Ge India Industrial Interview Questions, Process, and Tips

Round: Resume Shortlist
Experience: Firstly by loking at seniors resumes, taking advice from Phd students in our LAB and from experts also. Yes, I attended many, but the intention is to know the details of different companies , their products and visions.

Round: HR Interview
Experience: Since I am from village background, and never had serious interview, to make it success, I have taken a mock before final interview with some Phd and sponsored (from defence and QIP) who well experienced and best at facing such interviews. It short listed approx 15 people, and taken 5 ,

General Tips: He should be good at basics of power systems and bit of programming knowledge very help
College Name: IIT BOMBAY

Round: Group Discussion
Experience: Less of a discussion about my skills and negligible talk on how my experience contributes to the regional or corporate goals. It was more a chatter to try and discourage me from joining, because of my age, because I would be far away from family, because I am set in life with a pension, etc. If my age, family or retirement were each a showstopper then, why did the Company contact me?
Tips: Don't get discouraged, because implying bias due to age, family and/or earned benefits is a mindless game to weed out the weak and those who are offended. Keep calm and assess each question prior to responding; show maturity.
Duration: 45 minutes

Round: Regional Leadership Talk
Experience: Regional directors met with me and talked about my experiences. Then, they attempted to discourage me by claiming the section lead was hard to impossible to get along with; that my achievements in life have earned me retirement and that I should enjoy my retired life with my family and friends. The regional leadership were a bunch of retired people too, so perhaps they should not be working as well?
Tips: Ignore discouragement of any kind and stick to discussion on how your addition can be of mutual benefit.

Round: Group Discussion
Experience: Global leaders had a discussion with me, after I reported for duty to assess whether I fitted into their plans. The age factor, my retirement and my vast multilayered expertise were the three major discriminatory factors, yet again. I knew my internship would be shorter than my contract. I also knew that I had become the victim of personal bias in the workplace.
Tips: Interns seldom get interviewed by Global Leaders initially. If this happens and such leaders try to discourage you from joining the organization then, it is much better to opt out and find a firm that respects you as talent and contributor towards achieving corporate objectives.
Duration: 30 minutes

Round: Problem Statement
Experience: This was a complaint made by the Section Lead against me to the Global Leaders. I knew I hadn't made any such report, so I investigated the matter. I found that the report was sent out by the Section Lead herself and there was clear and convincing evidence.
Tips: Investigate all complaints thoroughly before responding to any questions on such matters. Collect the evidence in hard copy and, not just a soft copy, because soft copies can be wiped off the system. Although I presented evidence to prove the Section Lead was the culprit in this case, the leaders denied me justice and deleted the evidence from the system.

Round: Problem Statement
Experience: The Section Lead complained against me again to the Global Leaders. Although she was the culprit in the previous encounter, this Section Lead felt invincible now; it was her ego.
Tips: I reflected upon the matter and assessed each and every angle. Evidence proved that on the day the Section Lead claimed I skipped her meeting I was on my weekly off. The Section Lead lied and cheated with intent to harm me. On sharing the facts of this case with regional and global leaders, they tried to bury the matter by characterizing that false accusation against me as an oversight.

Round: Problem Statement
Experience: This was the third false accusation made by the Section Lead against me. I inquired as to what other things was I doing while on duty, but there was no substance at all; it was another hollow claim.
Tips: You can try and prove such Section Leaders wrong, but when the other leaders are bent upon shutting you out there is nothing you can do to prevent it. Go with the flow.

Skills: Basic Knowledge, Communication And Confidence

Round: Technical Interview
Experience: I am willing to travel and relocate for the mutual good, if GE is willing to pay or reimburse me.
Tips: Never accept to travel or relocate without a written commitment from the Company that hires you. GE did not hire me, but agreed to reimburse me for relocation and now, GE has no obligation to reimburse me. I am at great loss.

Round: Group Discussion
Experience: The Regional Director and Senior Regional Director of Security began discussing the "Difficult RSOC Leader", whose leadership style is a flaw that neither of them cared to change. How will you manage?

I had a few initial questions. My questions circumvented the negative leadership style and refocused the discussion on training, development and retention of talent in the Team.

The two directors made it crystal clear to me that no matter what happens, my contract with GE was for one year and, no one could change it. "So, enjoy your new experience and don't worry."

The over positive attitude, especially after such negativity, should have been my warning beacon that this positivity was too good to be true. Realizing this was my mistake, but not the cause of my abysmal experience at GE; internal politics of unstable leaders was the actual reason.
Tips: Conflicting assurance or discouragement is indication that something is wrong. Also, when superior leadership knows about a difficult subordinate leader and her or his politics, but chooses to avoid change, this is clear information that leadership is part of that culture. Such culture makes for a very poor professional experience. Choose wisely.
Duration: 1 hour

Round: Test
Experience: No training = No knowledge of expectations or threshold for reporting.

Passed all 10 questions, but theory is separate from practice. Expectations of different leaders are unique to each. Thresholds are not alike too.

Expectations must equal thresholds; expectations must be the same. Training must be the same for all and RSOC Leader must ensure full comprehension of requirements. Engage Team Leaders with additional relevant tasks to inculcate basic needs to be successful. Leaders teach subordinates and engage them, because success lies in the achievement of the Team.
Tips: Where you are constantly criticized without reason for all false allegations, the relationship will never develop; the end is inevitable. Best is to bow out gracefully before being released.
Total Questions: 10

Skills: Knowledge In Core Topics, Leadership Skills, Practical Application Of Concepts