no weaknesses can reflect poorly on self-assessment capabilities.
 Seek input from close friends and family to identify weaknesses and prepare strategies for improvement.
y Common Weaknesses
 Acknowledge common weaknesses such as lack of punctuality, impatience, and decision-making challenges.
 Be prepared to discuss steps taken to address and overcome identified weaknesses.

How do I tackle questions based on Ethics?

y Handling Questions on Corruption and Bribery
 Response to Honesty and Integrity Questions
 Emphasise unyielding commitment to honesty in responses.
 Avoid practical considerations that may suggest a willingness to engage in corruption or bribery.
y Maintaining Integrity in Responses
 Avoid Practical Compromises
 Refrain from responses that might imply a tendency towards corruption for practical reasons.
 Steer clear of giving the impression that bribery is a convenient solution.
y Approach to Unfair Means for Task Achievement
 Balanced Stance
 Exercise caution when addressing the use of potentially unfair means to achieve a task.
 Avoid an excessively self–righteous stance that could lead to contradictions.
y Blending Reality with Ideals
 Practical and Believable Responses
 Combine realistic considerations with your ideals in crafting responses.
 Ensure your answers are credible, resonating with the interview panel rather than sounding scripted.

How do I tackle questions based on Contentious issues?

y Interviewer Expectations
 Looking for candidates capable of assuming high responsibilities in organisational leadership.
 Emphasis on leading teams with a balanced and rational approach.
y Desired Traits
 Seeking individuals with
 Balanced thinking
 Rational and objective approach
y Moderation in Responses
 Encouraging moderation in answers, especially on issues prone to extreme views.
 Advising candidates to temper responses with moderation.

14 Interview Guide
y Avoiding Extreme Views
 Suggesting candidates refrain from expressing extreme views on any topic.
 Advocating for an exhibition of balanced thinking in responses.

How do I prepare for and tackle career related questions?

y Typical Career–Related Questions
 Questions focus on various aspects of your career, including:
 Intended career path
 Vision for career development
 Choice of specialisation
 Post–management education plans
y Importance of Having a Career Goal
 Interviewers expect candidates to have a clear career goal.
 A well–thought–out plan, including an alternative course of action, demonstrates problem–solving skills.
y Question: “Where do you see yourself 5/10 years from now?”
 Requires preparation and understanding of career progression in organisations.
 Talking to experienced professionals can provide insights for a realistic and well–thought–out response.
y Addressing “Why do you want to pursue management education?”
 Considered a crucial question.
 Avoid superficial answers focused solely on financial gains.
 Emphasise the thought process, goals, and how management education aligns with achieving those goals.
y Justifying Institute Selection
 Question: “Why do you want to join our institute?”
 Prepare to justify your choice with a clear understanding of the institute’s offerings.
 Consider possible questions about preferences between institutes and have diplomatic responses ready.
y Preparation for Institute Selection
 Thoroughly research each applied institute.
 Read prospectuses, explore websites, and gather information from various sources, including seniors who attended these
institutes.
y Handling Delicate Situations
 When asked to choose between two institutes, focus on maintaining diplomacy.
 Be cautious not to hurt feelings, demonstrating your ability to handle delicate situations with tact.

How do I prepare for and tackle questions based on my hobbies and interests?
y Preparation for Hobby and Interest Questions
 General Approach
 Expect questions about extracurricular activities, hobbies, and interests.
 If none, honestly convey that you do not have any.
y Depth of Knowledge
 For Hobbies Like Cricket
 Be well–versed in cricket–related information.
 Familiarity with past statistics, current events, and player names in various international teams.

GDPI Decoded 15
y For Reading Enthusiasts
 Hobby: Reading
 Expect questions on authors, recent books read, main characters, and character analysis.
y For Magazine Readers
 Interest: Reading Magazines
 Be prepared with details about the magazines you read regularly:
 Publishers’ names
 Languages of publication
 Editors’ names
 Recent cover stories
y For Newspaper Readers
 Daily Newspaper Reading
 Know specifics about the newspapers you read daily:
 Places of publication
 Editors’ names
y Impact on Character and Career Goals
 Questions on Impact
 Be ready to discuss how your hobbies and interests have influenced your character.
 Anticipate queries on how they will contribute to your career goals.
y Comprehensive Preparation
 Holistic Knowledge
 Gather detailed information about your hobbies and interests.
 Prepare for a range of questions that may delve into specific aspects of your chosen activities.
y Articulating Benefits
 Linking Hobbies to Personal Development
 Articulate how your hobbies and interests have contributed to shaping your character.
 Be prepared to explain how they align with and contribute to your career objectives.

SAMPLE INTERVIEW QUESTIONS

HR QUESTIONS
1. Tell me something about yourself.
2. Tell me something that is not on your CV.
3. Introduce yourself in 30 seconds.
4. Which one word would describe you the best?
5. Use 3 adjectives to describe yourself.
6. How would your friends describe you?
7. Why MBA?
8. Why IIM ‘X’?
9. Why do you want to join this institute? What, according to you, makes this institute unique?
10. Why do you want to join the ABM/SM course?
11. What will you choose between PGP and ABM?
12. What are your reasons to join an MBA program this year?
13. Why do you want to do marketing/finance/consulting/operations/HR?
14. What other calls do you have? If you convert X institute, would you still choose our institute over X?
15. What other calls have you got?
16. Which discipline in the MBA interests you the most? Cite some examples why you think you might be a good fit for that discipline.

16 Interview Guide
17. Should more new IIMs be opened in the country or not?
18. What are your short–term/long–term goals?
19. What do success and failure mean to you?
20. Tell me about an accomplishment that you are proud of.
21. Tell me about a time when you made a mistake and what did you learn from it?
22. What has been your biggest failure?
23. Do you have any regrets?
24. How would you rate yourself on a scale of 1–10?
25. How do you deal with criticism and sarcasm?
26. What are the 3 most important events of your life?
27. What are your strengths and weaknesses?
28. What is your biggest fear and how did you overcome it?
29. What is the most difficult decision you made in your life?
30. Tell us an incident where you stood against your superiors.
31. Describe a situation where you had a conflict with your colleagues.
32. Tell me about a time when you had trouble at work while working on a project.
33. Tell me about a time when you displayed leadership skills.
34. Describe a situation where you messed up.
35. Do you consider yourself a team player?
36. State 5 of your strengths and your weaknesses each? Why do you think XYZ (particular characteristic) to be a strength/
weakness? How have you handled it in the past? If not faced,
37. How will you handle a scenario (based on your weakness) in future?
38. What are the qualities of a Leader? What is the difference between a Leader and a Manager?
39. What was an experience in your life that you would want to go back and change?
40. What is the major setback that you have faced so far in your life? What did you learn from it?
41. Give an example where you have displayed commendable leadership skills.
42. Are you a team player? Give an instance.
43. Why did you quit your job?
44. By the time you join IIM X (if you get selected), you would have around 30 months of work experience. Why do you want to
make a switch at this point in your career?
45. What are you looking for in a new opportunity?
46. Why should IIM Lucknow take you in the PGP program?
47. Give us 3 reasons not to select you
48. What are the added advantages that a manager with technical background can provide?
49. Why should we select you given that there are thousands of similar applicants like you?
50. Mention a few aspects that you bring to the table if you are selected.
51. What value can you add to the class?
52. Are you a hard worker or a smart worker?
53. What sets you apart from others?
54. What are your hobbies?
55. Your passion and why?
56. Who is your role model (both family and non–family)? Why?
57. What motivates you?
58. How do you handle pressure?
59. What makes you uncomfortable?
60. If you were an animal, what would you be?

GDPI Decoded 17
 61. Justification for year gap, if any?
62. We do not believe that extracurricular involvement is reason enough to justify your low grades. What do you have to say?
63. What values did you learn through your extracurricular activities?
64. Did you hold a significant position of responsibility at your college? What did it teach you?
65. What is your contingency plan if you do not get selected in this interview?
66. If given a chance, what would you do differently in this interview?
67. List three things that you like about my home town.
68. Tell me five unique things about your hometown.
69. What do you know about the political conditions of your hometown?
70. How important do you feel is social responsibility nowadays?
71. Did you ever face any ethical dilemma while you were working? How did you deal with it?
72. Describe the roles & responsibilities, and a project that I was working at that time in the firm.
73. Have you ever tackled any situation where you had limited resources and you had to manage with it? How?
74. What adversity do you think you’ll face the most while pursuing your MBA?
75. Tell me 3 things that you learned from your job.
76. What are the reasons for you leaving the job?
77. Motivation behind your startup?
78. Mention a few things that you should not do in the workplace.
79. Why switch from x to y sector?
80. Work-Ex related question – As you are already working as a Consultant at Deloitte, what would you gain from joining IIM
Lucknow. Why PGDM?
81. Tell us about your family business, the industry, and your contribution? How will MBA help to scale it further?
82. After MBA, job or Entrepreneurship?
83. International Trends in management domains.
84. News Headlines.
85. What are the famous things (food, clothes, monuments, etc.) of your village/ city/ state?
86. Last book you read, details about it– author, last line said by the protagonist, other books by the same author?
87. Any new hobbies you developed during covid19?
88. How did you spend time during Covid–19 to become better?
89. What questions do you have for me?
Situational Questions
1. How would you handle a situation where one of your team members is not working hard enough?
2. In your CV form you have written that your work experience has taught you how to say ‘no’. Can you tell us a little more about this?
3. If you have a family business you will not sit for placements or leave the job at an early stage.
4. Why should we choose you over a student who will sit for the placements and be a future recruiter?
5. The candidate before you were a national level sports person. We believe he/she would bring in more diversity at our institute.
Give us 3 reasons why we should still select you.
6. Suppose we are a board of directors and we order you that out of the 3 options do not suggest the best one for the client but
suggest the one where we(Company) will earn something. What shall you do?
7. Your boss tells you to distribute cards of his daughter’s marriage to top business associates related to the company during the
work hours. What would you do?
8. Now the boss tells you to tell an employee to do the task given in 3 days. But the employee refuses. The boss is angry and hell
bent that you have to fire that employee. Convincing him is not an option. Either you will fire him or you will get fired, even
then, that employee will have to be fired. Now what will you do?
9. Suppose, I am the PM of Greece, I hire your team as a company. Revive my economy as efficiently, quickly and robustly as
possible.
10. You have joined a bank which was Govt. Owned first but is now privatised, the people are incompetent, what will you do as a
leader to solve the deadlock?

18 Interview Guide
 11. You are a manager and you have to make a decision where you either pay a bribe or lose the contract causing a loss of livelihood
to 400 families.
12. If you are a new company and want to expand, would you resort to unethical practices for your success, why or why not, counter
questions about answers given
13. As you mentioned you play badminton, what can be the future of Saina Nehwal?
14. Suppose if an employee is to get promoted. You want to surprise them, but they are dissatisfied and will leave. What will you
do?
15. Okay, now tell me if you know that someone has to be fired but the management has not informed them, will you?
16. Consider the scenario – You win a million–dollar lottery. Would you still be working?

Work or Entrepreneurial experience

1. What are/were you working in?
2. What are/were your primary responsibilities at the job? Describe your job profile.
3. Who are the target customers of your company?
4. How do/did you sell your goods to your consumers?
5. How are/were the standards set in your industry?
6. How does/did your company/product conform to the standards set in the industry?
7. How do/did you do the market survey?
8. Introduce your organisation. Tell us about your projects.
9. How will your current experience help you if you go on to become a manager?
10. Are you not happy with your job? Then why do you want to leave the company?
11. What kind of challenges have you faced at your workplace?
12. Describe the corporate structure of your organisation.
13. Did you face problems motivating your team?
14. Do/Did you have foreign clients?
15. Describe the appraisal process at your company.
16. How can you improve upon the current profile that you are working in?
17. What are the various services offered by your company?
18. Apart from your regular work, what else have you done in your company?
19. How did your company perform in the post-pandemic work setup? What are the challenges that your company faced?
20. On which technology did/do you work?
21. What are the recent acquisitions of your company?
22. Why was your company merged with/sold to XXX? What challenges did the employees go through a post that?
23. Tell us about any creative project that you undertook in your job.
24. There are five people working under you. How will you motivate and manage them?
25. What are the latest happenings in your industry?
26. What change would you like to bring to the management of your previous organisation?
27. What changes and advancements did you bring about in your company?
28. What differentiates your company from others in the same industry?
29. What are your three key takeaways from your job?
30. What is the annual revenue that your company generates?
31. What is/was the team size that you are/were leading?
32. What is your business strategy?
33. What kind of training did you receive in your job?
34. What projects were you involved in during your job?
35. Who are your major competitors?

GDPI Decoded 19
 36. Who is the founder of your company?
37. Who tells you what to do in your job?
38. What are/were the parts of your job that you like/liked?
39. What are/were the parts you dislike/disliked?
40. Why did you change your job?
41. Why did/do you switch jobs so early?
42. What skills did you learn at your job and how are they relevant to MBA?
43. Why do you want to switch over from IT to management?
44. Would you take the risk of giving an important task to your subordinate knowing that he/she might not do it well and you could
incur a loss?

BBA
1. Why study business again?
2. The specialisation you’re targeting (Specialisation–based questions, Usually the basics, i.e., frameworks in case of marketing,
ratios in case of finance, theories in case of HR)
3. What books did you read as part of your course?
4. Questions based on the books/courses taken
5. Difference between administration and management

PURE SCIENCE
1. Why such a drastic shift from science to business?
2. What can your background bring to the table?
3. Practical application–based questions based on your curriculum
4. Technical questions based on your 12th Grade or First–year courses
5. Favourite subject and why
ECE
y Electronic devices and circuits
y Logic Gates and Integrated
y Circuits
y Analog and Digital Communication
y VLSI
y Embedded systems
y Digital Electronics
EEE
y Electric Machines
y Power Systems
y Control Systems
Computer Science Engineering
1. What is Heap? How to represent Heap? How would you represent Heap as an array? How would you verify if an array is Heap?
How to rearrange it? What are the time complexities associated?
2. Write Recursive functions for Factorial and Fibonacci. Calculate the number of recursive calls in both. Now compare it with
the brute force method. How do you improve this algorithm?
3. Can you write the algorithm for determining a palindrome?
4. What is Object Oriented Programming?
5. What is BCNF?

20 Interview Guide
  Data Structures
 Machine Learning & AI
 Concepts of Object Oriented
 Programming
 Cloud Computing
 Big – O
 Algorithms
Electronics
1. What is XNOR? Draw its truth table. Write the Boolean expression of XNOR. Can you draw XNOR using NOR gate?
2. Explain the Fourier Transform. What are its applications? What is the difference between Fourier Transform and Fourier
Series?
3. Draw the circuit of a full wave rectifier & explain how it works.
4. What is Principal component Analysis?
5. What is a BJT? Where is it used?
Economics
y Economic Survey
y Budget
y Chief Economic Advisor of India Function
y And Governors of RBI, NABARD, SEBI, and
y Other federal bodies
y GDP, GNP, GDP at PPP, NIA, Nominal and
y Real GDP, NDP, NNP, GDP Deflator
y Ranking Of India in Ease of Doing Business,
y GDP
y Inflation, stagflation
y Balance of Payments
y Monetary and Fiscal Policy, Exchange rates
y The repo rate, Reverse Repo rate, Bank rate,
y Cash Reserve Ratio, Statutory Liquidity Ratio
y Fiscal deficit, Budget deficit, Deficit
y Financing
y Trade Cycles
y PPP
y GST, Goods Exempted from GST
y Demand, Supply, Elasticity
y Inferior goods, Giffen goods, Veblen goods,
y Public goods, private goods, complements
y And substitutes
y Consumer and Producer surplus
y Externalities – Positive and negative
y Economies and diseconomies of scale,
y Economies of scope
y Different kinds of Market Structures
y (Perfectly competitive, Monopoly,
y Monopolistic, Oligopoly, etc.)
y Indifference Curves, axioms of IC, the slope of IC

GDPI Decoded 21
y Marginal Utility, Diminishing Marginal Utility
y Direct and Indirect taxes
Finance
1. Should you invest in the Indian stock market today? What is one metric that you would use to invest in the current market
conditions?
2. What are some methods to Value a firm? How do you value a firm’s equity? What’s the difference between the Value of a firm
and the Value of Equity? Can dividends be used to calculate the value of a firm?
3. How do you measure a firm’s growth rate?
4. Explain the Black Scholes Model.
5. What are the 3 financial statements? Explain each of them. Draw the format of a balance sheet.

Fashion
1. Why are prominent fashion designers like Sabyasachi Mukherjee and Tarun Tahiliani partnering with retail brands?
2. What were the provisions for the apparel and textile industry in this year’s union budget?
3. What advantages does China have, as compared to India, that make it the bigger manufacturing hub for apparel?
4. In what ways will the adoption of 3–D printing in fashion affect the labour force?
5. How is the application of technology helping the industry move towards more sustainable practices?

Law
1. What is the structure of the Judiciary in India? Who is the CJI and how is he/she appointed? Should India have multiple benches
of the Supreme Court?
2. What is the difference between common law and civil law? Which system does India follow?
3. What are the essentials of a valid contract? When is a contract void and when is it voidable?
4. What are fundamental rights? Can they be enforced against private individuals/entities?

Agriculture
1. Cropping systems
2. Value chain of certain commodities
3. Why are GMOs not fully–fledged and adopted in India?
4. Designing experiments for testing the effects of agrochemicals.

Mathematical
1. Name some distributions. What is Normal distribution? Draw it. What are the x and y axis of the curve? What are the
characteristics of a normal distribution? What is Mean?
What is Median? Why don’t we use Median instead of Mean in the normal distribution?
Which is a better measure, mean or median?
2. Define probability without using the words likelihood, outcome or chance.
3. What is Expected Value? Why do we call it as expected? Take a village where 60% of people have 1 kid and 40% have 2 kids.
What is the Expected value of kids?
4. What are Variance and standard deviation? What’s the formula for Variance? Why do we square the deviations in the Variance?
Why can’t we take the absolute value for calculating the variance?
5. How would you remove noise from datasets?
6. What is the formula for calculating the sum of a GP?
7. There are 25 contestants, 5 can race at a time. How many races are required to find out the top 3?
8. Can you look at a graph and tell if it is differentiable?

22 Interview Guide
 9. What is factorial? Why both 0! and 1! are equal to 1?
10. I have a coin which shows heads with a probability of 0.8. I toss it 10 times and obtain 3 heads. What is the probability that the
first toss was a head?

Mechanical
1. Draw a schematic of the power plant. How does the turbine convert the energy? Explain it to a layman. How the supply-demand
of electricity is managed.
2. So, you mentioned load bearing structures. Can you tell the difference, if there exists any, between a beam and a truss. Have
you been to Howrah bridge? What does it have?

COMMERCE
y Concept of Debit and credit
y Differences between e–commerce & brick-and-mortar stores
y How does a bank earn money?
y How can you say a company is financially stable?
y GAAP
y Accounting standards
y Difference between common size and comparative balance sheet
y Standard deviation and its practical implications
y Accounting concepts
y Types of cash flow
y Difference between accounting profit and economic profit
y Types of accounting and general accounting rules
y The formula of weighted average cost of capital
y Internal reconstruction
y B.C.D.
y Break–even point
y How is goodwill for a Sole proprietorship calculated?
y Operating cycle
y Negotiable instruments Act
y Methods of calculating depreciation
y Capital budgeting
y STP analysis
y STP analysis of the organisation of your choice
y What is your take on the current economy of India, and where is it going?
y Financial statement, balance sheet, P&L,
y Trial Balance, and its terms briefly.
y Derivatives
y Types of shares
y Yesterday’s stock market closed on?
y Why balance sheet balances
Hobbies
1. Which F1 team do you support? Tell us about the aerodynamics of the F1 and its use. What is a drag race?
2. Do you watch cricket? What are the important matches going on currently? Tell us more about Australia’s performance against
Pakistan. Where is the world’s largest cricket stadium located? And where is the smallest one?

GDPI Decoded 23
 3. Which movie has won the Oscar for best movie this year and have you seen it? What’s different about CODA than other usual
Oscar winners? How many movies are successful in a particular year?
4. You read poems. Can you recite one for us? Why did you choose this?
5. Which was the last book you read? What did you learn from it?

Current Affairs
1. Do you know about the Russia–Ukraine conflict? Name their currencies. Name some neighbouring countries of Ukraine where
people are migrating to. Which country is supporting Russia? Is India’s neutral stance justified?
2. Which countries are manufacturing chips? Why is India not manufacturing them? What problems are we facing due to this?
3. Who is the Governor of West Bengal?
4. Tell us about the Zomato–Blinkit merger. Why do you think companies go for mergers?
5. Tell us about a socio–political issue which you read about recently.

Miscellaneous
1. (To a candidate from Kolkata) Where would you take me to in Kolkata? Where would you take me to in Karnataka & Tamil
Nadu? Tell me five big cities of West Bengal. Tell me some industrial cities of West Bengal.
2. What does your name mean? How does that relate with your personality?
3. What is the difference between Colleagues and friends?
4. Explain your undergraduate degree to me like I am a five-year-old.
5. If you had to travel to Shanghai from Gurgaon via road, what is the shortest route you can take? Okay, what is the shortest
distance between India and Sri Lanka in kilometers?
6. Guesstimate the number of Kapoor in Mumbai.
7. Who is Gita Gopinath? Who is Raghuram Rajan?
8. You’re from Odisha, right? What’s the largest river in Odisha? How old is Odisha? What was it called earlier? Why did they
change the name?
9. Have you watched Padmavat? If yes, who were the kings who fought the battle?
10. Assume I am a CEO. Tell me why I should not hire a management consultant from a top–tier firm.

WRITTEN ABILITY TEST

The Written Ability Test (WAT) holds significant importance in the IIMs’ selection process, evaluating your capacity to comprehend
and critically analyse a given topic while effectively expressing your thoughts within specific word and time constraints. To excel in
the WAT, consider the following tips:
y Practice is Key
 Practice writing essays to familiarise yourself with working efficiently within time limits.
 Time yourself during practice sessions.
y Introduction
 When introducing the topic, emphasise the importance and relevance of the discussion at the present moment.
y Language and Style
 Avoid grammatical errors and spelling mistakes.
 Showcase your vocabulary skills without being overly verbose.
y Conciseness
 Avoid unnecessary details due to word or space limits and the allotted time.
y Mental Preparation
 Outline key points mentally during the initial phase of the time limit (e.g., first 20%).
y Content Correlation
 Correlate your points to the topic, ensuring a seamless connection between each point.
 Frame the outline with proper coherence.

24 Interview Guide
y Structural Importance
 Structure your essay with clarity: Introduction, Body, and Conclusion.
 Maintain simplicity in the format.
y Neutral Perspective
 In a topic involving a comparison (“A v/s B”), maintain a neutral stance.
 Drive towards your preferred choice through substantial analysis.
y Conclusion
 Use the conclusion to consolidate your thoughts.
 Take a stance on the topic only if explicitly required.
y INTRODUCTION
 Similar to the initial 30 seconds of your Personal Interview (PI).
 Evaluator forms the first (and often irreversible) impression based on clarity, relevance, grammar, and sentence construction.
 Critical to present a unique introduction capturing the evaluator’s full attention.
 Emphasise the need for distinctiveness amid numerous evaluations.
 Caution against using quotes due to potential inaccuracies and the preference for original thoughts.
 Encourage providing concise and grammatically correct personal thoughts as an effective preamble to the body.
y BODY
 Sequential and rational presentation of various points.
 Utilise the ILE method: Idea, Logic, and Example.
 Present a point, provide a succinct explanation, and substantiate with an example.
 Explore the possibility of using examples as connections to subsequent points.
y CONCLUSION
 Regardless of the topic, conclude the article on a positive note.
 Summarise points provided, ending optimistically.
 Consider laying the foundation for a bright future in the specified scope or sphere.
 A positive conclusion contributes to evaluator satisfaction and enhances the likelihood of a good score.
y PARAGRAPH STRUCTURE
 Introduction and Conclusion: One paragraph each.
 Body: Multiple paragraphs, contingent on word and space limitations.
y Adherence to Word/Space Limits
 Follow word/space limits diligently to avoid losing marks.
 Crossing the word limit is a common pitfall, so stay within the specified constraints.
 If no word limit is provided, maintain consistency in font size, especially between the first and last sentences, to conceal any
time and space constraints.
y Strategic Time Utilisation
 Allocate the first 20% of the time wisely for strategic planning.
 Use this initial phase for careful strategizing before moving on to the implementation stage, which constitutes the next 80%
of the allotted time.

SOME IMPORTANT TOPICS

1. Twitter: information or misinformation.
2. India’s new education policy: how effective will it be?
3. Artificial Intelligence– is it a boon or bane for humanity?
4. Russia–Ukraine conflict and its impact on energy security.
5. Is India suitable for democracy?
6. Will public transportation take over?

GDPI Decoded 25
 7. Climate change: is it too late for us?
8. Where to draw the line for ethics in marketing.
9. Coding for kids and its long–term impact.
10. Insurance and its future post COVID.
11. Beauty contests do little to empower women.
12. Money is the root of all evil.
13. Borderless world: myth or reality?
14. Does work from home contribute to the work–life balance?
15. Ethics and values are utopian words
16. Does dress code really matter at educational institutions?
17. Social media trials/ Attempts to provide justice outside the court of law
18. Pink is the new black
19. Journalism, Real Creativity and Reactionary Creativity
20. Politicians must have a retirement age.
21. Appearance vs. Reality
22. Mental illness is more commonplace in urban area, as compared to rural India.
23. What are the limits of imagination?
24. Are an increasing number of mobile network towers near residential areas harmful?
25. Material Society, Material Thoughts
26. Education in India v/s Education abroad
27. Youth of India– Confident or Confused?
28. Should GD be a part of campus placements?
29. Do we need more entrepreneurs than managers?
30. Does browsing at the workplace affect productivity?
31. E–commerce discounts are harmful in the long run?
32. Pros and cons of gig economy
33. Which new technology is shaping today’s world in the most powerful way?
34. Are video games an art form? / Can video games hold psychological benefits?
35. India–China border dispute: can trade trump geopolitics?
36. Are the Academy Awards still relevant for today’s diverse entertainment industry?
37. Are Millennials really killing industries?
38. Impact of NFTs on the art market? / Does NFT hold benefits for artists?
39. Visibility of India in track and field events?
40. Are Olympics good for (India’s) Economy?
41. Should India have a one–child policy?
42. Do we really need smart cities?
43. Universal adult suffrage in modern democracies
44. Can Bangalore be the next Silicon Valley?
45. Web3: decentralised or centralised?
46. One job, one exam.
47. Is bio–weapons the new nuclear weapons?
48. Fine is a tax for doing something wrong and tax is a fine for doing something right.
49. No man is an island.
50. Are movies decaying our culture?
51. Should bitcoin be banned by the government?

26 Interview Guide
52. Knowledge without character is dangerous.
53. It’s smart to be a little dumb.
54. Is India ready for Electric Vehicles?
55. Should parental leave be gender neutral?
56. How can we prevent the next pandemic?
57. Should reservation be introduced in the private sector?
58. Do video games make people violent?
59. Should Khan panchayats be empowered?
60. First impression is the last impression
61. Should investment in education be a priority for current India?
62. Gender in politics
63. Is digital detox important?
64. Net Zero
65. Is an MBA necessary for going up the corporate ladder?
66. Can money buy happiness?
67. If aliens land on earth, what should be human’s first response?
68. Do MNCs have a duty to maintain a strong presence in their home country?
69. Should marijuana be legalised?
70. Should there be a minimum educational qualification for politicians?
71. Should the death penalty be scrapped?
72. Advertising is legalised lying?
73. Impact of blockchain technologies on politics.
74. Should cryptocurrency be legalised or not?
75. What will World War 3 be fought over?
76. Is everything fair in love and war?
77. Winning vs Playing fair – which is more important?
78. The world needs more dreamers than doers.
79. Is depression the new pandemic?
80. Is management an art or a science?
81. Fake it till you make it.
82. Abortion bans and its impact.
83. Electric vehicles: the future of mobility.

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GDPI Decoded 27