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What is inside
20 chapters, in the order the interviews tend to ask them:
The Indian IT services sector and what the firms actually sell
How a services role differs from a product company role
Campus recruitment, published eligibility and the written test
Lateral hiring, the experience filter and getting in the second time
The TCS selection process, its rounds and what varies by role
The Infosys selection process and the System Associate track
The digital and business process arms inside a services firm
Technology stacks, staff augmentation and the training catalogue
Project allocation, domain learning and how work is assigned
Onsite deployment, client sites and the visa angle
Compensation, the fixed and variable split, and retention pay
Work culture, reporting structure and the shape of a day
Performance appraisal, forced ranking and the rating cycle
Promotion, career ladders and building skills that carry
Attrition, notice periods and the reasons people leave
The training and certification investment, and what it is worth
The announced AI pivot and the reskilling programmes
Global delivery, the offshore and onshore split, and the time zone tax
Ethics, client data and the Indian data protection rules
Asking about a specific role: the questions that get real answers
How the answers are built
Each chapter opens with the checklist the question is really testing. A few from this pack:
A services firm sells delivery against a statement of work for a client, so revenue is tied to contracted effort rather than to a product someone buys once.
In a services engagement the priority is set by a contract and a client, and the technical criteria are agreed before the work starts, so change is a negotiation rather than a decision.
Campus hiring runs as a batch against a projected intake rather than against an individual requisition, which is why the process is uniform and automated.
Experienced hiring is planned against a project requirement and a start date, so an application that matches a named demand moves faster than a speculative one.
A selection loop at a firm of this size is assembled per requisition, so the number of rounds is a property of the role rather than of the company.
The associate track is a distinct entry level with its own assessment and its own band, and clearing it does not by itself qualify a candidate for a specialist hire.
Questions this pack covers
What work does an IT services firm actually sell to its clients, and how is it billed?
How does a managed service contract differ from a fixed scope project engagement?
Where does the daily work actually differ between a services role and a product company role?
What does a services engineer own that a product engineer does not?
What are the usual published eligibility rules for campus hiring at these firms?
How long does a campus recruitment cycle actually take from the start to the joining date?
What is actually different about being hired as an experienced candidate rather than through campus?
Why does a notice period in my current contract affect how quickly I can move?
Each one is answered in full in the pack, with the reasoning written out rather than a bullet list.
