CG focuses on upskilling employees.
There are multiple learning programs organized throughout the year.
The bench period is comparatively the highest.
Salary is not salary; it's like a university stipend.
Company doesn't allow domain/technology changes usually (rare).
Management should run a technology change program, where employees have to pass that technology exam to enter.
They should give promotion to performing assets.
I joined Capgemini through a walk-in drive for freshers. At that time, there were four rounds: * Pseudo-code * Reasoning and English * Technical interview * HR interview This entire process was completed in one day. After 15 days, I receive
The interview process included: * Technical round * HR round * AMCAT test I applied through Naukri. It was a pretty straightforward process. First, I had a technical interview. After one day, HR called me for a salary discussion. Three days later,
It was pretty straightforward: technical, then HR, then AMCAT. Mine was on .NET. After a basic introduction, they went straight to DSA and domain knowledge. The HR round involved only a basic introduction and salary discussion. In the AMCAT assessmen
I joined Capgemini through a walk-in drive for freshers. At that time, there were four rounds: * Pseudo-code * Reasoning and English * Technical interview * HR interview This entire process was completed in one day. After 15 days, I receive
The interview process included: * Technical round * HR round * AMCAT test I applied through Naukri. It was a pretty straightforward process. First, I had a technical interview. After one day, HR called me for a salary discussion. Three days later,
It was pretty straightforward: technical, then HR, then AMCAT. Mine was on .NET. After a basic introduction, they went straight to DSA and domain knowledge. The HR round involved only a basic introduction and salary discussion. In the AMCAT assessmen