I have previously done blogposts here on the online application form for training contracts and vacation placements, including typical questions you might be expected to face, as well as valid responses you might wish to give. I have summarised what could be a reasonable approach for the cover letter, as well as a specialised platform for online verbal reasoning psychometric tests (and free material developed pro bono), which we developed in the Legal Awareness Society, a student society at BPP, but totally independent of BPP. I should now like to devote this blogpost to the interview itself. Please take advantage of any mock interviews at your law school or University, as it is said that poor interviews are really obvious, but easy to improve upon. I hope that you find this blogpost useful and interesting.

Virtually all law firms use ‘competency-based interviewing‘ allowing candidates to demonstrate skills based on past experiences, as these thought processes are considered to be a good predictor of future behaviour. They normally begin with a ‘main question’ proceeding onto a ‘probe’ question, in a technique called ‘information funnelling’. The probe questions, in a conversational way, will ask you to elaborate on aspects which you haven’t spontaneously discussed. An interview for a training contract will normally last for 45 minutes – 1 hours. Companies tend to talk about ‘values’, ‘competencies’ and ‘behaviours’ interchangeably; it is very unlikely that in a training contract interview you will be asked technical matters about law (especially if you’re a non-law applicant).

Look around graduate recruitment websites of various firms; for example there’s a very useful video by Anna King, Graduate Recruitment Manager at Simmons & Simmons LLP, on their website here.

The start of the interview may start with your application form. However, screening of CVs normally does not allow subjectivity or bias to creep into your interview, such that a baseline of performance will have been ascertained already by interview stage. The interview will then get to grips with what you’re like as a person, and whether you’re a good cultural fit for that organisation. Interviewers will often be too busy scribbling, so it’s not uncommon for interviewers to show little eye contact!

Companies ask questions based on their job description for all levels of the organisation, including a list of criteria of attributes a person needs to have to do the job competently; this consists of behaviours, skills, experience and cultural goodness-for-fit. Job descriptions will be specific for the role and the company (e.g. different law firms, vacation scheme or training contract), so it’s important to prepare for every interview individually. The interview is then designed around evidence-seeking, evidence consists of answers to the questions you’ve been asked, to be subsequently analysed after the interview. Scoring matrices are designed around the criteria for the role, and are considered to be the fairest and most robust way to analyse an interview. An example of a matrix around communication might be as follows:

“Star performer” – 10 points

Demonstrates confidence in their communication – spoke clearly and presented information confidently

Effective – 5 points

Mostly clear and spoke with fluidity – occasionally faltered but on-the-whole quite good

Need for improvement – 2 points

Not effective – demonstrated lack of confidence – mumbled, was unclear or hesitant – or was overconfident (tended to be arrogant, boast about achievements, “me me me“, too long)

A matrix for teamwork might look at the following attributes:

• Flexible and open to new ideas and methods
• Maintains a positive attitude in most situations and makes appropriate adjustments when advised and instructed
• displays cooperation and commitment
• readily accepts responsibility
• quickly adapts to change
• conflict-resolution
• shares information
• individual (self) vs. team (other) mindset
• diplomatically states opinions/position
• is personal style compatible with company/group culture?

Another scoring matrix might look at the following attributes for leadership.

• influence on others
• relationship focus
• ability to gain respect of others
• ability to discern/make good judgments
• serving mindset/attitudes
• creativity – readily offers ideas
• committed to learning
• takes initiative/is proactive
• work/life balance

Interviewers are looking for enthusiasm about the organisation (clients, achievements, market context, general business knowledge/commerciality), and a good understanding about the organisation. It is insufficient to know pockets of knowledge, but it is essential to link knowledge in a succinct manner.  Here is a previous post on this blog about commercial awareness.

Check

• who are you seeing?
• which office you are at?
• what time do you have to get there by? are there any disruptions planned?
• is your suit ready? are your shoes polished? (a suit is obligatory and is immaculately presented)
• will you be a good Associate or solicitor? (first impressions are vital – you must look as if you’re somebody a Partner would be happy to go to a client meeting with)
• why do you wish to work for a particular organisation (defined on the basis of who there is, what do they do that makes them stand out, their position within the client market, where are they?)

Reading blogs or an article commentary in Charonqc, Legal Week or Lawyer 2 be  may be useful. Contributing to blogs can also be useful, to help your understanding! Companies care about how you synthesise this information at a personal level, as it’s a key skill for you behaving with clients professionally.

Listen to the question actually asked. Do not answer what you have prepared if it’s at the expense of what is actually asked. Speak clearly and concisely, with a good structure. Think about the situation overview, the tasks which had to happen for an action to take place, and then what was the outcome/results. Do not answer ‘yes’ or ‘no’ without some qualification or background. If you do not understand the question, you should ask the interviewer what they mean; e.g. you could offer to repeat or paraphrase the question (this could even allow you some ‘thinking time’).

Look up the shared values of the firm that you’re applying to. Try to think of examples that you can give for, which could have resulted from your own experience. Here are key values from Eversheds for example:

Our vision

To be a great place to work and the most client centred international law firm.

• Client centred
  We will look after our clients’ interests as if they were our own. We will deliver levels of service and build relationships that are second to none.
• Straightforward
  We will be straightforward, open and honest in all our dealings and we will act with utmost integrity.
• Teamwork 
  We will place the firm’s interests ahead of the agenda of any individual. We will act as one firm, recognising the different important contributions we each make.
• Mutual respect
  We will take care of each other and we will treat everyone with respect, fairness and courtesy. We will recognise the need to balance personal and business lives.
• Accountability
  We will take responsibility for problems and strive to always find solutions to the issues faced by our clients and colleagues.
• Continuous improvement
  We will embrace change and challenge the status quo, always seeking to find better ways of doing things.

Make sure

• that you’re polite throughout;
• that you’re not too early as the reception will need to alert people that you’ve arrive;
• that you’re comfortable with shaking hands;
• that you thank the interviewer for their time;
• that you do not sit before your interviewer, or take your jacket off without being asked;
• that you keep eye-contact with all people in the room (not just the interviewer);
• that you do not slouch.

 

This is an independent blogpost, and nothing to do with BPP (including their Careers Service), or any specific law firms. Students may use this information at their own risk, and the information is only provided out of goodwill, and for educational purposes.