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Online verbal reasoning tests for training contract and vacation scheme placements: introducing Legal Recruit
A few months ago, I got to know the online verbal reasoning test very well. SHL are the one of gold standards in offering the tests, and do so to the best of my constructive knowledge for the vast majority of prestigious corporate law firms here in London. Other test providers, such as Kenexa, are well known, and of course Pearson Assessment are the masterminds behind the Watson-Glaser Critical Thinking Appraisal Test (I know because I have physically sat them in two Head Offices of corporate law firms in the City).
Verbal reasoning tests intrigue me greatly, as my Finals at Cambridge were in neuroscience, and actually I did my Ph.D. there in cognitive neuropsychological assessment. The focus of my Ph.D. was in the skills centred around planning and decision-making, thought to be a function of the frontal lobes, but of course we had to be well versed in other neurocognitive domains such as attention, language, memory and perception. At first I was ambivalent about virtually all the corporate law firms subject future employees to an online verbal reasoning test for about 20 minutes, when you would have thought that a II.1 would be sufficient information for a legal recruiter. Legal recruiters often state that verbal reasoning skills are essential for lawyers, and I used to shrug my shoulders mentally. Actually, I now feel that this is very true. In my Master of Law in commercial law from the College of Law, we were given a lot of practice in drafting various commercial legal documents, such as intellectual property licenses, due diligence reports and even peremptory orders in international arbitration for the High Court. I believe it’s essential for law trainees to be good at basic inferences; they do need to be able to tell whether a statement is true or false from information presented to them, and to be confident enough to say when there is insufficient information to make a conclusion. Knowing the limitations of your own knowledge must be a key skill for any professional.
Therefore, a few months ago, I decided to put my experience of online verbal reasoning tests into action. I am visually impaired, and generally I felt that law firms varied a lot in their basic competence in being allowed to make reasonable adjustments for me, which they are obliged to do under law. For example, on my site http://www.legal-recruit.org, which I launched today, you can also alter the text size, or ask for extra time in doing a test (which learners with dyslexia should be able to action with the help of the Learning Support Officer of their law school and the Graduate Recruitment Team of their chosen corporate). I have done a lot of background reading in the cognitive skills tested in the verbal reasoning test and the situational judgement tests, and reported my findings on my specialist blog http://www.legalrecruit.org). You can even try a practice online verbal reasoning test for fee, and you’ll obtain a free, confidential, detailed report providing you with item-by-item breakdown (as well as your total performance metric.)
On the front page, you can access information about the tests, including factsheets, examples of verbal reasoning tests of the ‘True’, ‘False’ or ‘Cannot Say’ variety, educational videos, and books on verbal reasoning and situational judgment tests.
I have produced factsheets explaining the rationale behind the tests in general, some guidance for the online verbal reasoning test, some guidance about the competences sought by corporate law firms in their situational judgement tests, and what reasonable adjustments you can rightly ask for if you a visual impairment or reading difficulty.
The aim of this website is to make sure that you are familiar with the test format of the online verbal reasoning test. You should of course check the format of the test you need to do with your legal recruiter, and to make sure you understand how the test operates. With help from the books (free sample material is provided on the home page), you can understand how correct answers are arrived at.
I’ve tried to describe this information succinctly in a series of factsheets. However, if you prefer visual material, also for free, we’ve produced some videos for you to understand verbal reasoning tests, situational judgement tests, and reasonable adjustments. As they’re also on YouTube, you can watch these on an iPad.
I hope this makes your journey into the online verbal reasoning test enjoyable! I’ve had great fun working on this venture, which came out of an idea in my student society, but which is otherwise totally independent. Please do let me know how you get on either by commenting here, or emailing enquiries@legal-recruit.org
LegalAware four-part series on psychometric tests: Factsheet 3 – What are situational judgement tests?
This is the third in a four-part series looking at psychometric testing.
Lots of employers use situational judgement tests (SJTs) during their recruitment stage, particularly at graduate level.
SJTs measure your behaviour and attitudes to work-related scenarios. With a bit of “insider knowledge” you will have nothing to fear. This is where it is most likely to have a substantial advantage to ‘understand’ the corporate environment or culture, from having done ‘relevant’ work experience. Possibly reading all the books in the world about what it is like to work in a City environment won’t fully prepare you for such tests. However, here is one very good book, which is available on Amazon UK:
It is therefore perfectly possible for you to ‘train’ to become good at these tests. Currently organisations as diverse as Waitrose, the NHS, PricewaterhouseCoopers, Sony, Wal-Mart, Deloitte, John Lewis, the law firms Herbert Smith and Eversheds, the Fire Service and many more, are using SJTs as part of their recruitment process.
Situational judgement tests present candidates with a range of different situations that they might experience in the job for which they are applying. For each situation, a number of possible actions are suggested. There may be around 3 actions, but this varies. It is the candidate’s job to choose between these possible options and judge which is the most effective course of action to take and therefore which action they would take if faced with this situation.
SJTs are always multiple-choice; no answers other than the options listed are allowed.? The ‘name of the game’ is not to have an in-depth discussion over the various pros and cons of the various options on offer; often one of the options will be completely daft according to most reasonable people.
The situations (or “scenarios” as they are sometimes called) are almost always reflective of a real-life aspect of the job. SJTs are usually designed using ‘Subject Matter Experts’ – usually people who are successful at the job themselves. These experts are asked to suggest likely scenarios with which a jobholder might be faced and also to suggest possible responses and rate these responses for effectiveness. This forms the basis of the scoring system for the test. So in other words, how closely your responses match the answers rated highly by the ‘experts’ will determine how well you do on the test.
For employers, SJTs are a very cost effective, powerful and convenient way to select the potential strong performers from a large group of candidates. Employers will be more likely to use an SJT if they have a high volume of candidates applying for a role or position and if they recruit for this position on a regular basis.
How should you prepare for a SJT?
It has been suggested that one of the best ways to be prepared for a selection test, including a situational judgement test, is to be aware of what the test is seeking to measure. In other words, what aspects of you, as a candidate is the test hoping to pick up on?
Competencies are bundles of skills, abilities and personality traits which are considered by most experts to contribute to good job performance. The relevant competencies will vary according to the job or job-type being considered. As a law student applying for a training contract, you will normally be expected to demonstrate “graduate level competences”.
Graduate competencies will reflect the range of skills, abilities and styles that are effective at a graduate entry level role in an organisation.
They are unlikely to include managerial competencies such as ‘directing others’ and ‘strategic thinking’.
They will probably include some, or all, of the following:
- Communicating, influencing and negotiating – looking for clarity, appropriateness and persuasiveness? of communication.
- Drive to achieve results – looking for motivation and drive to achieve high standards and deliver results on time.
- Planning and organising – looking for the tendency to approach tasks in a systematic and organised fashion, to prioritise activities and manage time.
- Analysis and decision-making – looking for accurate and timely analysis of information, facts and data and good judgement with regard to what course of action to take based on that information.
- People and relationship skills – looking for capacity to build effective working relationships, to have empathy and awareness of others and work well in a team.
No particular training or knowledge is required to take this type of test. However, as mentioned above, if practice tests are available on the employing organisation’s website, or elsewhere, it is well worth taking full advantage of these.
When you sit down to take the test, look closely at the detail of both the situation, the possible answers, what you are being asked to comment on and also whether you are being asked for your judgement or information about your most likely response. It is important that you read each scenario thoroughly.
Another point is that, as for ability tests, you are expected to use only the information provided in the question; do not make assumptions about the situation or scenario, even if it is similar to one that you have come across yourself in the past.
And finally, as mentioned above, if you have been given information about the competencies assessed then keep this in the back of your mind as you progress through the test. If you haven’t been given this information then make your best guess as to the competencies that are typical of the role for which you are applying. By identifying the competency or competencies that the question is addressing you can more easily get into the correct ‘mindset’ to judge the options effectively.
Example questions
1. Your friend, who has always been your competitor at law school, is about to give a Powerpoint presentation on share acquisitions in Korea as a trainee, and you know that the Managing Associate is looking forward to this presentation with interest. However, there appears to be a mechanical fault with accessing Broadband, and the only copy of the file is an email which she sent to you to check yesterday. You saved it on your memory stick, which you happen to have brought to the meeting. You know the memory stick is compatible with the computer she is using for her presentation. How do you decide to proceed?
Pretend you have forgotten the memory stick, and you cannot help. (0%)
Offer to upload the presentation on her computer using the memory stick, but to offer also to download the file from the internet if that fails from a neighbouring computer. (94%)
Ask the Managing Associate for help, to demonstrate that you enjoy teamwork. (6%)
2. You are a trainee in the corporate finance seat in London where all team members are extremely busy. You have recently been liaising with ten particular clients on an almost daily basis in France. Your Supervisor has asked you to canvass for opinions of various clients in different countries towards the recent fall in stock prices in the European markets. You feel you do not have time to do this task on your own in time. Which of the options do you consider first?
Seek help from other trainees to help you to write the report, and ask other trainees which clients should be contacted. (24%)
Seek help from other trainees to help you to write the report, and contact some or all of the ten clients to ask them for their opinions. (47%)
Research the information which could be obtained from the clients and punctually write a report. (28%)
BPS guidelines should be observed for legal recruitment tests
Psychometric tests have become very significant in legal recruitment. SHL verbal reasoning tests have become widely used in legal recruitment for corporate law firms for London. A lot of weight is given to their results in shortlisting (or not) good candidates for interview for vacation schemes and training contract applications. It is very important that such tests are used responsibly. The history of the development of these SHL tests by Roger Holdsworth and Peter Saville is interesting, and briefly given in Roger Holdsworth’s obituary in the Telegraph:
“Holdsworth became convinced that psychometric testing could be developed to assist companies in selecting suitable employees. In 1977 he got together with Peter Saville, whom he had met at the British Psychological Society, to found Saville and Holdsworth (later SHL), a business to develop and promote psychometric testing. Psychometric testing took off in the Second World War, when it was used extensively in the armed services to assess personnel, but by the 1960s, when Holdsworth began his career as a business psychologist, it had failed to catch on elsewhere. Most companies recruited staff on the basis of highly subjective interviews or through the “old boy network”. Not only did Holdsworth feel this was unfair, he knew it led to poor decisions. From its beginnings in a spare room, SHL expanded rapidly, profiting from growing demand for the tests from large firms seeking to identify their own “corporate culture” and recruit staff to fit that mould. Drawing on his aptitude for languages – he spoke 5 fluently – Holdsworth led SHL’s expansion into more than 30 countries.”
Psychological tests, by definition, have to test well-understood cognitive domains in a validated, repeatable, consistent, measurable way. ‘Legal Recruit’ tests are not specialised psychological tests, examining specific cognitive domains. They are, however, intended to allow practice for SHL tests which are widely used by corporate law firms.
Indeed, tbe British Psychological Society has a register of accreditated tests, which contains some SHL tests. According to their official website,
“Test Registration has been developed to inform and protect the public by the use of ‘quality marks’ on tests that meet the European Federation of Psychologists Association (EFPA) criteria to be classed as having adequate psychological properties. Tests can be registered if they meet minimum quality standards. The quality standards are set by the European Federation of Psychologists Associations and the tests are assessed against the standard through the review process.”
The British Psychological Society maintain standards for psychological testing: according to their website, “Psychological tests are used in all walks of life to assess ability, personality and behaviour. A test can be used as part of the selection process for job interviews, to assess children in schools, assess people with mental health issues or offenders in prisons. The British Psychological Society’s Psychological Testing Centre (PTC) is the first point of contact for anyone who uses, takes or develops tests.. “
I have a deep interest in cognitive neuropsychology, as my PhD from Cambridge and my post-doctoral fellowship from London were in this discipline (particularly the role of the frontal lobes in reasoning, planning and decision-making), As I am disabled with visual impairment, I will ensure that all tests offered by major test providers are designed, and actually implemented, by the major test firms, and it is the responsibility of corporate law firms to ensure that correct conduct of the actual test is actually implemented.
The code of good practice in psychological testing
Draft Data Protection and Privacy Issues in Employment Related Settings
The BPS also draws attention to the disability issues, in keeping with the corporate law firms’ obligations with the Equality Act (2010):
Dyslexia and Occupational Testing
Visual Impairment and Psychological Testing.pdf
Psychometric Testing for people with a hearing impairment1.pdf
The BPS draw attention also to ‘good practice’ guidelines over computerised testing. ‘Legal Recruit’ will be adhering to these guidelines:
International Guidelines on Computer-Based and Internet Delivered Tests
Using online assessment tools for recruitment.pdf
Guidelines on the Validity of Graphology in Personnel Assessment
