Utilities. Campus Leadership & Involvement Form: Fill & Download for Free

Disclaimer:- Long answer ahead.Assumption:-I am assuming that you are a final year B.Tech student who is aiming for a job in the core sector.I recently sat for campus placements and got placed in TATA Technologies. So here are some points that one should keep in mind while preparing for campus placements in general:-Resume: - Prepare a decent resume highlighting all your skills, internships, projects and other academic and extra-curricular details. Make sure that you don’t add anything in your resume which you cannot justify to the interviewer. For making a resume, try downloading some templates available online and then edit it according to your convenience. Being a fresher, don’t make a resume of more than 2 pages.Pre-Placement Talk(PPT): -Most of the companies start their recruitment process with a pre-placement talk describing the company’s vision, product/services offered and details regarding the job profile. Many students tend to overlook this activity as they find it boring. Instead, one should listen to the PPT as it reveals important information regarding the company and the placement process.Online Test:- This is the 1st elimination round. It mostly consists of 2 parts:-Quantitative Aptitude, Logical Reasoning and Verbal Ability problemsTechnicalTo prepare for aptitude, logical and verbal pick a RS Aggarwal / Abhijit Guha book and practice problems from it. You can also try Aptipedia book by FACE. Here are some decent online sources for practicing:-Aptitude Questions and AnswersAptitude Questions And AnswersTechnical section varies from branch to branch. Being from mechanical background, I would suggest you to be thorough with your basics of core subjects especially Strength of Materials(SOM), Theory of Machines (TOM), Thermodynamics and Fluid Mechanics. Become the ninja of basics. To practice topic-wise problems, one can utilize the following online sources:-Engineering Questions and AnswersObjectiveBooksFor IT companies, you must be strong in at least one coding language(C/C++).4. Group Discussion (GD):- In group discussion, a topic is given to a group of students and each and everyone is expected to share his/her opinions on the same. GD is conducted to judge a candidate’s communication skills, critical thinking skills and his/her interaction and behavior in a group. One must stay in touch with the news and the latest happenings around the world as the GD topic is more or less based on the same. Some tips to crack GD are:-Maintain eye contact with other members while speaking.Don’t make eye contact with the moderator(the company person who is conducting GD).Be well dressed in proper formals.Carefully listen to the points of other members.Try to initiate or conclude the GD as they both depict your leadership skills.5. Personal Interview (PI):- This is the last “make or break ” stage of the placement process. Some companies conduct separate technical and HR interviews and some conduct a single Technical + HR combined interview. To crack this, you must be thorough with all that which is there in your resume(Projects, Internships, Certifications, etc.).Technical Interview:- Here your core technical knowledge is checked. If you have decent command on your technical skills (coding/core subjects ) it should be a smooth sailing for you. The idea is to stay calm and composed in front of the interviewer and answer in the best possible way.HR interview:- The aim of the HR interview is to evaluate how well the candidate fits in the company. Here if a candidate has listened to the PPT carefully he/she will have an upper hand in terms of knowledge about the company. Prepare for some common HR questions like:-A. Tell me about yourself?B. Why should we hire you?C. Where do you see yourself in next 3/4/5 years?D. Do you have any plans for higher studies?E. Why XYZ company?Be true to yourself in the interview especially in the HR interview. If you haven't attended the pre-placement talk, go to the company’s website and read something about the company. It will come in handy for sure.NOTE:- Don’t think that you will get placed on the first day or in the first company itself. Placement is a gradual learning process. Try to identify in which stage you are failing and go back and work on it and go ahead.ALL THE BEST!

Executing activities just to boost the resume is not the best way of approaching your professional life. Moreover those CV-boosters will show up in your interview.As a student try to utilize your time effectively and get involved in impactful activities - activities that create a positive impact on people (other than you alone).There are several leadership activities that you could do to boost your leadership skills while at college:* Ask yourself - What are you passionate about-> And then search for an NGO/Company/Group that works in those areas.-> Send them a Request for Volunteer Application, Followup and work diligently to help them make an impact.* Become a Campus Ambassador for MNC/Large Tech Company under their Academic Program and produce quantifiable results (Membership Growth, result-oriented Customer facing workshops/presentations, branding/marketing activities). The efforts in achieving these results would help hone your Leadership Skills, your professional network and would also help in securing a non-academic recommendation letter for future.* Put genuine efforts in participation in organizing events during your college Fests. Bring innovation/Grow participation/Get sponsorship/...* Read Economic Times (Page 6 Startups and other items).-> Contact the startups for Pro-Bono consulting work.-> Contact the startups for Offline InternshipHelp startups grow their reach/user-base and business-> Attend seminar/conferences which permit students. Network with people. Immense possibilities will emerge from those meetings (if you provide value) that will help you develop your leadership skills* If you play sports, then you know -> State Level/National Level/Jr. Olympics* Contact other YLPs admits on Quora/LinkedIn.In addition to ISB, have a look at other Young Leadership Programs (for Freshers) around the globe that lead to MBA like the ones atHBS 2+2Yale Silver ScholarsIESEStanford GSBBest Wishes for a successful career,Note: I am not an ISB YLP Admit

Over the past few decades, employers have dramatically shifted their attitudes toward employees. Today, most corporate executives and business owners will give the same answer if asked to describe their workforce: they’ll say payroll is their biggest expense.This may be true, but it reveals that their employees aren’t an investment: they’re basically a drain on potential profits. A necessary evil.Once upon a time, employers valued their workforce as the engine driving the business. Each employee’s professional trajectory was anticipated and enabled by employers, and those who wished could join a firm out of school and eventually retire from a single employer. A job meant you could afford to own a home, provide comfortably for a family, and live well.The seminal example is Eastman Kodak — virtually every person who lived in Rochester, NY (Kodak’s global headquarters) either worked for the company, was related to an employee or depended on Kodak employees to provide revenue for their businesses.In the early ‘80s, a janitor at Eastman Kodak would earn around $16/hour (adjusted to 2018 dollars).Janitors were full-time employees of Kodak; they received four weeks of paid vacation like every other Kodak employee, as well as a generous bonus paid each year in March to the entire workforce.Employees were pushed by managers to take advantage of Kodak’s tuition assistance program, which paid for training, classes, college courses and obtaining advanced degrees. The company had no requirements for the education to be job-related or beneficial to Kodak.One janitor at Kodak in the ‘80s was named Gail Evans. She had been cleaning Building 326 on the corporate campus for a few years, until the company decided to shutter that office. Evans wasn’t fired.She was a valued asset, and all workers in the closed building found new jobs within Kodak. The ethos and corporate culture — give employees skills, then advance them where those skills are valuable — meant Evans wasn’t limited to janitorial work, or unskilled jobs.Kodak trained Evans to be a film-cutter, which is a skilled trade. She moved upward.Managers knew which parts of the business were growing or in high demand, and at the time Kodak was selling a lot of high end 70mm film and processing "theatrical prints" of Hollywood movies: a print is a copy of the film master cut into reels, which are sent to theaters and projected on the screen.They taught her, then advanced her to a position that utilized what she'd learned.While working full-time, Evans took night school classes (paid by Kodak) to learn how to create spreadsheets using the curious new devices called “personal computers” that were starting to show up in accounting and distribution in big companies.Her manager — following the corporate culture of engaged management and being proactive in advancing their employees’ — knew she was learning about PCs and spreadsheets, and asked Evans if she could teach other employees how to use spreadsheet software to track inventory.She did, and when she graduated from (Kodak-sponsored) college in 1987, the company promoted her to join Kodak’s IT department.Evans new job was a career-track information technology professional — the company groomed employees at this level to develop the skills and knowledge they’d need as Kodak executives.The career track to the top of Kodak’s org chart wasn’t a pipe dream or an empty promise: it was the default assumption. Put in the time and effort, get promoted, develop skills, join the leadership. Duh.Within a decade, Gail Evans was named Chief Technology Officer (CTO) of Eastman Kodak’s global operations. She eventually moved on to larger executive roles at even bigger companies, and by every measure lived the American Dream.Starting as a janitor and becoming CTO for one of the biggest companies in the world was only possible because Kodak paid her well, provided generous benefits, and (most importantly) fostered a culture where managers had an obligation to move people upward and train them so they had the skills to succeed.Kodak's management style is all but forgotten in corporate America today: managers were trained to identify opportunities for their employees; recognize under-utilized skills and find ways to utilize them; and open doors to everyone.Once upon a time, a janitor could become a film-cutter if given the chance and training under good managers. And a film-cutter could learn to operate corporate IT systems, which means in time they could be the person in charge of an entire corporate IT division.A janitor doesn't become CTO by force of will, and this isn't a natural career path. But when a company treats every employee with respect and promotes a culture of growth, opportunity and employees as investments, the path upward reveals itself: unskilled worker becomes skilled. Skilled becomes specialized. Specialized becomes professional. Professional become executive and a leader is made.(The story above owes much to this excellent article in the New York Times: To Understand Rising Inequality, Consider the Janitors at Two Top Companies, Then and Now)Kodak was one of the biggest companies in the world 35 years ago.Today, its equivalent is Apple. Apple dominates the smallish Bay Area city of Cupertino, CA, where its HQ has been since the beginning. Apple pays its professionals well, and provides stock options to many worth a ton.But while many businesses and non-Apple employees inside Cupertino depend on Apple and Apple employees to earn a living, Apple has very little civic integration with Cupertino and the city’s leaders.Steve Jobs famously appeared before the Cupertino City Council, where he presented early concepts for the company’s planned giant ‘Ring’ HQ expansion. Jobs described the wonders of the $5 billion expansion, which covers 175 acres of Cupertino.When Jobs finished, a traffic consultant for Cupertino warned that the impact on traffic from 12,000 employees hadn’t been considered by Apple’s architects. He predicted catastrophic traffic jams, dangerous burdens on the adjacent Highway 280 on-ramps, and heavy burdens on the city infrastructure that would require issuance of bonds or higher taxes to cover.The City Council told Jobs that Apple needed to fix the traffic problems and present them with a revised design before the city would approve it.Steve Jobs, in his last public appearance before his death, told the City Council that if Cupertino didn’t like his building, Apple would leave Cupertino and find a city that did.Cupertino dropped the matter, and taxpayers will bear the burden of repairing city infrastructure that Apple could have preserved by changing the configuration of its employee parking lots. Steve Jobs said no. Apple, unlike Kodak, saw its power and influence in their HQ city as a weapon: give us what we want, or lose everything.This hardball mindset may make Apple a trillion dollar company, but nobody will be telling stories 40 years from now about Apple's legendary civic involvement. And they won't have any stories about janitors becoming chief executives. Here's why:Janitorial staff at Apple actually earn the same as Kodak’s janitors did, $16.10 an hour. But janitorial services are contracted through an outside company, so janitors aren’t Apple employees.Apple awards the service contract to the lowest bidder, so the company that employs Apple’s janitors offers them no vacations, no vacation pay, no tuition reimbursement, no chance for opportunities within Apple, and absolutely no job security.They are invisible, replaceable and an expense to be minimized. If Apple managers aren't even aware of janitors as individual people, they aren't spending any time finding them new opportunities.The janitors, to be fair, do have a path to higher pay: Those who work a certain number of hours and miss zero shifts will eventually qualify for their pay to jump from $16.10 to $16.60 per hour.That's an advancement horizon of 50 cents. Before taxes. Just don't get sick or miss your bus, and the world is your janitorial oyster.