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Amazon Interview Preparation Guide

The document contains details from four rounds of an interview at Amazon for an operations role. In the first round, the candidate is asked questions about their previous work experience, internships, decision making abilities, and goals. The second round focuses on situational questions about challenges faced and how the candidate solved problems. The third round discusses hometown, team management, mistakes made, and appreciation received. The fourth round covers customer obsession as a principle and managing attitude issues on a team.

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Amit Srivastava
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0% found this document useful (0 votes)
116 views7 pages

Amazon Interview Preparation Guide

The document contains details from four rounds of an interview at Amazon for an operations role. In the first round, the candidate is asked questions about their previous work experience, internships, decision making abilities, and goals. The second round focuses on situational questions about challenges faced and how the candidate solved problems. The third round discusses hometown, team management, mistakes made, and appreciation received. The fourth round covers customer obsession as a principle and managing attitude issues on a team.

Uploaded by

Amit Srivastava
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
  • GD Topics and First Round
  • First Round Continued
  • Second Round: HR
  • Third and Fourth Round
  • Situation-Based Questions
  • Fourteen Principles of Amazon

Amazon (TL Profile )

GD TOPICS 17-19

1. Should Supreme Court give verdict on faith?


2. Should Supreme Court intervene in subrimala case.
3. Demonetization:-did not serve its purpose?
4. Does India emerge as a power house in next Olympics?
5. Examination has killed the education.
6. Campus placement in b school:-hype or reality?
7. Leaders made or MBA born?
8. Cashless India –opportunity or burden?
9. Are discounts are beneficial or harmful for e-commerce in long-run?

First Round
1. Introduce yourself.
2. Why Amazon?
3. What have you done in your summer and winter internship?
4. Any major decision taken?
5. Why operations?
6. Summer and winter internships, what have you achieved, if I give you double the target
how will you achieved ?
7. Do you know GST.
8. Most challenging task.
9. What did you do at your internship with OYO?
10. You were a science graduate, why did you switch fields?
11. How did you improved customer delight and reduced bad ratings at the property
assigned during your internship?
12. How many rooms were sold at that property and how many of them provided feedback
on the App.?
13. How many were good and how many were bad. Give me figures and percentages and no
approx.
14. What was your CTC during your employment?
15. What was your role during the employment with OYO and why did you leave?
16. Tell me about a situation where you were 'Bias for Action'.
17. why should I hire you?
18. why amazon (why you want to join and why you think we should be interested in you)
19. Give an example where you had to take a very tough decision and your
boss/manager/senior was not around what did you do and how was the reaction of your
boss after knowing that?
20. Give an example when you went out of the box to complete some task?
21. Give an example when you showed ownership
22. Tell me about a time when you learned some new skill
23. Tell me about a time when you were opposed in a decision and how did you handle it?
24. Questions form internship (asked for particular details)
25. Tell me about a time when you faced a problem how dis you handle it?
26. Are you clear about Job role?
27. Biggest learning from your internship
28. Biggest challenge you think about this role
29. Explain any situation where you have done in depth thought analysis
30. What you will do if you will not be able to deliver product on time.
31. If any situation arises will you choose to go forward or gather more data.
32. Are you comfortable in doing job in warehouse?

33. How will train 100 delivery associates hired during festive season (hired for 2 weeks
only) in given time span of 7 days? What will be the major areas of training, different
training methods and full action plan.
34. How will you motivate delivery station staff, how will it be different from motivating
delivery associates?
35. About work experience?
36. How do you handled customers during your working with hotel
37. How much would you rate your previous company on a scale of1-10
38. what motivates you
39. negative feedback you get in your life.
40. SIP duties and responsibilities, how you handle customers negative feedback
41. How did you manage your team? What leadership skills have you showcased
42. Tell me about your family business. And why are you not going for family business?
43. How to handle theft by your employee
44. What is 5'S technique.
45. Customer satisfaction job.
46. Difficulties faced in life which you can relate with 14 principles?
47. Difference between team building and team development
48. If there is a pin code problem in a location then how will you deliver in that location
49. How college events helped in your life?
50. Justify your gap.
51. Any problem you faced while handling any of the leadership roles?
52. How did you handle conflict b/w team members?
53. why from media to operations
54. Can you work as a delivery boy?
55. Where do you see yourself in 5 years?
56. Examples of dive deep.
57. Situation of deadlines
58. Ever managed a team
59. finding a root cause of a trouble.
60. Get me through your CV
61. Example from SIP when you analysed customer service.
62. Give an example where you fail to meet the deadline?

Round2 HR:
1. What happened during your previous job that you worked their for only 6 months?
2. What did you do during your WIP and SIP.
3. Tell me about a situation where you 'Dived Deep'
4. What is your biggest achievement?
5. Tell me about a situation where you demonstrated 'Think Big'
6. What did you do during your full time employment with OYO.
7. Tell me about a tough situation that you faced in life and how did you overcame it?
8. What problems did you faced when you were with OYO. What was the most
common pain point for
9. Hotel partners. How did you tackle it.
10. Have you ever handled a team with multiple associates?
11. This job is related to warehouse management, have you ever worked in a similar
environment?
12. You will always be on your foot, tackling problems real-time in a chaotic
environment. Will you beable to handle it
13. All the questions were situation based
14. Tell me a time when you were not able to complete your deadline? What went
wrong? How could you have corrected it
15. Tell me a time when you have helped someone in difficult time?
16. Tell me when you have gone deep and have found the root problem and helped with
solution.
17. About job role
18. Biggest learning from this job
19. Challenge you will face in this job
20. What is 4M and 5S
21. What leadership principles you know and used.
22. What type of skillet you want to achieve from this job
23. Difference between skills and competencies. With example.
24. What were you doing during covid lockdown.
25. Tell me a situation where you manage the conflict while working in a team, what was
the conflict and how you solved it?
26. leadership principle (dive deep, have backbone and deliver results)

Third round
1. Say something about your hometown.
2. have you found any root cause of trouble you faced during your internship and how did
you Manage
3. feedback on co worker
4. Have you ever lead a team explain in detail how did you manage
5. How will you train a new employee Introduce yourself
6. Any major mistake you did while working and how you corrected it
7. negative and positive feedback from a direct or indirect customer
8. Give an example when you outperform and got appreciation from your superior?
9. Give me an example when you helped your peer in order to achieve common goal?
10. What all techniques i applied at this job role ?
11. Any moment when I'm feeling down ?
12. Any moment when I'm won't be able to deliver my commitment ?
13. Have you ever lead a team explain in detail how did you manage
14.
15.

Round 4
Q1. How do you define Amazon's principal- Customer Obsession?
Q2. How would you manage a person in your team having attitude problem?
Q3. Would you be able to manage a team of associates who are freshers? What would be your
strategy?
Situation based Questions :-
 A customer got an empty package and you are CPL head how you will manage the situation?
 You have 19.2 overs left and 2 batsman. Target is 171 runs. Balling speed is 140 kmph. Calculate
run rate?
 If you are from ashirwaad aata, how will you convince the vendor to replace shaktibhog and
choose ashriwaad considering the prices of both are same?
 how will you handle the customer, if customer is not happy with your product
 How to handle angry customer
 You have 6000 packets out of which 40% is small and 60% is large. You have a distributor who
can distribute either 40 small or 60 large, so how many delivery person you will require?
 You have 100 employees, each employee delivers 40 packets [Link] day 30 employee not
reported then how will you manage with 70 employees to deliver all the packages.
 Have you ever took any immediate decision in your work ex or SIP, in a difficult or complicated
 A customer a buys 20000 monthly and customer B buys 50000. they both ordered 2 iPhones but
none of them got an iPhone and they are asking for a reimbursement how will you handle the
situation
 you have 100 employees, each emp delivers 40 packets everyday. 60 emp work only from
Monday to Friday. You have to deliver on weekends but you have only 40 employees and if
some of the delivery boys are coming drunk how you will manage the situation.
 There are two trains, A & B, travelling towards each other at a speed of 60kmph and there is a
bird which starts from A and touches B then comes back from B to A and keeps on doing until
the train collides with each other. The speed of the bird is 200 kmph so what will be the dist.
covered by the bird when the train collides
 75 people in your team. All of them should get 2 days off in a week then how many people you
will require so that you have 75 people everyday.
 what are you doing to develop your personality
 if there are 35 people, and there are two week offs given for every individual how many should
be appointed more?
 there is watch. Selling price 1000, mar up 15%, what’s the formula for cost price?
 How comfortable are you with field work?
 4-5 situation based questions based on the principles of amazon
 What would you do if you team members are not happy with the way you work how will
you deal with that.
 100people in your team. All of them should get 2 days off in a week then how many
people you will require so that you have 100 people everyday.
 " If the whole team is unhappy with you , how will you motivate them"
 Give me an example where you had multiple options to choose from and you dive deep
and made a decision?
 What will you do if you have been given extra work to do from your routine job ? Will
you you take it?
 What if someone is not listening to you and then how will you make him understand ?

FOURTEEN PRINCIPLES OF AMAZON


1. Customer Obsession
Leaders start with the customer and work backwards. They work vigorously
to earn and keep customer trust. Although leaders pay attention to
competitors, they obsess over customers.
2. Ownership
Leaders are owners. They think long term and don’t sacrifice long-term value
for short-term results. They act on behalf of the entire company, beyond just
their own team. They never say “that’s not my job.”
3. Invent and Simplify
Leaders expect and require innovation and invention from their teams and
always find ways to simplify. They are externally aware, look for new ideas
from everywhere, and are not limited by “not invented here”. Because we do
new things, we accept that we may be misunderstood for long periods of
time.
4. Are Right, A Lot
Leaders are right a lot. They have strong judgement and good instincts.  They
seek diverse perspectives and work to disconfirm their beliefs.
5. Learn and Be Curious
Leaders are never done learning and always seek to improve themselves.
They are curious about new possibilities and act to explore them.
6. Hire and Develop the Best
Leaders raise the performance bar with every hire and promotion. They
recognise people with exceptional talent and willingly move them throughout
the organisation. Leaders develop leaders and are serious about their role in
coaching others.  We work on behalf of our people to invent mechanisms for
development like Career Choice.
7. Insist on the Highest Standards
Leaders have relentlessly high standards – many people may think these
standards are unreasonably high. Leaders are continually raising the bar and
driving their teams to deliver high quality products, services and processes.
Leaders ensure that defects do not get sent down the line and that problems
are fixed so they stay fixed.
8. Think Big
Thinking small is a self-fulfilling prophecy. Leaders create and communicate a
bold direction that inspires results. They think differently and look around
corners for ways to serve customers.
9. Bias for Action
Speed matters in business. Many decisions and actions are reversible and do
not need extensive study. We value calculated risk taking.
10. Frugality
Accomplish more with less. Constraints breed resourcefulness, self-
sufficiency and invention.  There are no extra points for growing headcount,
budget size or fixed expense.
11. Earn Trust
Leaders listen attentively, speak candidly, and treat others respectfully. They
are vocally self-critical, even when doing so is awkward or embarrassing. 
Leaders do not believe their or their team’s body odour smells of perfume. 
They benchmark themselves and their teams against the best.
12. Dive Deep
Leaders operate at all levels, stay connected to the details, audit frequently,
and are sceptical when metrics and anecdote differ. No task is beneath them.
13. Have Backbone; Disagree and Commit
Leaders are obligated to respectfully challenge decisions when they disagree,
even when doing so is uncomfortable or exhausting. Leaders have conviction
and are tenacious. They do not compromise for the sake of social cohesion.
Once a decision is determined, they commit wholly.
14. Deliver Results
Leaders focus on the key inputs for their business and deliver them with the
right quality and in a timely fashion. Despite setbacks, they rise to the
occasion and never compromise.

Common questions

Powered by AI

Promoting cashless payments during sales events can encourage faster and more transactional efficiency, potentially increasing impulse purchases by making buying decisions quicker. For instance, companies like e-commerce platforms might offer additional discounts or reward points for using cashless options, driving consumer loyalty and increased spending. However, if consumers are not comfortable with digital transactions, it may temporarily limit the audience to those who are digitally literate and possess necessary devices . Long-term profitability might improve due to lower transaction processing costs and customer data insights for targeted marketing, but could be hindered if the transition alienates significant customer demographics .

The 'Think Big' principle encourages leaders to set ambitious goals and explore bold strategies for growth, inspiring innovation and exploration of new markets. For example, a technology company might apply this principle by expanding its product offerings from consumer electronics to enterprise solutions, thus diversifying its market and revenue streams . This expansive vision not only fosters a culture of innovation but also challenges employees to look beyond immediate gains, focusing on transformative and sustainable growth strategies. By doing so, companies can establish a strong foothold in emerging market segments, ensuring long-term success and relevance .

Team development involves ongoing activities aimed at enhancing team members' skills and competencies for better performance, such as regular training sessions and performance feedback loops. For example, a company might implement leadership skills workshops to equip employees with decision-making tools necessary for career advancement . In contrast, team building focuses on fostering strong interpersonal relationships and collaboration through activities like team retreats or problem-solving games, which can boost morale and cohesiveness. While both are crucial for effective teams, team development tends to have a longer-term influence on capability enhancement, whereas team building often aims at immediate improvement in team dynamics .

The 'Dive Deep' principle requires leaders to thoroughly engage with and understand the intricacies of their business, which enhances organizational problem-solving and drives innovation. By focusing on details, leaders can uncover root causes of issues, as illustrated by a logistics manager identifying inefficiencies in delivery procedures through comprehensive data analysis. Such insights enable directed, innovative solutions, aligning with Amazon's leadership model that values attention to detail for more effective and long-lasting solutions . This principle encourages leaders to critically assess operational metrics beyond surface-level interpretations, supporting sustained innovation and improvement .

Arguing that leaders are made suggests that leadership skills can be developed through education and experience. Management education imparts critical skills such as strategic thinking, decision-making, and ethical leadership through structured learning and case studies, thus preparing individuals to lead . Moreover, workplace experiences like project management and conflict resolution build practical leadership capabilities, reinforcing the premise that leadership stems from continuous learning and adaptability rather than innate traits. Conversely, critics might argue that inherent traits like charisma and assertiveness play crucial roles, but even these can be honed over time .

Examinations are often viewed as detrimental because they emphasize rote memorization over critical thinking and understanding, which can stifle creativity and genuine interest in learning . This examination-centric approach pressures students towards achieving high marks rather than mastering subjects, potentially leading to stress and exhaustion. Additionally, it can create a competitive rather than collaborative environment, hindering peer learning and cooperative skills, which are essential for holistic development .

In a delivery service company, 'Customer Obsession' can be implemented by continuously gathering feedback from customers regarding delivery times, condition of packages, and overall service satisfaction. A logistics manager might set up a system to track delivery data and customer feedback in real-time. For example, if data indicates that a certain route consistently results in late deliveries, the manager could re-evaluate the route or the team assigned, ensuring timely deliveries and improving customer satisfaction. This dedication to understanding and meeting customer needs reflects the principle of starting with the customer and working backwards .

Discounts can drive short-term sales and attract new customers by lowering price barriers, thus increasing the platform's market share and competitive edge, particularly in a price-sensitive market like India . However, sustained reliance on discounts could erode profit margins and set consumer expectations for perpetual low prices, which is unsustainable. It may also devalue brands and disrupt perceived quality. Additionally, discount strategies might not foster customer loyalty once discounts cease, as customers may shift allegiance based on price rather than service or product quality . This dynamic presents a complex strategic balance between attracting users and maintaining financial viability .

Supreme Court interventions in faith matters, such as the Sabarimala case, highlight the judiciary's role in balancing constitutional rights with religious practices. In Sabarimala, the court addressed gender discrimination within temple entry practices, ruling to allow women of all ages to enter the temple, reinforcing gender equality . This intervention underscores the judiciary's duty to uphold constitutional values, yet it evokes debate over judicial overreach into religious affairs. While advocates praise such rulings for advancing human rights, critics argue they could infringe on religious freedoms, potentially leading to social unrest .

The shift to cashless transactions in a developing economy, such as India, offers significant benefits, including reducing black market activities and increasing tax compliance, as documented during demonetization initiatives . Cashless systems can also streamline financial operations and enhance convenience for consumers. However, drawbacks include issues with accessibility and security, as not all consumers have equal access to digital technologies or trust in the security of cashless systems, which may overburden certain segments of the population .

Amazon (TL Profile )
GD TOPICS  17-19
1. Should Supreme Court give verdict on faith?
2. Should Supreme Court intervene in sub
15. What was your role during the employment with OYO and why did you leave?
16. Tell me about a situation where you were &#3
52. How did you handle conflict b/w team members?
53. why from media to operations
54. Can you work as a delivery boy?
55. Wh
21. What leadership principles you know and used.
22. What type of skillet you want to achieve from this job
23. Difference b
Situation based Questions :-

A customer got an empty package and you are CPL head how you will manage the situation?

You

Give me an example where you had multiple options to choose from and you dive deep 
and made a decision?

What will you do
driving their teams to deliver high quality products, services and processes. 
Leaders ensure that defects do not get sent do

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