case study presentation assessment centre

Assessment centre activities and examples

Are you an assessor looking for assessment centre activities to run? If so, we can help .

Our experiential learning materials are used in assessment centres all over the world , by heavyweight names like KPMG, Gatwick Airport, and EasyJet.

As an assessor, this post will guide you through the whole process and prepare you to lead a selection of effective activities.

Or if you’ll be attending an assessment centre, this post will give you an idea of the logic underpinning the activities you’re about to encounter.

Here’s what we’ll cover. Click the links to skip ahead to any section:

Key assessment centre concepts

Benefits of an assessment centre, the role of the assessor, activities for recruitment assessment centres , group assessment centre activities with examples, role-play assessment centre activities with examples, virtual assessment centre activities with examples, in-tray assessment centre activities with examples.

We’ll start by introducing some key concepts in case you’re not familiar. To skip this and go straight to the activities, click here.

Assessment centre

A methodology used to identify the candidate(s) best suited to a role or position.

Despite the name, an assessment centre isn’t a specific physical place. It’s a set of exercises to assist with personnel selection, designed to simulate the job and give participants an opportunity to demonstrate the skills required to succeed.

A person tasked with carrying out assessment centre activities, often with formal training to ensure objectivity.

Candidate / participant

A person being assessed for their suitability for a role via completion of the assessment centre.

A type of assessment centre activity in which candidates are given question-based prompts to determine the suitability of their experience and attitude.

Group exercises

A type of assessment centre activity which multiple candidates work together to complete, possibly while playing assigned roles.

Presentation exercises

A type of assessment centre activity in which individuals give a presentation on areas requested by the assessor.

In-tray exercises

A type of assessment centre activity which simulates a workflow that a successful candidate will encounter on the job, to assess their ability to perform tasks, manage time, and delegate responsibility.

Our kit for assessment centres , containing eight activities designed especially to let candidates showcase their qualities while assessors observe a whole range of skills, attitudes, approaches and behaviours that might be missed in interviews.

Assessment centres are popular for a handful of reasons:

They save time and allow more effective use of resource by letting you assess multiple applicants at once
They reveal applicant traits that may not be obvious in a traditional interview context, for example leadership and interpersonal skills
They offer a more robust demonstration of participants’ soft skills than might be available through other methods
They are versatile and flexible, giving assessors the opportunity to assess a wide range of competencies
They leave an audit trail which can be used to demonstrate that fair hiring processes were followed

An assessor’s role is to observe participant behaviour, assess their performance, and carry out objective judgements based on predetermined criteria.

Assessors will understand that objectivity is hard to achieve. We are all prone to bias, and special frameworks or models of evaluation are often employed to ensure that assessment on a good-bad scale is consistent for different participants and by different assessors.

The ORCE Model is a popular assessment framework. By taking care to o bserve and r ecord behaviour during the assessment, assessors have a more solid baseline to work from when c lassifying and e valuating it afterwards.

There is plenty written about such frameworks – in academic contexts and beyond – so beyond mentioning their relevance, this blog post won’t go into any more detail.

(Note that effective assessment centre activities will be designed in such a way that the opportunity for such bias is reduced , but it is not possible to remove it completely.)

Assessors are also tasked with documenting the assessment process to create a record that can be referred back to at a future date, and which can demonstrate in a legal context that the recruitment process was carried out fairly and in accordance with relevant legislation.

What makes a good assessor?

Broadly speaking, an effective assessor will possess the following traits:

An ability to make accurate observations both of behaviours and their impact
An ability to remain objective while observing
An ability to accurately document your observations
An ability to assess observations with regard to the relevant criteria

These traits are relevant in all assessment centre contexts. Depending on the type of assessment centre you work in, you may need to develop one or more context-specific skills.

If you’ve been tasked with designing or running an assessment centre, you may be on the lookout for suitable activities. This section includes a few recommendations to get you started, along with information about their strengths and relevance.

The activities in this section flow nicely into each other and would work well for an assessment centre, if you’re in a hurry.

Icebreakers are best unobserved and unassessed, as it reduces the pressure on participants and lets them acclimatise to the day.

One popular example of an icebreaker is to split into pairs or threes, give each participant a few secret things to find out about their teammates, and then invite them to share with the group at the end.

Skills assessed : the ability to listen, communication skills, presentation skills

Marshmallow challenge

To warm people up after the icebreaker, go for something fun and lowkey. One popular example is the marshmallow challenge, in which participants must build a tower as tall as possible using only marshmallows and dried spaghetti.

If you do run this activity, check out our blog post outlining how to do it properly : i.e., in a way that will actually give you something to assess. The marshmallow challenge is one of many activities which, done incorrectly, can yield little to no useful results.

Skills assessed : listening skills, valuing others’ ideas, leadership, influencing others, innovation, trial and error

Role-based scenario

Lots of assessment centres used role-based scenarios. The logic is that giving participants the opportunity to react to a scenario relevant to the role they’re applying for will prompt them to think about how they’d deal with it, and that discussing performance afterwards will allow other participants to input their ideas.

In practice though, be aware that role-play can be a hindrance to proper assessment. Participants are being asked to imagine how someone else might respond to a situation, rather than showing how they would actually respond: as a result, you may be seeing a performance rather than real behaviour.

Skills assessed : role-specific qualities, communication skills (if discussed), presentation skills

This simple activity can be useful in assessing how well participants perform under pressure. Prepare a selection of topics, then ask participants to give a 2-minute talk about their topic. Make sure to give all participants the same amount of time to prepare ahead of their talk, to ensure they’re held to similar standards.

To increase the predictive validity of this activity – that is, how well it indicates performance in the role – choose a topic that prompts thought and reflection relevant to the role.

Skills assessed : ability to perform under pressure, communication skills, presentation skills

A traditional interview where candidates answer questions about their past experience and suitability for the role can be employed as part of an assessment centre.

Constructing an effective interview is an art in itself, and one we won’t delve into here. We will say this, though: make sure questions are relevant to the role, and that they give participants the opportunity to demonstrate their suitability.

Skills assessed : ability to perform under pressure, communication skills, role-specific skills

MTa Select for recruitment assessment centres

Our MTa Select kit is designed especially for use in assessment centres.

These assessment activities can be used to evaluate over one hundred defined qualities – including leadership, influencing, customer focus, conflict management and more – making them a popular choice for assessment centres worldwide.

“MTa Select now forms an integral part of our Recruitment Assessment Centre – and has been well received by our own staff and candidates themselves”.

Constable John Ritchie, Grampian Police

If you’re looking for an assessment centre activity and would like a personalised recommendation, click here .

An integral part of an assessment centre is to see how participants interact with others, and group-based activities are a reliable way to assess this. Here are a few ideas for group assessment centre activities.

Group discussion

Split participants out into groups and give each group a topic. Ask them to discuss the topic, possibly with a prompt for different people to advocate for different stances within the discussion, then observe the ongoing discussion and interpersonal dynamics.

Skills assessed : communication skills, ability to listen, valuing the opinions of others, ability to respond to new information

Group presentation

This group activity expands on the above by requiring a presentation at the end of the discussion, to which each participant must contribute. This addition allows assessors to see more interpersonal dynamics at play.

Skills assessed : how roles emerge, leadership, how people advocate their ideas, negotiation, presentation skills

Case studies

This type of activity is a good twist on role-based activities, as they address some of the aforementioned shortcomings of role-play.

Assessors give each group a printout with details about a situation, then ask them to decide the most appropriate response from the company’s perspective. At the end, answers can be compared with company policy to determine the accuracy of their response.

This type of activity can also be done individually.

Skills assessed : knowledge of the role, group decision making, communication skills.

The NASA Challenge

This group activity puts participants in a simulated lunar mission gone awry. Together, group members must decide which items they’ll take when traversing the treacherous lunar surface between their crashed lunar module and the mission control centre.

When running this activity, be careful that you’re doing it right .

We also offer the NASA Challenge as a virtual assessment centre activity over on MTa Immersion .

Skills assessed : listening skills, valuing others’ ideas, influencing others

Perspectives

This experiential learning activity is designed to get participants thinking about the best way to fulfil a deliberately ambiguous brief. Through the simple act of arranging pictures, participants are given an opportunity to advocate their ideas, attempt to build consensus and perform under pressure.

Observing who is able to do these things, and how well, should yield useful insights.

Perspectives is available as a virtual assessment centre activity on MTa Immersion and can be customised based on your requirements.

Skills assessed: advocating ideas, building consensus, working under pressure

By asking participants to play specific roles, you can see how they behave in a wider variety of situations and within different power dynamics.

However, as we mentioned previously, you may actually be assessing how good people are at acting. Participants are not responding to social stimuli as themselves, they’re responding how they think someone playing the role should respond.

Be aware of this if you decide to include role-play activities in your assessment centre. And remember: MTa Select avoids this issue by giving you the opportunity to see how people really behave: in real situations, and under real pressure.

Here are a few examples of role-play assessment centre activities.

Bad feedback

One participant plays the role of a superior, another plays a subordinate. The latter receives negative feedback and must deal with it gracefully and constructively.

Skills assessed : ability to receive bad feedback, ability to act on feedback, identify areas of improvement

Angry customer

One participant plays the role of a dissatisfied customer, another plays an employee dealing with them. They must follow company procedure as best as possible and potentially decide how to act when the procedure stops being relevant.

Skills assessed : ability to work under pressure, knowledge of procedures, customer interfacing skills

Role-specific situations

If you’re running an assessment centre for the police, it would make sense to simulate an arrest or the search of a suspect. This increases the predictive validity of the task by giving participants the chance to show how they’d approach a situation they are likely to encounter in the role.

Skills assessed: desired role-specific skills

Given the advent of technology and remote working, some assessment centres will have online components (or be completely virtual). Here are some ideas for activities to use in this setting.

Virtual ice breaker

By using breakout rooms, you’re able to split participants into groups and give them a private environment to discuss things. Task the participants in each breakout room with finding facts about each other, then close the breakout rooms and invite all groups back to the main space to share.

Observe which participants are keen to share, how well they communicate, the type of information they share, and so on.

Virtual group discussion

Use breakout rooms to split participants into groups and give them the opportunity to discuss things in a private environment. By moving between breakout rooms, you are also able to observe and assess groups individually.

Consider not letting groups know when they will be observed: this will encourage them to discuss things naturally, rather than waiting until you arrive to begin.

Virtual group presentation

Expanding the group discussion into a group presentation, with the requirement to create digital presentation materials, gives you the opportunity to assess how well participants can use technology, collaborate on online documents, and so on.

Psychometric assessments

Many psychometric assessments are available, each offering insight into a different combination of traits. The most suitable one will depend on the situation and the nature of the role being assessed for.

These assessments can be done in person, but lend themselves particularly well to virtual.

In-tray activities place participants in simulated work environments to give assessors a chance to see how they would behave in the role. There are a couple of ways to run these activities, with examples below.

Participants are given a simulated mailbox with a number of emails of varying urgency and are asked to prioritise these tasks and delegate (where relevant) to create an example workflow.

The expectation here isn’t for the participant to complete the work; rather to show that they are able to manage their time and respond to the pressures of the role, rather than just tackling tasks one at a time as they appear in their inbox (which is rarely the most efficient way off working).

Skills assessed : ability to delegate, time management skills, ability to manage a workload, performance under pressure

A paper-based version of the above

Not all roles and workplaces lend themselves best to digital. If you’re assessing for a role where there’ll be lots of interpersonal or paper-based tasks arriving, make sure this is reflected in the assessment centre.

You could give participants a tray full of documents and memos, then have people come to their desk to add other tasks to their workflow. The objective is the same: to create an indicative workflow and showcase how they would prioritise the incoming tasks.

Just 35 Minutes

This activity from MTa Select is an in-tray exercise that utilises computer, fax and paper to simulate a busy work environment. Participants must identify the big issues and avoid getting caught up in the detail.

Skills assessed: evaluating and judging, decision making, focusing on critical issues, prioritisation

If you’ve still got questions about running an assessment centre, the following section should have you covered. And if not, drop us a message on the chat box below and we’ll do our best to help.

How should I structure an assessment centre?

Allow a full day to run the assessment centre, with time for introductions, explanations, and reviews. Remember that people’s ability to concentrate is limited, so a few hours in the middle of the day may yield better results than a whole day 9-5.

Aim for a large enough group to give participants the chance to interact with each other. Low double digits is a good size.

Leave time for lunch and other informal breaks, so that participants can interact in a natural setting: this can be just as revealing as the formal activities.

If you need a pre-made recruitment assessment centre, just run the five activities in this section .

What should an assessment centre include?

An assessment centre should include activities designed to test the competencies relevant for the role you are recruiting for.

You should also include time for review, where relevant. This gives you a mechanism to give feedback to participants and let them know next steps.

Factor in time for breaks and food, too! Participants will be at their best when they’re not under pressure for the whole day.

Some informal time at the beginning is a good shout as well, as it gives participants time to get acquainted with each other and the environment they’ll be spending time in.

What makes an effective assessment centre?

The best assessment centres utilise multiple exercises to assess each competency: i.e., a structured interview may assess communication, and a group exercise will give assessors another opportunity to observe participants communicating.

Similarly, intelligence could be assessed by a psychometric test and a work sample exercise.

How many assessors should there be in an assessment centre?

This depends on the role and the organisation: we would recommend at least 2.

How long should an assessment centre last?

Again, this depends. We’d recommend not making an assessment centre longer than a workday. Ideally, a little shorter so that people can maintain concentration throughout.

Can you recommend any useful resources?

This chapter from a textbook dealing with the role of an assessor includes some useful information about common pitfalls and how to avoid them.

You can read about how MTa materials have helped a variety of organisations to run assessment centres:

Gatwick Airport
UK emergency services

Assessment centres are powerful tools for personnel selection, across a range of roles and industries.

Depending on the nature of the role you are recruiting for, the components of your assessment centre will vary. This blog post was written to connect you with some activities that might be suitable for your assessment centre.

For assessors looking for out-of-the-box activities, we have created MTa Select specifically to help you get more value from your assessment centres.

If you need help finding activities for your assessment centre, get in touch via our contact form or the live chat below and we’ll be happy to help.

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Case Study Exercise At Assessment Centres

A case study exercise is a practical assessment commonly used in the latter stages of recruitment for graduate jobs. One of several activities undertaken at an assessment centre , this particular type of exercise allows employers to see your skills in action in a work-based context.

What is a case study exercise?

A case study exercise consists of a hypothetical scenario, similar to something you’d expect to encounter in daily working life. You’ll be tasked with examining information, drawing conclusions, and proposing business-based solutions for the situation at hand.

Information is typically presented in the form of fictional documentation: for example, market research findings, company reports, or details on a potential new venture. In some cases, it will be verbally communicated by the assessor.

You may also have additional or updated information drip-fed to you throughout the exercise.

You could be asked to work as an individual, but it’s more common to tackle a case study exercise as part of a group, since this shows a wider array of skills like teamwork and joint decision-making.

In both cases you’ll have a set amount of time to analyse the scenario and supporting information before presenting your findings, either through a written report or a presentation to an assessment panel. Here, you’ll need to explain your process and justify all decisions made.

Historically, assessment centres have been attended in person, but as more companies look to adopt virtual techniques, you may take part in a remote case study exercise. Depending on the employer and their platform of choice, this could be via pre-recorded content or a video conferencing tool that allows you to work alongside other candidates.

What competencies does a case study exercise assess?

There are multiple skills under assessment throughout a case study exercise. The most common are:

Problem solving

In itself, this involves various skills, like analytical thinking , creativity and innovation. How you approach your case study exercise will show employers how you’re likely to implement problem-solving skills in the work environment.

Show these at every stage of the process. If working in a group, be sure to make a contribution and be active in discussions, since assessors will be watching how you interact.

If working solo, explain your process to show problem solving in action.

Communication

How you present findings and communicate ideas is a major part of a case study exercise, as are other communication skills like effective listening.

Regardless of whether you present as an individual or a group, make sure you explain how you came to your conclusions, the evidence they’re based on and why you see them as effective.

Commercial awareness and business acumen

Assessors will be looking for a broader understanding of the industry in which the company operates and knowledge of best practice for growth.

Standout candidates will approach their case study with a business-first perspective, able to demonstrate how every decision made is rooted in organisational goals.

Decision making

At the heart of every case study exercise, there are key decisions to be made. Typically, there’s no right or wrong answer here, provided you can justify your decisions and back them up evidentially.

Along with problem solving, this is one of the top skills assessors are looking for, so don’t be hesitant. Make your decisions and stick to them.

Group exercises show assessors how well you work as part of a team, so make sure you’re actively involved, attentive and fair. Never dominate a discussion or press for your own agenda.

Approach all ideas equally and assess their pros and cons to arrive at the best solution.

What are the different types of case study exercise?

Depending on the role for which you’ve applied, you’ll either be presented with a general case study exercise or one related to a specific subject.

Subject-related case studies are used for roles where industry-specific knowledge is a prerequisite, and will be very much akin to the type of responsibilities you’ll be given if hired by the organisation.

For example, if applying for a role in mergers and acquisitions, you may be asked to assess the feasibility of a buy-out based on financial performance and market conditions.

General case studies are used to assess a wider pool of applicants for different positions. They do not require specific expertise, but rather rely on common sense and key competencies. All the information needed to complete the exercise will be made available to you.

Common topics covered in case study exercises include:

The creation of new marketing campaigns
Expansion through company or product acquisition
Organisational change in terms of business structure
Product or service diversification and entering new markets
Strategic decision-making based on hypothetical influencing factors

Tips for performing well in case study exercises

1. process all the information.

Take time to fully understand the scenario and the objectives of the exercise, identify relevant information and highlight key points for analysis, or discussion if working as part of a team. This will help structure your approach in a logical manner.

2. Work collaboratively

In a group exercise , teamwork is vital. Assign roles based on individual skill sets. For example, if you’re a confident leader you may head up the exercise.

If you’re more of a listener, you may volunteer to keep notes. Avoid conflict by ensuring all points of view are heard and decisions made together.

3. Manage your time

Organisational skills and your ability to prioritise are both being evaluated, and since you have a set duration in which to complete the exercise, good time management is key.

Remember you also need to prepare a strong presentation, so allow plenty of scope for this.

Make an assertive decision

There’s no right answer to a case study exercise, but any conclusions you do draw should be evidenced-based and justifiable. Put forward solutions that you firmly believe in and can back up with solid reasoning.

5. Present your findings clearly

A case study exercise isn’t just about the decisions you make, but also how you articulate them. State your recommendations and then provide the background to your findings with clear, concise language and a confident presentation style.

If presenting as a group, assign specific sections to each person to avoid confusion.

How to prepare for a case study exercise

It’s unlikely you’ll know the nature of your case study exercise before your assessment day, but there are ways to prepare in advance. For a guide on the type of scenario you may face, review the job description or recruitment pack and look for key responsibilities.

You should also research the hiring organisation in full. Look into its company culture, read any recent press releases and refer to its social media to get a feel for both its day-to-day activities and wider achievements. Reading business news will also give you a good understanding of current issues relevant to the industry.

To improve your skills, carry out some practice case study exercises and present your findings to family or friends. This will get you used to the process and give you greater confidence on assessment centre day.

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How to prepare for a law firm assessment centre.

Who are Next CIty Lawyer?

We are a team of qualified lawyers from US, Magic Circle and Silver Circle law firms law firms. We publish articles like this one every fortnight to give you the inside scoop on how to secure your training contract.

With years of experience analysing and reviewing documents for some of the world's most sophisticated clients, we've channeled the same level of care and attention into curating our database of successful applications to world's best commercial law firms.

Introduction to training contract assessment centres

Law firm assessment centres are daunting events, but they are the final hurdle that you need to clear to secure a vacation scheme or training contract.

This article explains how to prepare for the two most common assessment centre exercises at commercial law firms. We will cover:

Competency / motivational interviews which focus on whether you have the right skills and attitude to succeed on your training contract
Commercial case studies which test your ability to think logically and deal with common commercial topics

You may encounter additional tests which form part of the recruitment process at your assessment centre (e.g. group exercises, written exercises, psychometric tests or negotiation exercises). We plan to release other articles covering common topics like how to succeed in group exercises at assessment days shortly.

Competency / Motivational Interview

This interview is by far the most common kind of assessment you will face at law firm assessment centres. Although they vary in time, length and structure, most candidates will have to answer competency and motivational interview questions.

Competency questions focus on your skills. These questions are open-ended (e.g. ‘tell me about a time when…’) and then state a situation or a particular skill. For example, ‘tell me about a time when you demonstrated good teamwork’.
Motivational questions are questions which relate to your motivations or commitment towards a career in commercial law or the law firm you are interviewing at. Such questions may be phrased as follows: ‘why do you want to pursue a career in commercial law?’, or ‘why do you want to train at [ insert firm here ]?’.

Many candidates find these kinds of questions challenging. They are personal in nature and require preparation in advance. It’s unlikely that you can improvise an answer of sufficient quality on the spot. The aim is prepare so effectively that your answer ticks all of the boxes on your interviewer’s marking scheme while sounding completely natural.

Preparation

It's worth over-indexing on preparation before your assessment day.

The first step is to prepare a table of competency/motivational questions: write down typical questions on the left-hand side and leave space for your answers in the right-hand column.

You should write out your answers in full. However, we would suggest putting a word limit of 400 words per answer. The average person speaks at approximately 150 words per minute. This means that a 400 word answer would take you just over 2.5 minutes to get through. It’s important to speak at a pace that is easy to follow, so a 2.5 minute answer should take about three minutes to deliver at interview.

By writing out your answers, you are able to formulate a strong, logical structure and provide yourself with a safety net should your mind suddenly go blank in the interview.

For illustrative purposes only, it may look something like this:

Example of format to use when preparing answers for interview

Naturally, your table will have far more rows that the one above. We would recommend that you prepare answers for the following basic competencies:

Teamwork and leadership skills
Organisation and time management
Communication skills (including examples of dealing with difficult people/persuasion/negotiation)
Entrepreneurship/innovation
Determination/motivation
Dealing with a set-back/failure
Adaptability/flexibility

After you have prepared your answers, you may then want to transition to flashcards. Write the question on one side, and a bullet point version of your answer on the other side. Mix up the cards and test yourself on them until you can confidently answer the questions with responses that range from one to three minutes long.

Application

When you are in the real interview, it is unlikely that it will be a robotic question-and-answer process. Your interviewer is likely to adopt a conversational tone and expect that you do the same. Notwithstanding your thorough preparation, it is important that you deliver your answers in a natural manner

Once you know your answers off by heart, you should take some small liberties with the script you have prepared. This will allow your tone to be more natural and appear more spontaneous. This is an old actors’ trick: you must know your lines so well that you are able to act as though that they are coming to your head in the moment, just like the character in the scene would have happen to them.

Some interviewers will ask you direct questions, whilst some will amend the questions, which will force you to change your answer in the moment. However, so long as you have done your preparation, you need not worry – you already have the answers in your head. All you need to do is shuffle the content around to provide an appropriate response.

For example, your interviewer may ask you ‘tell me about a time when you have demonstrated strong organisational skills’. You may give your response, and the interviewer replies with, ‘that is great – but what about when that does not work out? How do you deal with that?’. This question is technically a follow-up question about your organisational skills but alludes to your ability to deal with set-backs and failure.

Consequently, you should answer with a response that transitions from your organisational answer to your set-backs answer. Again, if you have done your preparation, this will come naturally as you will not be trying to quickly make up a retort on the spot.

Case Study / Presentation Exercise

Pen on paper with the words "tackling case studies"

One of the most challenging assessments that candidates face at assessment centres is the case study/presentation exercise. This assessment is a test of your comprehension skills, commercial awareness and your application of technical knowledge. It differs to group exercises because it's usually 1-1, rather than alongside other candidates.

The exercise will usually involve you receiving a bundle of documents to review over the course of 30-45 minutes. You will probably receive some prompts and questions within the documents and, at the end of the allotted time, you will relay your findings to a partner over the course of a 5-15 minute presentation.

Like mock exam papers, the best way to prepare for a case study is to carry out practice tests before your assessment day. The NCL practice case study is our own custom case study that covers many of the areas that law firms will assess you on. By itself, though, that’s not enough – you need feedback on improvement points and visibility of what the best answers involve. Our case study therefore includes step-by-step commentary with a model answer and an explanation of the concepts employed.

Other than the NCL case study, there are some other ways to supplement your knowledge. Crucially, you should be looking to build your technical knowledge. By technical knowledge we mean your financial, commercial, and legal knowledge. This includes topics like:

Acquisition structure (sale purchase or asset purchase).
Acquisition financing (debt or equity).
Representations, warranties and indemnities.

Alongside this, you will also need to have broader commercial acumen. You will be expected to analyse a situation and consider whether it makes good commercial sense. For example, you may be asked whether your client, an e-commerce business, should acquire a high-street retailer who only has bricks-and-mortar stores. If your client only wants to expand its online presence, the acquisition seems like a bad idea. Furthermore, bring in your knowledge of current affairs: the pandemic has accelerated the decline of the high-street. Hence, even if your client wants to have a physical presence, you may want to advise them on the risks of pursuing that objective.

Building your commercial awareness and technical knowledge is a staightforward but time-consuming process. We recommend the following actions:

Listen to the Financial Times News Briefing podcast every morning. It's about 10 minutes long and gives an excellent summary of the most important commercial news stories
Read the Financial Times or the Economist's business section as much as possible
Read the same legal press that the law firm partners read. Legal Business is particularly insightful
Watch one hour of Bloomberg TV a day (it is free for one hour each day). This is more advanced but will give you an excellent insight into financial matters and provide you with some top-level analysis
Read some basic introductory books on commercial concepts (e.g. Stoakes’ ‘All you need to know about the City’)
Use Investopedia to look up concepts you do not understand and to build some deeper knowledge
Take online courses on commercial concepts (like private equity) on platforms like Coursera or edX

Once you have amassed a decent amount of knowledge, it is vital that you put it to the test in a practice case study/presentation exercise. Testing yourself against a practice case study exercise is the best way to know whether you at the appropriate level to succeed or if more work is required.

After you have used the practice case study materials, you will be able to identify gaps in your knowledge and thoroughly prepared for the actual assessment. Then, all that remains is to do the real thing!

This article has summarised the two main kinds of assessment you are likely to face at a law firm assessment centre. The first is the competency/motivational interview. To prepare for this, we recommend drafting a question-and-answer table, writing flashcards, and rehearsing answers.

The second assessment is the case study/presentation exercise. To prepare for this, we strongly recommend getting a hold of our practice case study exercise and practicing. We also recommend, in tandem, building your commercial awareness and technical knowledge by reading, listening, and watching a variety of media that is designed to educate you on a broad range of commercial and financial concepts.

Get your copy of case study/presentation assessment here . Remember, unlike others, our case study exercise comes with a detailed commentary which walks you through the exercise, provides model answers, and explains the relevant commercial concepts.

We hope you found this article useful – if you did, please share it with other candidates who might find it helpful!

So, what next?

If you are ready to move from research to action, you should look at our application database BEFORE you put pen to paper on your applications. You wouldn't walk into an exam hall without carefully reviewing past papers. It's exactly the same with applications to law firms. If you fail to prepare, you prepare to fail.

Most candidates read a few well-intentioned but obvious articles on how to apply to law firms. Most candidates then spend a couple of hours writing an application before optimistically submitting it. But most candidates don't even get an interview. Every year, thousands of candidates are part of the 90% that are rejected at first round.

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Numerical Reasoning
Verbal Reasoning
Inductive Reasoning
Logical Reasoning
Situational Judgement
Mechanical Reasoning
Watson Glaser Critical thinking
Deductive reasoning
Abstract reasoning
Spatial reasoning
Error checking
Verbal comprehension
Reading comprehension
Diagrammatic Reasoning
Psychometric tests
Personality test
In-Tray exercise
E-Tray exercise
Competency based assessment
Game based assessments
Analysis exercise
Group exercise
Presentation exercise
Video interview
Strengths based assessment
Strengths based interviews
Saville Assessment
Talent Q / Korn Ferry
Watson Glaser
Criterion Partnership
Test Partnership
Cut-e / Aon
Team Focus PFS
Sova Assessment

Chapter 4: Presentation Exercises

A resource guide to presentation exercises.

Page contents:

What is a presentation exercise?

What skills does a presentation exercise assess?

Planned vs. on the spot presentations, preparing for your presentation, giving your presentation.

What assessors look for in a presentation

Key takeaways

You will almost certainly be required to give some sort of presentation at your assessment centre. Presentation skills are important in the workplace, so the assessors want to see if you are able to deliver a well-structured, clear, confident presentation. The good news is that it is possible to improve your presentation skills through practice and following some sound advice. Chapter 5 explains all.

What is a presentation exercise at an assessment centre?

A presentation exercise at an assessment centre is a task that involves a candidate giving a formal presentation to a group of assessors on a given topic. The candidate is usually provided with a brief beforehand and given a set amount of time to prepare their presentation. The presentation may be in the form of a PowerPoint or other visual aids and is usually followed by a question and answer session where assessors can ask questions related to the presentation. The objective of this exercise is to assess the candidate's ability to deliver a structured and coherent presentation, communicate effectively, and engage the audience while demonstrating their knowledge and understanding of the given topic.

The presentation exercise is a common assessment tool used to evaluate candidates for roles that require excellent presentation skills and the ability to deliver information to a variety of audiences.

Typical competencies assessed in the presentation exercise are:

Communication skills: The ability to convey information clearly, concisely, and effectively is crucial for any presentation. The assessors will evaluate how well the candidate speaks, how they articulate their ideas and how they tailor their presentation to their audience.
Presentation skills: The ability to engage the audience and deliver a structured and coherent presentation is important. The assessors will evaluate how well the candidate uses visual aids, how they organize their presentation and how they manage their time.
Confidence: Confidence is an essential aspect of any successful presentation. The assessors will evaluate how confidently the candidate presents and how well they handle questions and challenges.
Knowledge: The candidate's knowledge and understanding of the given topic is important. The assessors will evaluate the accuracy and relevance of the information presented, as well as the depth of knowledge.
Time management: Time management is an important skill in any presentation. The assessors will evaluate how well the candidate manages their time and sticks to the allotted presentation time.

Most employers will give you information before the assessment centre about the presentation exercise, and what they expect you to have prepared in advance. This preparation time is a realistic simulation of the demands of a real job since employees rarely get asked to give a presentation off the cuff. To stretch you, assessors may interject during your prepared presentation or add a minor last-minute change to your brief, again to simulate a real-world scenario. Effective preparation will significantly improve your performance in the presentation exercise. At your assessment centre your presentation will probably be only 5-10 minutes in duration.

An effective saying goes "own the time". It's your presentation and you have the floor. There's no need to rush.

Some assessment centres deliberately reveal very little about the presentation exercise before hand, so that all the preparation has to be done on the day at the assessment centre. This type of exercise is more a test of how well you deal with being put on the spot, and less a test of presentation skills.

In one scary example of a challenging presentation exercise candidates were given a handful of topics to choose from and 15 minutes to prepare a 5 minute presentation. Few assessment centres use this shock tactic as they are more interested in how you perform in realistic situations.

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You will likely be given time before your assessment centre to prepare for your presentation, so take advantage of this luxury. Walking into the room confident in what you are about to say will settle your nerves and help you present with aplomb. Aim to have rehearsed your presentation so many times that if disaster struck on the day and you lose your notes (it has happened at assessment centres before), you could get by on your memory.

failure to prepare is preparing to fail.

Establish who the audience will be and what level of knowledge they are likely to have, so that you can pitch your level of technical content accordingly. Your audience will either be just one assessor, or more likely, a mix of assessors and other candidates from the assessment centre.

What brief have you been given? You will get marks for achieving the brief as well as how well you present. Clarify with the assessment centre organisers beforehand what equipment will be available. PowerPoint slides are much better than overhead projector slides or a flip chart. Remember you are in a simulated business environment, how would it look in a client presentation if you use scrawled acetate sheets? Ask the assessors if there is time for you to familiarise yourself with the equipment before your presentation, perhaps during a lunch break. Even if it’s not possible you are showing them what you would do in a real-life situation: plan and take precautions against the common nuisance of IT issues.

Carry your presentation on two separate USBs and email it to yourself. It has been known for candidates to lose their presentation!

A common mistake made by inexperienced presenters at their assessment centre is to use too many slides. As a rule of thumb, use no more than one slide per two minutes presenting. And keep the slides sparse! The slides are meant to be a prompt for the audience to follow what you’re saying; they are not meant to be read, because you want the assessor’s attention on you, not the slides. The best use of slides is for graphically presenting numerical information difficult to describe orally, not for showing blocks of text. It should go without saying but it’s surprising how many candidates still just read what the slides say. This is a quick way to show the assessors you are not a good presenter.

If you want to stand out from other candidates at the assessment centre reduce the number of boring bullet point slides. These are a standard PowerPoint template and quickly make audiences dreary. Professionals replace bullet point lists with a simple graphic alongside text.

The best slides are clean and let the presenter be the focus of attention.

Practice your presentation out loud. You will be amazed how differently it comes out compared to reading it in your head. Record yourself and play it back. This is a great way to discover where you could inject intonation, pauses or emphasis. Practising out loud will also give you an accurate estimate of how long it takes.

Write your prompt notes on envelope-sized cards, not A4 paper which can distract from your presentation and will exaggerate any shaky hand tendencies.

When it comes to presented information, people tend to be very slow at taking it in. So use simple, clear language. Break down what you are saying into simple sentences. Tell them what you’re going to say, say it, then remind them what you said.

Look at the audience, not the slides. This is another classic mistake made by inexperienced, or nervous presenters. Don’t take your cue from the slides; keep your attention on the audience and take your cue from your note cards. This looks very professional.

Your introduction should briefly explain who you are (in the fictional scenario) and what your presentation will cover. Reiterate anchor phrases on each slide to emphasise what you're talking about. For example, if you’re talking about projected sales, title your slide “Sales Projection” and open with something like “the projected sales are increasing because…” Then end that slide with something like “…which is why we see these projected sales”.

Think about how you want to take questions. Are you the sort of person who gets thrown by interjections? If you think you can handle questions as you go along, this will impress the assessors. Whatever you decide, tell your audience at the start whether you’d prefer to take questions at the end or as you go through.

Commonly presentation exercises are being video recorded so assessors can re-watch your performance later, or refer it to someone else. The cameras used are usually discreet security type ceiling-mounted ones so they’re not overly imposing.

What assessors look for in presentation

We mentioned the skills and competencies that presentation exercises will assess, now we will look at what assessors will be looking out for during your presentation. The assessors will gain an overall feel of your presentation, but to standardise assessment amongst candidates and to justify hiring decisions, the assessors will be scoring you against a set of criteria agreed with the employer. Obviously each employer will have their own scoring criteria but an example of the type of criteria used is below:

To what extent were visual aids used effectively?
Was prior preparation and planning evident?
Did the candidate come across confident and convincing?
Were the audience engaged?
Was the brief question satisfactorily answered?
What was the standard of oral communication?
How well were questions addressed?

If the assessment centre assessors enjoy your presentation they're more likely to notice and remember how you fared against their set of scoring criteria.

Here are the key takeaways on tips for giving successful presentations during assessment centres:

The presentation should be well-structured and tailored to the audience.
Practice and preparation are essential, including practicing with any technology or equipment beforehand.
Clear communication, confidence and engagement with the audience are important.
Candidates should be mindful of time constraints and avoid exceeding the time limit.
Visual aids can enhance the presentation, but should not be relied on too heavily.
Candidates should anticipate and prepare for potential questions from the audience.
Rehearsing with a friend or colleague (if possible) can provide helpful feedback and improve the presentation.

By following these tips, candidates can increase their chances of delivering a successful presentation and impressing potential employers during the assessment centre process.

Aptitude Tests Preparation
Assessment Centre Exercises

Assessment Centre Preparation: Advice and Practice Resources

Get ahead of the competition by preparing for your assessment day with JobTestPrep. Assessment centre exercises are used to determine the best candidate for the job, so preparing will give you a leg up on other applicants. Start preparing today and apply with confidence with this PrepPack™.

Case studies, interviews, group exercise, role play, in-tray
Expert advice
Online access to practice resources

Prepare for psychometric assessment centre exercises

Assessment centre exercises, guides & more

E-Tray Exercise

Assessment centre exercises, tips, guides & more

Assessment Centre Practice

Group exercise, In-tray & role-play practice | Study guides & tips

In-Tray Exercises

Assessment centre in-tray exercises, guides & more

In-Tray - Administrator

Group exercises.

Group exercise practice tests, guides & more

In-Tray - Deputy Head

In-tray exercises, score reports, guides & more

What Is an Assessment Day?

The assessment day is often (but not always) the final stage in the application process. Assessment days can take place at the employer’s offices or at a private assessment centre. You are evaluated through a series of individual and group tasks, all of which are aimed at giving the employer a rounded profile of your competencies as well as insight into your performance in the workplace.

Assessment days usually run four to eight hours over a period of one or two days, although mass recruitment campaigns are sometimes a three-day process. The exact schedule for each employer's assessment day varies according to the position for which the assessment is being held. Below is a review of the most common assessment centre exercises employers use in their hiring processes.

Assessment Day Sample Schedule

Online tests.

Ability and reasoning tests are usually part of the preliminary online application process. In most cases, only candidates who successfully pass these tests are summoned to the assessment centre. However, verification tests are expected at the beginning of the assessment day. You are asked to sit a shorter version of your numerical reasoning , verbal reasoning , or non-verbal reasoning test to validate your previous performance. For a complete range of reasoning practice tests, please continue to the page that discusses aptitude tests .

Case Studies

In these exercises, you are given a set of papers relating to a particular situation and asked to make recommendations in the form of a brief report. The subject matter itself may not be important (and even ridiculous at times). However, you are being tested on your ability to analyse information, to think clearly and logically, and to exercise your judgment. Read more and practise our case study exercises .

Analysis Exercises

An analysis exercise is the same as a case study. The only difference between the two is the name. Case study is more popular but you may find some companies that you apply for use the term analysis exercise. In truth, the term analysis is more correct than case study. You are not being tested on your ability to write a case study, you are being assessed on your analytic ability through means of a case study.

These are business simulation exercises in which you are given a full in-tray or electronic inbox ( e-tray ) with emails, company memos, telephone and fax messages, reports, and correspondence, as well as information about the structure of the organisation and your place within it. You are expected to make decisions, prioritise your workload, draft replies, delegate tasks, recommend action to superiors, and so on. This exercise is designed to test how you handle complex information within a limited time frame, thus allowing you to demonstrate your organisational and planning skills. Some employers also want to know why you have made certain decisions and may ask you to annotate items in the tray or discuss your decisions later. In-tray exercises are often a core element of the assessment centre. Read more and practise our in-tray exercise .

Presentations

Some employers ask you to prepare a short talk or presentation. You may be asked to bring a prepared presentation to the assessment centre, but usually it must be produced on the actual day. You may be given a topic for discussion or have free choice. The subject matter is not necessarily important. Rather, the assessor wants to ascertain whether you can structure and communicate information effectively; deliver a concise, fluent, and coherent flow of ideas; and be ready to tackle related questions without hesitation.

Group Tasks

You may be asked as a group to use equipment or materials to make or do something (for example, to move a golf ball from one table to another using a paper clip and a pipe cleaner). The selectors are more interested in how the group interacts than in the quality of the finished product. Additionally, your planning, problem-solving skills, and the creativity of your independent ideas are being assessed. Read and practise our practice group exercise . Check out the SHL group exercise preparation .

Role Plays and Scenarios

You may be asked to take part in a role-playing exercise in which you are given a briefing pack and asked to play a part that is related to the position you are applying for. The setup may include a few 'actors' in a scene of a day-to-day dilemma, placing you as the decision-maker who is expected to cope with the dilemma and offer solutions. The assessors are looking at your individual skills as well as your verbal communication and planning skills. JobTestPrep offers live, one-to-one assessment centre sessions in which role-plays and group activities are simulated by professional assessors and psychologists. Read more about role play exercises at the assessment centre .

Interviews are a crucial part of the selection process. In some cases, the assessment day includes more than one interview. The interviews are conducted by hired assessors, members of the recruitment team, and/or by a senior member of the team/department you seek to join. A good interview performance can change the overall impression you make and even cover for other areas in which you demonstrated a low performance. JobTestPrep offers excellent advice on competency-based interviews and the STAR method and, most importantly, we provide a unique preparation service with which you can get expert feedback on your interview performance.

Saville Assessment
Thomas International
PI Cognitive Assessment (PLI)
AON Hewitt G.A.T.E.
Korn Ferry Leadership Assessment
Profiling for Success (PFS)
Predictive Index (PI)
NEO Personality Inventory
Leadership Assessment
Gallup’s CliftonStrengths
Sales Personality Tests
Personality Management Tests
Saville Wave
McQuaig Word Survey
Bell Leadership Assessment
Myers Briggs Personality Test
DISC Personality Test
Management SJT
Supervisory SJT
Fire Service SJT
Call Center SJT
Administrative SJT
Customer Service SJT
Numerical Reasoning Tests
Logical Reasoning Tests
Verbal Reasoning Tests
Cognitive Ability Tests
Technical Aptitude Tests
Spatial Reasoning Tests
Abstract Reasoning Test
Deductive Reasoning Tests
Inductive Reasoning Tests
Mechanical Reasoning Tests
Diagrammatic Reasoning Tests
Concentration Tests
Fault Finding Aptitude Tests
Senior Management Tests
Matrigma Test
Critical Thinking Test
Criteria’s CCAT Test
Initial Sift Test
British Council
Probation Officer Exam
Ireland’s Civil Service Tests
EU’s EPSO Tests
NHS Assessment
GLP Assessment
Public Health Speciality Training
Prison Officer Selection Test
Firefighters Tests
Police Tests
Cancer Research UK
British Army Officer Selection Board
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Assessment Centre Case Studies Practice & Tips – 2024

Case studies are a central part of the exercises making up most assessment centres . Employers use them to provide valuable insight into the applicants. They provide a way to assess a graduate or job-seeker’s capability and their potential performance after selection. To do this, the assessment centre presents the candidate with a simulated situation that might be faced on the actual job and waits to see how the candidate will respond. The information assessors collect proves invaluable to companies as they work through the screening and hiring process with the candidates who are most likely to perform well in the job opening.

What Is a Case Study Exercise?

Case studies are simulation exercises that put a candidate into situations they might actually see while on the job. The exercises can be done as a group or individually. Which it is will depend on the employer and the assessment centre. The case studies typically provide information that includes financial reports, market studies, or competition analysis and other information that may relate to any aspect of the profession. It may also provide other company reports, consultant’s reports, new product research results, and more. This makes the exercise similar in some ways to an in-tray exercise though the documents are longer for a case study.

Key Features of Case Studies

The exercise can be presented at the end either in written report format or as a presentation, depending on the preference of those running the exam. The assessors then evaluate the candidate’s ability to analyze information with a logical approach to decision making and their aptitude for tackling difficult situations. From there, they score performance.

Case study exercises often are based on a few core topics. Some of these include:

Finding the feasibility and profitability for the introduction of a new product or service
Merger, acquisition, or joint venture related managerial decisions
Annual report evaluation and profitability and loss analysis
Task prioritization and problem-solving with a given deadline

Many times, the case study’s theme or scenario provides the stage for other assessment centre exercises, so paying attention to what the scenario is and the information provided about it can prove helpful in further exercises. If this is the case, the problem-solving case study is likely to show up as one of the first few exercises you do after re-taking the necessary psychometric aptitude assessments for score confirmation.

Competencies Required for Case Studies

The key competencies that case study exercises usually assess are:

Analytical thinking and assimilation of information
Commercial awareness and Innovation
Organization
Decisiveness and Judgment

The goal of the exercise is to review and analyze the given information to come up with solid business decisions. The assessors will look at both the decision reached and the logical justification for the recommendations. Because of this, the test is not designed to have one ‘correct’ answer. Instead, it is concerned with the approach to solving the issue as much as it is with the solution.

This is the point in the assessment and pre-hiring process where candidates should show the recruiters what they can do. Usually, the exercise lasts around forty minutes. Employers may use either fictional examples or, in some cases, even real live projects with the sensitive information replaced for fictional information.

Due to the nature of the exercise, job-seekers and graduates taking this type of assessment should possess several key skills. They must be able to interpret large quantities of data from multiple sources and in varying formats, use analytical and strategic analysis to solve problems, formulate and commit to a decision, demonstrate commercial and entrepreneurial insight on a problem, and use oral communication skills to discuss the decisions made and the reasoning behind them. Without these key abilities, case exercises may prove challenging for individuals.

How to Prepare for Case Study Exercises?

With the large amount of information presented on assessment centre case studies and the many things to consider, it can be difficult to know where to start. Particularly for those participating in a graduate assessment centre case studies with no prior experience with assessment centres, the case study may seem daunting.

However, it is possible to prepare with some case study practice and by reviewing assessment case study examples similar to the ones that will be given in your assessment centre. These tips for preparation and practice as well the day of will help those facing a case study assessment to do so with confidence.

Case Studies: Tips for Success

Review the advice below as you begin to prepare for the assessment centre:

If it is a group exercise , show the recruiters you can work with the team.
For a group exercise, determine what roles individuals in the scenario are associated with and how they may interact with your or impact the analysis and decision-making process.
Determine what information needs to be kept and what should be discarded as early on as possible.
Manage time carefully and plan your approach based on the time available to you.
Consider all possible solutions and analyze them carefully before choosing a decision.
When finished, ensure that you have a solid foundation for the proposal and a plan of action to implement for your chosen solution.
Make sure you communicate that foundation and the logic behind your decision.
When presenting as a group, actively participate but avoid dominating the conversation or situation.
Gather information on the organization, job profile, and any other data that could be in the case study to be prepared before assessment day if possible.
If you do not need to present for a group exercise, consider nominating yourself as someone who can respond to questions.
Practice structuring and delivering presentations in a case study format before testing.

If you follow the advice above and put in enough time practising and preparing to feel confident, you should be able to ace this portion of your assessment centre. Remember that the solution is not the most important thing about this exercise. How you work with others and the reasoning behind your answer is. So, use the time you have wisely and do not overlook anything as you work to come to a good solution. As you do this, relax and use this as a chance to show the recruiters that you really know what you said you did during the interview stage . That is what this exam is about.

Assessment Centre

Written Exercises
Job Interviews
Competency-Based Interview Q&A
In-Tray Exercise
Group Exercises

Page contents:

How do case study exercises work.

Updated: 08 September 2022

Assessment Centre Exercises:

Analysis Exercise
Role Play Exercise
Group Exercise
Presentation Exercise

During an assessment day, it is common that you need to undertake a case study exercise . These exercises place candidates in real-life situations where they are tasked with solving problems faced by professionals in the real world. A case study typically involves being given various documents containing different information, either detailing a problem or situation that needs dealing with and requiring the candidate to resolve the issue at hand by formulating a plan. The problems or situation in the case study will be similar if not identical to problems encountered in the role itself. Candidates are also provided with background information to the elements of the case study, whether these be details of fictitious companies or sales figures, or other. The resolutions or solutions provided by the candidate regarding the problems are part of the assessment centre performance rating.

Why are case study exercises used?

Case study exercises are proficient predictors of role performance as they will resemble the work being done on the job. Therefore, case study exercises typically tilt highly on an assessment centre rating for candidates. Likewise, if a presentation exercise is required after the case study, based on details brought up during the case study, then your case study rating will likely impact your presentation exercise rating. Equally, this may manifest into the role play exercise which will do a similar thing to the presentation exercise – carrying on the case study situation. It is also entirely possible for the case study to be continued in a group exercise – which evaluate a candidate’s ability to work in a team. Given all this, you will need to perform well in the case study exercise to ensure a high rating.

What will the case study exercise be like?

As mentioned, the case study exercise you will be asked to perform will be similar to the type of work you will have to do in the role you are applying for.

The case study exercise may be purchased off the self from a test provider who specialize in the test style. This will mean that it won't be fully specific to the company you are applying to, but will be related to the role. Likewise, it can be designed bespoke if the organization requires specific role assessment. It's likely the larger and harder to get into the company is, the more tailored their exercises will be.

How can I prepare for the case study exercise?

Analysing technical documents and company reports may be helpful practice in preparation for a case study exercise. This will give a chance to familiarize yourself with the types of information typically found in these documents, and thus the case study exercise. Practicing case study exercises will also act as great preparation and they will provide a great insight into how they work and how they are to be handled. This will also prevent any unnecessary unknowns you could have before taking a case study exercise, as you will have already experienced how they work in practice.

We have an assessment centre pack which contains an example of the exercises you could face.

Case Study Exercises at Assessment Centers ({YEAR} Guide)

Why Do Employers Use Case Studies at Assessment Centers?

What to expect from a case study exercise, how to prepare for the case study exercise in 2024, how to approach a group exercise, how to approach a presentation, case study exercises at assessment centers (2024 guide).

Updated November 21, 2023

Should you be invited to be tested at an assessment center as part of an employer's recruitment process, one of the exercises you may face is a case study .

A case study exercise presents you with a scenario similar to what you would experience in the job you have applied for.

It will generally be accompanied by documents, emails or other forms of information.

You are asked to make business decisions based on the data you have been provided with, either alone or as part of a group of candidates.

A case study enables employers to assess your skill-base and likely performance in the job, providing them with a more rounded view of the type of employee you would be and the value you would bring to the company.

Commonly used in the finance, banking, legal and business management industries, the main advantage to employers of using case study exercises is to see candidates in action, demonstrating the skills they would be expected to use at work.

The skills assessed when participating in a case study exercise will vary depending on the employer, the industry and the job applied for, but may include:

Analytical skills
Strategic thinking
Decision making
Problem-solving
Communication
Stress tolerance
The ability to assimilate information quickly and effectively
Organisational skills
Situational judgment
Commercial awareness
Time management
Team working
Knowledge pertinent to the industry or job, for example, marketing skills

Despite the skills that the employer is actively assessing, such as those mentioned above, success in a case study exercise relies on your ability to:

Interpret and analyze the information provided
Reach a decision
Use commercial awareness
Manage your time
Communicate well

Practice Case Study Exercises with JobTestPrep

There are generally two types of case study exercise that you may face as part of a selection process:

Subject-related case studies pertinent to the job you are applying for and the related industry
General case studies that assess your overall aptitude and skills

The actual scenario of the case study exercise you face will vary, but examples of typical case studies include:

Expanding a team or department
Deciding whether an acquisition or merger is advisable
Investigating whether to begin a new product line
Re-organisation of management structure
The creation of an advertising campaign
Responding to negative publicity
Choosing from three business proposals
Developing a social media presence

Prepare for Case Study Exercises with JobTestPrep

For example: You are presented with the scenario of an IT company that went through an expensive re-brand one year ago. At that time, the company moved to bigger premises in a better area, and two new teams of developers were recruited to work with two new clients. The IT company has recently lost one of those clients and is facing increasing costs as the rent is raised for their premises. The company's directors have concluded that they must make one of the following changes: Make staff redundancies and offer the chance to several employees to change to part-time hours Move to less expensive premises in a less desirable area Combine a move to a flexible working business model where employees work part of the week from home and desk-share in the office along with a physical move to smaller premises in the same area where the IT company is currently based

You are asked to advise the directors on which change would provide the greatest benefit.

Here is another example:

A multi-national environmental testing organization buys out an oil-testing laboratory. A gap test is carried out on whether: The oil-testing lab should be brought in line with the rest of the organization concerning its processes, customer interface, and testing procedures The oil-testing lab should be closed down and its clients absorbed into the rest of the organization The oil-testing lab should be allowed to continue as it is, but new processes put in place between it and the larger organization

You are asked to consider the findings of the gap test and suggest the best course of action.

Just as you would prepare before a job interview, it is always in your best interests to prepare before facing a case study exercise at an assessment center.

Step 1 . Do the Research

There is a whole range of research you can look into to prepare yourself for the case study exercise:

The job description and any other literature or documents forwarded to you
The employer's website and social media
Industry related news stories and developments

Any of the above should provide you with a better understanding of the job you have applied for, the industry you will work within, and the culture and values of the employer.

Step 2 . Use Practice Case Studies

Practicing case study exercises in the run-up to the assessment day is one of the best ways you can prepare for the real thing.

Unless the employer provides sample case studies on their website or as part of their recruitment pack, you will not know the exact format that the exercise will take; however, you can build familiarity with the overall process of a case study through practice.

You can find plenty of practice case study exercises online. Most of these come at a cost, but you may also be able to find free sample case studies too.

For case study resources at a cost, have a look at JobTestPrep .

For two free sample case study exercises, you might like to visit Bain & Company's website .

Scroll down to the Associate Consultant Case Library. Europa also offers an extensive and detailed sample case study .

Step 3 . Timed Practice

Once you have sourced one or more practice case studies, take the opportunity to practice to a time limit.

The case study may come with a time limit, or the employer may have already told you how long you will have to complete the real case study exercise on the day.

Alternatively, set your reasonable time limit.

Timed practice will improve your response time and explain exactly how much time you should allocate to each stage of the case study process.

Step 4 . Improve Your Reading Comprehension

One skill that is key to handle a case study exercise successfully is your reading comprehension, that is, your ability to understand written information, interpret it and describe it in your own words.

In the context of a case study, this skill will help you to assimilate the information provided to you quickly, analyze it and ultimately reach a decision.

In the run-up to your assessment day, put aside time to improve your reading comprehension by reading a wide variety of material and picking out the key points of each passage.

You might find it especially helpful to read professional journals and news articles related to the job you have applied for and the related industry.

Try to improve the speed at which you can read but still retain information too. This will prove helpful during the real case study exercise.

Step 5 . Practice Mental Math

The case study exercise may include prices, area measurements, staff numbers, salaries and other numeric values.

It is important that you can complete basic mental math calculations, such as multiplication and percentages.

Practice your mental math using puzzle books, online math resources and math problems that you create yourself.

You can find plenty of online business math resources, for example:

The University of Alabama at Birmingham Math and Business Guide
Money Instructor
Open Textbook Library

If you need to prepare for a number of different employment tests and want to outsmart the competition, choose a Premium Membership from JobTestPrep . You will get access to three PrepPacks of your choice, from a database that covers all the major test providers and employers and tailored profession packs.

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How To Prepare for Case Study Exercises at Assessment Centers

Top Tips for Approaching Case Study Exercises

Now that you have prepared yourself, you can further improve your chances of a successful outcome by following our top tips on approaching case study exercises on the day.

Read the Information Carefully

Read all of the information provided as part of your case study exercise to understand what is being asked of you fully.

Quickly identify the key points in the task and the overall decision you have been asked to make, for example:

Has the exercise provided you with a choice of outcomes you must decide between, or must you create the outcome yourself?
What information do you need to make your decision?
Are there calculations involved in the task?
What character are you playing in the task (for example, HR manager or business consultant) and what are that character's motivations?
Who is your character presenting their response to? Company directors, client or HR department?

Prioritize the Information

Prioritize the information by importance.

Which pieces of information are most pertinent to the task, and what key data do they provide?

Can any of the information be dismissed? Does any of the information contradict or sit in conflict with others?

Divide Up the Tasks and Allocate Time

You will generally be asked to come to a conclusion or advise a course of action regarding your case study exercise; however, you may have to carry out several tasks to arrive at this result.

Once you have read through the information, plan out what tasks the exercise will entail and allocate time for each one.

Do Not Be Distracted by Finding the Only 'Right' Answer

Where you are provided with several outcomes, and you must decide on one, do not assume that anyone's outcome is the only right answer to give.

It may be that any of the outcomes could be correct if you can sufficiently support your decision from the information provided.

Keep the Objective in Focus

What does the task ask you to do?
Must you choose between three business acquisitions?
Are you providing advice on whether or not to invest?
Are you putting together a plan for a staff redundancy situation?

Keep the objective of the case study exercise in mind at all times.

Support Your Decision With Evidence

The conclusion you come to may seem obvious to you, but you must be able to support your decision with evidence.

Why would it be better for the company to invest in property overstock? What is the benefit to the company of entering a new market?

It is not sufficient to know which outcome would be the best. As in the real-life business world, you must be able to support your claims.

If you are assessed as part of a group, you must arrive at a conclusion as a team and bear in mind your strengths.

For example, do you have a good eye for detail and would therefore be suited to the analytical part of the task?

Arrive at a list of tasks together and then assign the tasks to different members of the group.

Please make sure you contribute to the group discussions but do not dominate them.

Group assessments are generally used by employers who place value on leadership, teamwork and communication skills.

If you are asked to present your findings or conclusion as part of a case study exercise, bear in mind to whom the task has asked you to make that presentation.

For example, a business client or a marketing manager.

Make sure that you can fully support the reasons that you came to your conclusion.

If you are presenting as a group, make sure that each group member has their role to play in the presentation and that everyone knows why the group came to that conclusion.

Act professionally to suit the job you have applied for. Be polite, confident and well-spoken.

Case study exercises are just one of the many methods that employers use to assess job applicants, and as with any other aspect of the selection process, they require a degree of consideration and preparation.

The best way to improve your chances of a successful outcome and reduce exam tension is to research the job and the industry, practice case study exercises and improve your skills.

You might also be interested in these other Psychometric Success articles:

Or explore the Aptitude Tests / Test Types sections.

Interviews and assessment centres

Deliver a presentation that's worthy of a graduate job.

targetjobs editorial team

25 Jan 2023, 13:39

If the thought of speaking in front of a mixed group of candidates and assessors fills you with dread, follow our pointers for a perfect presentation.

Most assessors tell us that candidates who are asked to give a presentation as part of an interview or assessment centre do well – it is typically the exercise that they are strongest at. Many students, however, tell us that this is the exercise that they are most nervous about. So, in this article, we:

explain the type of presentations you may be given
advise you on the essential preparation required to create one
give you our top tips on how to present in an impactful, professional way

And your specialist subject is… presentation topics for graduates

You’ll be given one of two types of presentation at an assessment centre, whether it is held in person or virtually :

An individual presentation that you prepare in advance. You will be given a brief for this, which will tell you what it should be about and how long it should be. You could be asked to prepare something about you, for example a hobby or interest that you are passionate about or about your dissertation/final-year project. Alternatively, you might be set a ‘business problem’ related to the sector and required to present your solution.
An individual or group presentation that you’ll be set on the day. This is usually given as an add-on to a case study exercise , in which you are asked to present your conclusions or recommendations from the case study to the assessors and other candidates.

At a job interview (no matter whether it is held over a video platform or in person) you will be given option 1 and will usually only be presenting to your interviewers.

If you have a choice of topics, choose a subject you know or understand well. Don't go for something you are less familiar with because you think it will be more impressive. It is better to present confidently on a simple topic with which you feel comfortable.

Embrace your inner-Sherlock Holmes… how to prepare for presentations

Before we look at structure, confident speaking and dealing with visual aids, the biggest tip we can give you is to find out as much as you can about what's required before the day. To give yourself the best chance, find out the following:

the subject you will be talking on: this is usually provided in the brief, but do check if you are unsure about the scope.
the length of the presentation and whether this includes time for questions.
(if the assessment day or interview is held in person) the facilities and visual aids available or the equipment you will need: whether you need to bring a laptop, whether you will have wifi access etc.
(if the assessment day or interview is held virtually) what platform you will be using, how to share a presentation on it, whether you should email your presentation to the recruiter in advance etc.
who you will be speaking to and their level of knowledge and expertise in the subject. This will help you pitch your talk at the right level. If you are presenting the results to a case study, the assessors often play the role of a client or board of directors and you should tailor your content appropriately.

Then start with your presentation's structure... make it memorable

Giving your presentation a good structure will make you feel less nervous on the day. A structure is helpful to the audience too. It helps them know where they are and what's to come.

Give your presentation a beginning, middle and an end. At the beginning, welcome your audience and set the scene: let your audience know what you will cover.

If you have five-minutes your middle section will take about three of them. That's enough for two or three main points.

Don't try to cram in too much detail: a few points, well made, is best. You might want to break it into three memorable points you want your audience to take away with them. Remember what it feels like to listen to a speaker. Too much information and you begin to switch off. Prune your talk to the essentials.

The end should be a summary of what you have covered. Invite questions from the audience and when that's finished, thank them for their attention.

Get the insights and skills you need to shape your career journey with Pathways. Informed by years of conversations with recruiters, this course will give you the best tips and resources, allowing you to feel more at ease presenting to others.

The visual aids… how much is too much?

How many slides or pieces of paper should you have? This entirely depends on the topic and length of the presentation, how much information you put on each slide and how many slides you need to make your point well. As a general rule of thumb, however, your presentation should be book-ended by:

a title slide
an introductory slide outlining what you will cover
a final ‘thank you and any questions?’ slide.

In between, you probably only need one or two slides per main point you are making (so between two and six for a five-minute presentation). You can use more if it would better illustrate your points, but remember the need to keep to time.

If you are asked to prepare a presentation in advance and you are given the choice about whether to create visual aids, always do so. It will make your presentation more memorable to the audience.

The visual aids... pretty makes an impact

Be ruthless with the content: your entire talk shouldn’t be crammed onto slides or flip chart paper. Rather, they are to summarise those memorable take-home points we mentioned earlier. A clear heading and a couple of bullet points is plenty. Consider using simple diagrams, charts or graphs to illustrate your points. Keep the design style straightforward and professional (no Comic Sans).

Step into the spotlight… body language and voice tricks

Most of the message of your talk will be transmitted by how you say it. Some of the points below will be most useful for in-person assessment centres, while others will also relate to those that are held virtually. You can still maintain confident body language and control your tone of voice while speaking into your laptop, for instance.

A welcoming smile is good for both you and the audience.
Less experienced presenters have a tendency to speed up as they talk: try to speak clearly and at a measured pace. If you feel yourself start to rush, pause and get yourself back on track.
Emphasise the really important points of your presentation by dropping your tone of voice at the end of statements. It’s what linguists call a ‘late dipping tone’ and sounds authoritative. A famous late dipper was Winston Churchill, which is why other politicians try to mimic him.
Think about how and if you will move during your presentation. Keep hand gestures smooth, try not to fidget and keep your head up so that you don't talk to the floor.
Don't talk to visual aids: when you feel nervous, this is very easy to do! Keep your eye contact on the audience.
Try to engage with your whole audience by presenting to everyone on the panel.

Record yourself practising your presentation so that you can analyse your body language and tone of voice.

Step into the spotlight... don't start until you are ready

If you're nervous, your body will scream at you to begin and get it over with. What tends to happen next is that you start when neither you nor the audience is ready. Take your time. Before you say anything, pause, take a couple of calm, deep breaths and look around the audience (if the assessment centre is virtual, you may see them on your screen). When they are settled and ready, you can begin.

Practice is essential for an effective presentation

Practising a presentation is really cringe-worthy, but you must do it.

Practise your presentation out loud, so that you are comfortable speaking from memory with only the need for the brief prompts on screen or on index cards.
Practise your presentation out loud so that you feel comfortable with the timing and speaking at a measured pace (it is a cardinal sin to miss time a presentation and run over).
Practise your presentation out loud so that you feel comfortable projecting your voice.

Try to anticipate the type of questions you might get from your audience and think about how you will respond to these. Do a final dress rehearsal the day before so that you are happy that everything works well together.

You might find it helpful to practise for presentations and other types of assessments.

targetjobs editorial advice

This describes editorially independent and impartial content, which has been written and edited by the targetjobs content team. Any external contributors featuring in the article are in line with our non-advertorial policy, by which we mean that we do not promote one organisation over another.

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Assessment Center Case Studies Practice & Tips – 2024

Case studies are a central part of the exercises making up most assessment centers . Employers use them to provide valuable insight into the applicants. They provide a way to assess a graduate or job-seeker’s capability and their potential performance after selection. To do this, the assessment center presents the candidate with a simulated situation that might be faced on the actual job and waits to see how the candidate will respond. The information assessors collect proves invaluable to companies as they work through the screening and hiring process with the candidates who are most likely to perform well in the job opening.

What Is a Case Study Exercise?

Case studies are simulation exercises that put a candidate into situations they might actually see while on the job. The exercises can be done as a group or individually. Which it is will depend on the employer and the assessment center. The case studies typically provide information that includes financial reports, market studies, or competition analysis and other information that may relate to any aspect of the profession. It may also provide other company reports, consultant’s reports, new product research results, and more. This makes the exercise similar in some ways to an in-tray exercise though the documents are longer for a case study.

Key Features of Case Studies

Case study exercises often are based on a few core topics. Some of these include:

Finding the feasibility and profitability for the introduction of a new product or service
Merger, acquisition, or joint venture related managerial decisions
Annual report evaluation and profitability and loss analysis
Task prioritization and problem-solving with a given deadline

Many times, the case study’s theme or scenario provides the stage for other assessment center exercises, so paying attention to what the scenario is and the information provided about it can prove helpful in further exercises. If this is the case, the problem-solving case study is likely to show up as one of the first few exercises you do after re-taking the necessary psychometric aptitude assessments for score confirmation.

Competencies Required for Case Studies

The key competencies that case study exercises usually assess are:

Analytical thinking and assimilation of information
Commercial awareness and Innovation
Organization
Decisiveness and Judgment

How to Prepare for Case Study Exercises?

With the large amount of information presented on assessment center case studies and the many things to consider, it can be difficult to know where to start. Particularly for those participating in a graduate assessment center case studies with no prior experience with assessment centers, the case study may seem daunting.

However, it is possible to prepare with some case study practice and by reviewing assessment case study examples similar to the ones that will be given in your assessment center. These tips for preparation and practice as well the day of will help those facing a case study assessment to do so with confidence.

Case Studies: Tips for Success

Review the advice below as you begin to prepare for the assessment center:

If it is a group exercise , show the recruiters you can work with the team.
For a group exercise, determine what roles individuals in the scenario are associated with and how they may interact with your or impact the analysis and decision-making process.
Determine what information needs to be kept and what should be discarded as early on as possible.
Manage time carefully and plan your approach based on the time available to you.
Consider all possible solutions and analyze them carefully before choosing a decision.
When finished, ensure that you have a solid foundation for the proposal and a plan of action to implement for your chosen solution.
Make sure you communicate that foundation and the logic behind your decision.
When presenting as a group, actively participate but avoid dominating the conversation or situation.
Gather information on the organization, job profile, and any other data that could be in the case study to be prepared before assessment center day if possible.
If you do not need to present for a group exercise, consider nominating yourself as someone who can respond to questions.
Practice structuring and delivering presentations in a case study format before testing.

If you follow the advice above and put in enough time practicing and preparing to feel confident, you should be able to ace this portion of your assessment center. Remember that the solution is not the most important thing about this exercise. How you work with others and the reasoning behind your answer is. So, use the time you have wisely and do not overlook anything as you work to come to a good solution. As you do this, relax and use this as a chance to show the recruiters that you really know what you said you did during the interview stage . That is what this exam is about.

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How To Prepare For Your Assessment Centre? – A Helpful Guide

You’ve been invited to attend an assessment centre day or perhaps days.

Congratulations! You have reached the final stage of the recruitment process and are on the verge of securing that coveted job.

But you are nervous. Well, so are most of the other invitees because suddenly, applicants are being asked to leave their comfort zones. You will meet up with fellow applicants and competitors for the job and participate in a series of exercises that can make-or-break career prospects.

There is help at hand, though. Read on to learn how to prepare for an assessment centre.

Table of Contents

What Exercises Will I have To Do at the Assessment Centre?

Depending on the job you have applied for and the length of time you spend at the assessment centre, you can expect to do some or all of the following:

Group exercises
Case study exercise
In-tray exercises
Make a presentation

How Should I Prepare?

Do your research on the company you are being assessed for. Most companies have an idea of the type of person who is a good fit for their team. You can usually find this on their website.

Keep in mind that at the centre, assessors will be viewing your performance and general demeanour while doing the exercises. This will give them an idea of how well you will fit into the workforce and how well you are likely to perform your duties.

A reputable job test preparation company can fill you in on all that you need to know about the assessment centre and help you prepare for the exercises.

We recommend using Job Test Prep leaders in preparing applicants for their assessment centre days.

They provide specific test prep packs for assessment centre days, as well as tailored resources for many companies. Discover reliable information on the exercises and practice materials where you can hone your abilities. Practice materials are based on the real assessment day exercises and ensure that no unpleasant surprises await you on the day.

Use your test prep pack as the backbone of your preparation.

Assessment Centre Exercises

Continue reading for an outline of what the exercises involve.

The group exercise will see you placed in a group of six to ten of your fellow applicants and being given details of a work-related issue that needs to be resolved. The purpose of the exercise is to judge your teamwork skills, leadership and communication skills and your ability to get to the root of a problem.

The problem you will be asked to resolve will relate to the type of job you have applied for. Make a point of doing your research on the company and any issues they might have to deal with in your chosen role before the assessment day.

Having been given details of the issue, you and your team will discuss the situation and agree on solutions to present at the end of the exercise. Assessors will be on standby to notice if people are making valuable contributions to the discussion and also to see if applicants work well in a team.

Issues to be conscious of in the group exercise:

Make sure you express your ideas clearly and logically.
Remember that listening is a vital part of good communication.
Avoid any temptation to override others’ suggestions. A good leader wins respect by being aware of others’ viewpoints.

What is a case study exercise?

The case study exercise assesses a whole range of skills that may be required in your ideal job. In this exercise, expect assessors to focus on your:

Ability to deal with large quantities of information
Ability to analyse complex issues
Ability to make decisions

You and your group will be presented with information, and you will be required to work on it and come up with conclusions. Information may be company reports or even a report on a new product. You and/or your team will be required to deliver your findings and recommendations at the end of the time spent working on the information.

This might take the form of a presentation if the exercise has been a group one or a one-on-one discussion if the exercise was an individual one.

Role-play exercises

Do not be misled! The roleplay has little to do with your acting abilities but a lot to do with your likely behaviour in the workplace. Slightly similar to a Situational Judgement Test, you will display how you would react to workplace situations but will do it by physically playing the part.

For this exercise, you can expect to be partnered with an assessor or somebody in a managerial position.

Some examples of situations you can be expected to take place in include dealing with an irate customer or an inefficient colleague. You may be the person calming the customer or the person dealing with a colleague not pulling their weight.

Assessors regarding the role play will be able to form opinions on how you deal with difficult situations and if the behaviour you exhibit is up to company standards.

As with the other exercises, a careful review of company policy will be necessary to carry out the role play to the recruiters’ satisfaction.

In-Tray Exercise

The in-tray exercise allows the assessors to evaluate your efficiency and time management skills as well as your ability to prioritise tasks.

The exercise simulates a workplace scenario and allows recruiters to decide if you have the skills required to carry out your work in an efficient and timely manner.

You will be presented with an in-tray of emails to answer, tasks to be dealt with, documents to review and required to make decisions on actions to be taken.

You may have to decide if a document in your tray requires your attention or if it is something you could delegate to a colleague, and if so, which colleague.
Can you postpone dealing with a document or should you deal with it immediately?
Is there a specific order in which tasks need to be done?

For an example of what this test looks like, try the following free sample in-tray exercise from Job Test Prep.

Making a presentation

A lot of assessment centres will require you to make a presentation on a topic. You may be given the topic prior to the day itself or may be presented with it at the start of the day.

The presentation is a test of your communication abilities. It will also give the recruiters an indication of how well you can organise and present information. If the topic for discussion, or brief, is presented prior to the assessment day, ensure you do your research, particularly in relation to the role you want to play within the company.

If you are presented with the brief on the actual day, you will be given a limited amount of time to scan documents for information.

Sometimes you may also be required to answer questions on your presentation.

In the presentation, assessors will be evaluating your skills at selecting the relevant information and organising it as well as looking at your verbal delivery. For somebody who is new to public speaking, the presentation can be one of the more daunting of the assessment day exercises.

To prepare for this, select topics you may have to talk about, learn to identify the most relevant information and most importantly, train yourself to organise it into a cohesive form for delivery.

Then make the presentation to friends and family and encourage them to comment on your performance. With practice, you will become more confident about your ability to make a presentation.

What Will Recruiters be Looking For on Assessment Day?

The recruiters’ primary objective with all the exercises is to find the people best suited for the position being offered. This does not mean that you have to excel at all the exercises, as your overall performance is what is being assessed.

To succeed at assessment day:

Arrive well-rested and with fifteen or more minutes to spare.
Prepare to be alert throughout the day. A late-night or consumption of alcohol prior to an assessment day is a no-no.
Be aware that you are being observed throughout the day, but then so is everybody else. Don’t let the ongoing scrutiny dampen your confidence or enthusiasm but at the same time, maintain a polite and friendly demeanour.
Some exercises will not go as you want them to. Don’t dwell on it. Instead, focus on the next exercise you have to do.
There will be social moments during the day. Use lunch and coffee breaks as moments to talk to your fellow competitors. But avoid the temptation of comparing yourself to others. Your own performance is your primary concern for the day.
You will be conscious of being under scrutiny but do not hide your personality. Remember, even recruiters have human feelings and, like all humans, do enjoy seeing some individuality.
Finally, keep reminding yourself you have reached this point thanks to some skill or talent you showed through the recruitment process… Otherwise, you would not be at the centre!

If you have been invited to spend a day at an assessment centre , you will find all the resources you need to prepare for it here .

Written by Elizabeth O Mahony

With 25+ years’ experience as a teacher and state examinations corrector, Elizabeth now writes for the education and careers industry. Her experience preparing students for examinations and running an academy for supplementary education give her invaluable insights into what it takes for job seekers and graduates to succeed in assessments.

Sarah is an accomplished educator, researcher and author in the field of testing and assessment. She has worked with various educational institutions and organisations to develop innovative evaluation methods and enhance student learning. Sarah has published numerous articles and books on assessment and learning. Her passion for promoting equity and fairness in the education system fuels her commitment to sharing insights and best practices with educators and policymakers around the world.

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Crack the code: The art and science of perfect presentations at law assessment centres

Presentations play a crucial role in legal assessment centres. They are a fantastic opportunity to demonstrate confidence, communication skills, and the ability to think on your feet. Securing a training contract is a competitive process, so delivering a compelling presentation will help you stand out from your competitors. This article will reveal the inner workings of legal assessment centres, providing tips to produce an effective presentation.

Understanding the assessment centre environment

Assessment centres are made up of a combination of psychometric tests, interviews, presentations, in-tray tasks, and/or group exercises. Put together, this variety of scenarios is designed to give assessors a well-rounded understanding of each candidate.

Within presentation tasks, there is a wide range of types which you could face at an assessment centre. Case study questions are perhaps the most common. Here, you’ll be given a commercial or legal issue (i.e cybersecurity regulation changes) and asked to present on the issues surrounding this topic. Alternatively, you may also have to conduct a legal scenario analysis, walking the assessor through what your course of action would be.

These scenarios are designed to evaluate a candidate's communication, legal acumen, and strategic thinking. These are incredibly important criteria for a law firm because they speak to a candidate's ability to understand a legal issue within a commercial framework, apply an appropriate legal solution, and communicate that to a third party. This is a similar process to a solicitor responding to a client.

When trying to refine these skills, it’s vital that you understand all the elements of the task. Use the information given to you to consider what audience you are meant to be delivering this to and, as such, what level of legal detail to go into. Additionally, avoid focusing heavily on the legal aspect of the task. While you are interviewing for a legal position, remember that commercial awareness is a significant part of the job and should not be overlooked.

Assessment Centre Presentation Masterclass

Take part in this masterclass to discover how you can succeed in delivering an outstanding presentation at a law firm's assessment centre.

Crafting the perfect presentation

Begin with a strong and snappy introduction that outlines your general argument and the path the overall presentation will follow. The main body of your presentation should reflect this introduction, and each section should flow naturally from the last. Finish with a memorable conclusion that rounds up the evidence and clarifies your opinion in a few sentences.

Even in a professional environment like a law firm, the power of compelling storytelling cannot be underestimated. If you cannot hold the audience's attention, then your content is irrelevant. To improve your storytelling, consider delivery elements like tone, pacing, and enthusiasm.

If the delivery of the presentation is the art, then legal analysis is the scientific. The best presentations can weave the scientific in a seamless and balanced manner into the art. An effective way to do this is by coming up with a creative way to explain legal principles, for example by linking them to recent cases.

Mastering delivery: The art of persuasion

Persuasive communication has both verbal and non-verbal components; mastering both is integral to conveying the right image when presenting. In verbal terms, focus on speaking clearly and at a good pace, and avoid using slang or abbreviations. Non-verbally, remember that your body tells as much of a story as your words, so avoid slouching and not making eye contact.

As mentioned above, keeping the audience engaged throughout is an essential component of any good presentation. Candidates often make the mistake of not taking the opportunity to interact with the audience. Try using rhetorical questions or even direct questions to keep the audience interested. Additionally, do not underestimate the importance of the visual element: try to keep your slides succinct and tidy to maximise impact.

Candidates often find the prospect of Q&As the most daunting element of a presentation because they cannot fully plan out their responses. However, being properly informed about the topic and related issues will allow you to answer unexpected questions. When faced with a particularly tough question, break it down systematically and be open with your assessor(s) about your approach. If you approach the question in an intelligent and open manner, you can still demonstrate adaptability and critical thinking even if you come to the wrong conclusion.

The science behind preparation and practice

Thorough research is integral to any compelling legal presentation. During preparation, remember to consult sources like the Financial Times so you can demonstrate commercial awareness in your analysis.

Mock presentations can be a hugely beneficial practice in trying to refine your communication skills, as long as you take any constructive criticism into consideration.

Technology is a vital component in any modern presentation, so ensuring you make effective use of visual aids and multimedia resources can elevate your engagement. While the types of technology you can integrate will vary depending on both time and audience size, using resources like short polls or videos can be useful small interludes to reinforce the audience’s interest. If technical issues arise while giving your presentation, just remember to remain calm, stay focused and don’t be afraid to abandon non-functioning elements and move on if need be. Adaptability can be more impressive to assessors than smoothness.

Navigating assessment centre challenges

Delivering a presentation in front of experienced professionals can be an extremely stressful and pressured occasion, especially for those who are not confident public speakers. Time management can be a useful foundation for minimising stress. If you time your presentation prior to the real event, this can help you avoid potentially stressful timing issues on the day. Additionally, many find using mindfulness techniques like meditation and visualisation help reduce stress.

Remaining adaptable is an essential component of a successful interviewee, as it’s possible that an assessor could add additional information which will shift your conclusions. To avoid any of these changes coming as too much of a shock, try to consider alternative scenarios when planning your presentation. There is no need to include them, but being aware of them is important.

Whether you consider yourself a good presenter or not, the most important thing is that you are prepared to reflect and improve. By using the skills discussed above and understanding what the law firm is looking for, anyone can deliver a stellar assessment centre interview.

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How to Present a Case Study like a Pro (With Examples)

By Danesh Ramuthi , Sep 07, 2023

Okay, let’s get real: case studies can be kinda snooze-worthy. But guess what? They don’t have to be!

In this article, I will cover every element that transforms a mere report into a compelling case study, from selecting the right metrics to using persuasive narrative techniques.

And if you’re feeling a little lost, don’t worry! There are cool tools like Venngage’s Case Study Creator to help you whip up something awesome, even if you’re short on time. Plus, the pre-designed case study templates are like instant polish because let’s be honest, everyone loves a shortcut.

Click to jump ahead:

What is a case study presentation?

What is the purpose of presenting a case study, how to structure a case study presentation, how long should a case study presentation be, 5 case study presentation examples with templates, 6 tips for delivering an effective case study presentation, 5 common mistakes to avoid in a case study presentation, how to present a case study faqs.

A case study presentation involves a comprehensive examination of a specific subject, which could range from an individual, group, location, event, organization or phenomenon.

They’re like puzzles you get to solve with the audience, all while making you think outside the box.

Unlike a basic report or whitepaper, the purpose of a case study presentation is to stimulate critical thinking among the viewers.

The primary objective of a case study is to provide an extensive and profound comprehension of the chosen topic. You don’t just throw numbers at your audience. You use examples and real-life cases to make you think and see things from different angles.

The primary purpose of presenting a case study is to offer a comprehensive, evidence-based argument that informs, persuades and engages your audience.

Here’s the juicy part: presenting that case study can be your secret weapon. Whether you’re pitching a groundbreaking idea to a room full of suits or trying to impress your professor with your A-game, a well-crafted case study can be the magic dust that sprinkles brilliance over your words.

Think of it like digging into a puzzle you can’t quite crack . A case study lets you explore every piece, turn it over and see how it fits together. This close-up look helps you understand the whole picture, not just a blurry snapshot.

It’s also your chance to showcase how you analyze things, step by step, until you reach a conclusion. It’s all about being open and honest about how you got there.

Besides, presenting a case study gives you an opportunity to connect data and real-world scenarios in a compelling narrative. It helps to make your argument more relatable and accessible, increasing its impact on your audience.

One of the contexts where case studies can be very helpful is during the job interview. In some job interviews, you as candidates may be asked to present a case study as part of the selection process.

Having a case study presentation prepared allows the candidate to demonstrate their ability to understand complex issues, formulate strategies and communicate their ideas effectively.

The way you present a case study can make all the difference in how it’s received. A well-structured presentation not only holds the attention of your audience but also ensures that your key points are communicated clearly and effectively.

In this section, let’s go through the key steps that’ll help you structure your case study presentation for maximum impact.

Let’s get into it.

Open with an introductory overview

Start by introducing the subject of your case study and its relevance. Explain why this case study is important and who would benefit from the insights gained. This is your opportunity to grab your audience’s attention.

Explain the problem in question

Dive into the problem or challenge that the case study focuses on. Provide enough background information for the audience to understand the issue. If possible, quantify the problem using data or metrics to show the magnitude or severity.

Detail the solutions to solve the problem

After outlining the problem, describe the steps taken to find a solution. This could include the methodology, any experiments or tests performed and the options that were considered. Make sure to elaborate on why the final solution was chosen over the others.

Key stakeholders Involved

Talk about the individuals, groups or organizations that were directly impacted by or involved in the problem and its solution.

Stakeholders may experience a range of outcomes—some may benefit, while others could face setbacks.

For example, in a business transformation case study, employees could face job relocations or changes in work culture, while shareholders might be looking at potential gains or losses.

Discuss the key results & outcomes

Discuss the results of implementing the solution. Use data and metrics to back up your statements. Did the solution meet its objectives? What impact did it have on the stakeholders? Be honest about any setbacks or areas for improvement as well.

Include visuals to support your analysis

Visual aids can be incredibly effective in helping your audience grasp complex issues. Utilize charts, graphs, images or video clips to supplement your points. Make sure to explain each visual and how it contributes to your overall argument.

Pie charts illustrate the proportion of different components within a whole, useful for visualizing market share, budget allocation or user demographics.

This is particularly useful especially if you’re displaying survey results in your case study presentation.

Stacked charts on the other hand are perfect for visualizing composition and trends. This is great for analyzing things like customer demographics, product breakdowns or budget allocation in your case study.

Consider this example of a stacked bar chart template. It provides a straightforward summary of the top-selling cake flavors across various locations, offering a quick and comprehensive view of the data.

Not the chart you’re looking for? Browse Venngage’s gallery of chart templates to find the perfect one that’ll captivate your audience and level up your data storytelling.

Recommendations and next steps

Wrap up by providing recommendations based on the case study findings. Outline the next steps that stakeholders should take to either expand on the success of the project or address any remaining challenges.

Acknowledgments and references

Thank the people who contributed to the case study and helped in the problem-solving process. Cite any external resources, reports or data sets that contributed to your analysis.

Feedback & Q&A session

Open the floor for questions and feedback from your audience. This allows for further discussion and can provide additional insights that may not have been considered previously.

Closing remarks

Conclude the presentation by summarizing the key points and emphasizing the takeaways. Thank your audience for their time and participation and express your willingness to engage in further discussions or collaborations on the subject.

Well, the length of a case study presentation can vary depending on the complexity of the topic and the needs of your audience. However, a typical business or academic presentation often lasts between 15 to 30 minutes.

This time frame usually allows for a thorough explanation of the case while maintaining audience engagement. However, always consider leaving a few minutes at the end for a Q&A session to address any questions or clarify points made during the presentation.

When it comes to presenting a compelling case study, having a well-structured template can be a game-changer.

It helps you organize your thoughts, data and findings in a coherent and visually pleasing manner.

Not all case studies are created equal and different scenarios require distinct approaches for maximum impact.

To save you time and effort, I have curated a list of 5 versatile case study presentation templates, each designed for specific needs and audiences.

Here are some best case study presentation examples that showcase effective strategies for engaging your audience and conveying complex information clearly.

1 . Lab report case study template

Ever feel like your research gets lost in a world of endless numbers and jargon? Lab case studies are your way out!

Think of it as building a bridge between your cool experiment and everyone else. It’s more than just reporting results – it’s explaining the “why” and “how” in a way that grabs attention and makes sense.

This lap report template acts as a blueprint for your report, guiding you through each essential section (introduction, methods, results, etc.) in a logical order.

College Lab Report Template - Introduction

Want to present your research like a pro? Browse our research presentation template gallery for creative inspiration!

2. Product case study template

It’s time you ditch those boring slideshows and bullet points because I’ve got a better way to win over clients: product case study templates.

Instead of just listing features and benefits, you get to create a clear and concise story that shows potential clients exactly what your product can do for them. It’s like painting a picture they can easily visualize, helping them understand the value your product brings to the table.

Grab the template below, fill in the details, and watch as your product’s impact comes to life!

3. Content marketing case study template

In digital marketing, showcasing your accomplishments is as vital as achieving them.

A well-crafted case study not only acts as a testament to your successes but can also serve as an instructional tool for others.

With this coral content marketing case study template—a perfect blend of vibrant design and structured documentation, you can narrate your marketing triumphs effectively.

4. Case study psychology template

Understanding how people tick is one of psychology’s biggest quests and case studies are like magnifying glasses for the mind. They offer in-depth looks at real-life behaviors, emotions and thought processes, revealing fascinating insights into what makes us human.

Writing a top-notch case study, though, can be a challenge. It requires careful organization, clear presentation and meticulous attention to detail. That’s where a good case study psychology template comes in handy.

Think of it as a helpful guide, taking care of formatting and structure while you focus on the juicy content. No more wrestling with layouts or margins – just pour your research magic into crafting a compelling narrative.

5. Lead generation case study template

Lead generation can be a real head-scratcher. But here’s a little help: a lead generation case study.

Think of it like a friendly handshake and a confident resume all rolled into one. It’s your chance to showcase your expertise, share real-world successes and offer valuable insights. Potential clients get to see your track record, understand your approach and decide if you’re the right fit.

No need to start from scratch, though. This lead generation case study template guides you step-by-step through crafting a clear, compelling narrative that highlights your wins and offers actionable tips for others. Fill in the gaps with your specific data and strategies, and voilà! You’ve got a powerful tool to attract new customers.

Modern Lead Generation Business Case Study Presentation Template

Related: 15+ Professional Case Study Examples [Design Tips + Templates]

So, you’ve spent hours crafting the perfect case study and are now tasked with presenting it. Crafting the case study is only half the battle; delivering it effectively is equally important.

Whether you’re facing a room of executives, academics or potential clients, how you present your findings can make a significant difference in how your work is received.

Forget boring reports and snooze-inducing presentations! Let’s make your case study sing. Here are some key pointers to turn information into an engaging and persuasive performance:

Know your audience : Tailor your presentation to the knowledge level and interests of your audience. Remember to use language and examples that resonate with them.
Rehearse : Rehearsing your case study presentation is the key to a smooth delivery and for ensuring that you stay within the allotted time. Practice helps you fine-tune your pacing, hone your speaking skills with good word pronunciations and become comfortable with the material, leading to a more confident, conversational and effective presentation.
Start strong : Open with a compelling introduction that grabs your audience’s attention. You might want to use an interesting statistic, a provocative question or a brief story that sets the stage for your case study.
Be clear and concise : Avoid jargon and overly complex sentences. Get to the point quickly and stay focused on your objectives.
Use visual aids : Incorporate slides with graphics, charts or videos to supplement your verbal presentation. Make sure they are easy to read and understand.
Tell a story : Use storytelling techniques to make the case study more engaging. A well-told narrative can help you make complex data more relatable and easier to digest.

Ditching the dry reports and slide decks? Venngage’s case study templates let you wow customers with your solutions and gain insights to improve your business plan. Pre-built templates, visual magic and customer captivation – all just a click away. Go tell your story and watch them say “wow!”

Nailed your case study, but want to make your presentation even stronger? Avoid these common mistakes to ensure your audience gets the most out of it:

Overloading with information

A case study is not an encyclopedia. Overloading your presentation with excessive data, text or jargon can make it cumbersome and difficult for the audience to digest the key points. Stick to what’s essential and impactful. Need help making your data clear and impactful? Our data presentation templates can help! Find clear and engaging visuals to showcase your findings.

Lack of structure

Jumping haphazardly between points or topics can confuse your audience. A well-structured presentation, with a logical flow from introduction to conclusion, is crucial for effective communication.

Ignoring the audience

Different audiences have different needs and levels of understanding. Failing to adapt your presentation to your audience can result in a disconnect and a less impactful presentation.

Poor visual elements

While content is king, poor design or lack of visual elements can make your case study dull or hard to follow. Make sure you use high-quality images, graphs and other visual aids to support your narrative.

Not focusing on results

A case study aims to showcase a problem and its solution, but what most people care about are the results. Failing to highlight or adequately explain the outcomes can make your presentation fall flat.

How to start a case study presentation?

Starting a case study presentation effectively involves a few key steps:

Grab attention : Open with a hook—an intriguing statistic, a provocative question or a compelling visual—to engage your audience from the get-go.
Set the stage : Briefly introduce the subject, context and relevance of the case study to give your audience an idea of what to expect.
Outline objectives : Clearly state what the case study aims to achieve. Are you solving a problem, proving a point or showcasing a success?
Agenda : Give a quick outline of the key sections or topics you’ll cover to help the audience follow along.
Set expectations : Let your audience know what you want them to take away from the presentation, whether it’s knowledge, inspiration or a call to action.

How to present a case study on PowerPoint and on Google Slides?

Presenting a case study on PowerPoint and Google Slides involves a structured approach for clarity and impact using presentation slides :

Title slide : Start with a title slide that includes the name of the case study, your name and any relevant institutional affiliations.
Introduction : Follow with a slide that outlines the problem or situation your case study addresses. Include a hook to engage the audience.
Objectives : Clearly state the goals of the case study in a dedicated slide.
Findings : Use charts, graphs and bullet points to present your findings succinctly.
Analysis : Discuss what the findings mean, drawing on supporting data or secondary research as necessary.
Conclusion : Summarize key takeaways and results.
Q&A : End with a slide inviting questions from the audience.

What’s the role of analysis in a case study presentation?

The role of analysis in a case study presentation is to interpret the data and findings, providing context and meaning to them.

It helps your audience understand the implications of the case study, connects the dots between the problem and the solution and may offer recommendations for future action.

Is it important to include real data and results in the presentation?

Yes, including real data and results in a case study presentation is crucial to show experience, credibility and impact. Authentic data lends weight to your findings and conclusions, enabling the audience to trust your analysis and take your recommendations more seriously

How do I conclude a case study presentation effectively?

To conclude a case study presentation effectively, summarize the key findings, insights and recommendations in a clear and concise manner.

End with a strong call-to-action or a thought-provoking question to leave a lasting impression on your audience.

What’s the best way to showcase data in a case study presentation ?

The best way to showcase data in a case study presentation is through visual aids like charts, graphs and infographics which make complex information easily digestible, engaging and creative.

Don’t just report results, visualize them! This template for example lets you transform your social media case study into a captivating infographic that sparks conversation.

Choose the type of visual that best represents the data you’re showing; for example, use bar charts for comparisons or pie charts for parts of a whole.

Ensure that the visuals are high-quality and clearly labeled, so the audience can quickly grasp the key points.

Keep the design consistent and simple, avoiding clutter or overly complex visuals that could distract from the message.

Choose a template that perfectly suits your case study where you can utilize different visual aids for maximum impact.

Need more inspiration on how to turn numbers into impact with the help of infographics? Our ready-to-use infographic templates take the guesswork out of creating visual impact for your case studies with just a few clicks.

Related: 10+ Case Study Infographic Templates That Convert

Congrats on mastering the art of compelling case study presentations! This guide has equipped you with all the essentials, from structure and nuances to avoiding common pitfalls. You’re ready to impress any audience, whether in the boardroom, the classroom or beyond.

And remember, you’re not alone in this journey. Venngage’s Case Study Creator is your trusty companion, ready to elevate your presentations from ordinary to extraordinary. So, let your confidence shine, leverage your newly acquired skills and prepare to deliver presentations that truly resonate.

Go forth and make a lasting impact!

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Interviews Discussion

Definitive Guide to Law Firm Case Studies! Monday Article Series

Thread starter Jacob Miller
Start date Jan 18, 2021
Tags assessment centre assessment centre case study case studies case study case study interview law firm case study written assessment

Jacob Miller

Legendary member.

Jan 18, 2021
InvestLDN: 50%
Jacob M: 40%
Alice G (Jacob’s grandmother): 6%
Daniel B (Jacob’s uncle): 4%
We absolutely want 100% ownership; we won’t settle for anything less.
We don’t want the hassle of having to set up new supply lines for their existing locations, we’re keen to more or less pick up all their suppliers.
We haven’t been told how much they want for the business yet, but ideally, we don’t want to pay much more than £850mn
We want Jacob to stay on with a public-facing role in the company - he’s a major part of the brand and we don’t to lose him.”
For in-person assessment centres, if you’re wearing a wristwatch, take it off and put it somewhere you can see it at a glance to keep time. If you’re completing your assessment centre virtually, make sure there is an accurate clock somewhere that you can see at a glance for the same purpose.
Spread all the documents in pack across your workspace with a notepad/ whatever you’ll be using for notes in the middle, where you can easily use it. This mitigates the chances of accidentally missing a document if you have them all in one profile.
Locate whatever document in the file contains the key issues you are asked to cover and make a note of, or highlight, these so you can easily make reference to them.
Take a few minutes to make a plan. Skim read the information you’ve been given to get a solid handle on key facts and the broad scenario. Use this time to make notes of any particularly obvious issues that jump off the page.

The solicitor-client relationship between Lawyer McLawface LLP and KoffeeKulture
The potential buyer-target relationship between KoffeeKulture and Jacob’s Juices
The shareholder-company relationships between Jacob’s Juices Worldwide and its four shareholders, as well as Jacob’s daily position within the company
The group company relationships between Jacob’s Juices Worldwide Ltd, the target, and JJ UK/ JJ USA/ JJ Canada
The supplier-client relationship between FruitsRUs and JJ UK
Colour coding each issue with a different colour of pen or highlighter. Beware, though, that you could quickly run into issues with the number of colours you have relative to the number of issues in the paper; it is also not guaranteed that you’ll be able to access your bag/ pencil case before the exercise starts, so you may be unable to get all your pens/ highlighters
Give each issue a number. This is the approach I personally used. As you read through each document and identify an issue, number it. If you then come across another piece of information in a subsequent document which relates to an issue you have already numbered, you can give it the same number, so you remember that they are correlated

Note, for example, that we have raised concerns about tax and employment obligations after the deal. These are considerations which are a part of every commercial transaction; it is important to show that you have a wider understanding of how deals work.
In this example, points such as KK’s large existing market share are subtle and also mixed in among a lot of unimportant background information, yet any challenge from a competition authority can completely destroy the prospect of a deal. It is important to look for even the smallest hints throughout the case study.
For example, in this case study, the termination clause of the contract between JJ and FruitsRUs is included, but, although it seems as though it ought to be important, it is actually of very little consequence for any issues we are considering here.
In case you were wondering, the issue we left out was in regards the fact that JJ were developing a franchise model before discussions started concerning the acquisition. We would need to conduct further due diligence to find out more about this: what stage were preparations at? Are there prospective franchisees who have signed agreements for obligations we would need to carry forward? Missing a point doesn’t make you any weaker a candidate - they don’t expect you to catch everything!
Key issues here are that Alice is potentially developing of dementia and Daniel is adamant that he does not want to sell his stake
There are various issues with the JJ/FruitsRUs contract which could pose challenges here
JJ was recently valued at £1bn so there is a clear mismatch here. We may need to look at leveraging different issues to lower the purchase price and also look at nuanced payment models such as instalments or targets-based payment
Jacob wants to leave to start a new venture; we would need to try and negotiate him staying for a longer period and also need to ensure his new venture would not compete with JJ/ KK. We would look to have a non-compete clause in the contract to secure this.
Identify where you have had to make assumptions for lack of information OR identify where you would need to investigate/track down additional information to not make assumptions.
Think realistically about the time you are given to prepare and to “report” back (whether in an interview, a presentation or written format). These tasks are always given with a very strict time limit so think about what’s reasonable to do within that. Quality over quantity will generally win out. Do you want to be the person who identifies lots of things superficially and with no connection to other points, or do you want to be the person who is able to show depth of analysis in some areas?
Prioritise - linked to the above aspect of limited time, but also try to prioritise your points. There’s probably lots you could make, but some are likely to be more substantial, more urgent or more important than others. Your analysis or opinion of what’s more influential will probably be assessed.
Skim read or have a quick glance through all the information given to you first to try and gauge what information you have in front of you before you start to pull your ideas together. If you start to read through it meticulously from the start, you might end up realising something on the last page blows everything out of the water or changes another point considerably, effectively meaning you have to start from scratch.
Remember who your audience is. For instance, with a written response, sometimes you’ll be writing something for a partner, sometimes you will be writing for a client. They are very different audiences with very different perceptions of what is important, with very different levels of knowledge. Think carefully about who your audience is and what they might (or might not) already know.
Plan! When you are given the task don’t be tempted to jump in immediately, have a glance over the information then use your brief to create a plan (e.g. what is the issue, what is the evidence for this issue, what is the solution). This way you can avoid aimlessly looking through the information as you will never have enough time to go through everything in detail.
Perspective! To help you find a range of issues, try to read through the information given to you from the perspectives of the different practice areas (e.g. what issues would the corporate team raise vs the banking team vs the real estate team vs the competition team). Doing this will enable you to cover more ground.
Be solution focused! More often than not, once you have identified the issues interviewers will be looking to test your problem-solving skills either directly through the task itself or indirectly through follow up questions. Ultimately the role of a solicitor is to advise clients, so it is important that when you spot your problems, you consider proposals for solving them.
Structure - Always include an executive summary of your conclusions/analysis/solutions at the beginning. Anyone that has little time to be reading through an entire document of details will want to get the information that is most important first and I think this holds true for any potential audience of the document you’re writing (partners, clients, associates etc.)
Reasoning - This is a tip geared particularly to case studies that have a discussion element. Even if you are unsure of the answers to any follow up questions you might receive, the key thing is to demonstrate how you’ve come to the conclusion you have made. Really talk through every step of your thought process because even if the final answer is wrong, this is something that demonstrates the analytical skills that firms look for.
Practice - Make full use of any of the sample case studies you can find on the forum or anywhere else to practice your clarity of writing, structure and level of analysis. This can really help candidates snap out of the long-winded style of writing that many of us default to because of writing university essays.
Diagram: Often you will be asked to give an overview or a summary of the matter at hand. A great way to do this simply and concisely is to use a diagram to show a visual representation of the scenario. If you have an M&A case study for example, you might want to draw who the buyer, the seller and the target are and use arrows to show the relationship between the parties. You could also note the price of the target here and also perhaps how the transaction is being funded by the buyer if this is given – if they are getting a bank loan, you could add the bank to the diagram and also the sum of the loan. The diagram doesn’t need to be a work of art, but it just needs to sum up the scenario well and it is serving as an aid for you to tell the overall story above anything else. It also doubles up as a repository of useful info from the documents (like deal price) so you don’t need to worry too much about retaining everything in your head! ( Note from Jacob: Looks like we’re on the same page here, Alice! ) 2. Organisation strategy for multiple questions: If you are posed with multiple questions to answer in a case study, I tended to like spider diagrams. I used to write each key question in a bubble in the middle of an A4 page (which would become my spider diagram) and I attributed a different coloured highlighter for each question. Say there were three questions I needed to answer, I would have three pages upon which I would do my diagram and three highlighters, one for each question. I would then go through the materials and use the correct highlighter for when a piece of information would help me to answer a particular question. I would then add that information onto the correct spider diagram with a page number beside it for ease of reference. By the time I had gone through all the information pack, I then had all the info I needed which was easy to re-find in my colour coded information pack. At that stage, I could spend my time constructing my written work/presentation with a greater focus on argument, structure and precision. I found this a really good technique which worked well for me, especially in tight time constraints. 3. Practice areas: Before opening information packs, I would write down all the law firm practice areas and have that in front of me. This helped me to think critically about what I was reading and meant I was actively searching for points and information. Law firms tend to add details into case studies which are really subtle and can be easily missed so I found in approaching case studies in this way, I was better able to pick up on these more subtle and nuanced points which would often help me to get credit for innovative and ‘outside the box’ thinking. Final point – leave ten minutes at the end to proof if it is a written task – this is vital.

Star Member

Jan 25, 2021

My first AC is coming up tomorrow morning - this could not have come at a better time. Thank you for taking the time to write this!

Founder, TCLA

Polyglot said: My first AC is coming up tomorrow morning - this could not have come at a better time. Thank you for taking the time to write this! Click to expand...

Jaysen said: Best of luck! Click to expand...

Jan 26, 2021

Distinguished Member

Hi Jacob, first of all, thank you for this really helpful guide! I just wanted to clarify a few points: 1) In a written case study, let's say about 45 mins, how many points should you pick out? Should you stick to the ones specifically related to the client's demands (so in this case the 4 points mentioned in the note from KK Managing Director) or is it better to include everything you can find? 2) Could you please clarify what's a "targets-based payment"? I tried googling this but couldn't really find the answer. 3) Would you say it's better to try and focus equally between legal and commercial issues? Thank you! 😊

rachelzane said: Hi Jacob, first of all, thank you for this really helpful guide! I just wanted to clarify a few points: 1) In a written case study, let's say about 45 mins, how many points should you pick out? Should you stick to the ones specifically related to the client's demands (so in this case the 4 points mentioned in the note from KK Managing Director) or is it better to include everything you can find? 2) Could you please clarify what's a "targets-based payment"? I tried googling this but couldn't really find the answer. 3) Would you say it's better to try and focus equally between legal and commercial issues? Thank you! 😊 Click to expand...

Feb 5, 2021

Jacob Miller said: Very very best of luck with your AC! I'm sure you'll smash it and I'm delighted the article was of help to you!! Click to expand...

Daniel Boden

Polyglot said: Jaysen and Thank you so much! Just wanted to say I was offered a place for the CMS Academy this Tuesday and it is still sinking in. Thank you again for the article, it definitely helped! Click to expand...

Daniel Boden said: Huge congrats! Hope you've been able to celebrate 🎉🥂 Click to expand...

Emma Raymond

Feb 6, 2021

Thanks so much for posting this article. Was really helpful having a break down of how to approach case studies ahead of my assessment centre. Also appreciated the creativity with regards to the name of the stakeholders!

Feb 14, 2021

Hi, You wrote DT in the mind map above. I was wondering what it stands for...Does it mean Dispute Team?

Alya said: Hi, You wrote DT in the mind map above. I was wondering what it stands for...Does it mean Dispute Team? Click to expand...

Feb 18, 2021

Jacob Miller said: Hi all, please see below the third of my Monday Article Series! This week is my definitive guide to case studies. It's a long one - you might want to go get a coffee and settle in! Introduction This week’s Monday Article will cover how to approach law firm case studies, one of the most intimidating parts of the Assessment Centre (this was certainly the case for me!). We will first go over a mock case study scenario and then consider some points of technique for approaching the task when you’re first handed the document pack. Thereafter, we will break down the example case study and detail the approach I took to organise my thoughts and group together issues and solutions. Afterwards, we will look at how we would structure our answer for either a written assessment or a subsequent case study interview. Finally, we’ll conclude with some top tips from the fantastic TCLA team! Note, we won’t be examining how to excel in the case study interview, or in wider drafting tasks, today. This article will cover up to the point of structuring your response for the interview or drafting the letter/ email to whomever you have been asked to send it. Case studies are designed to test a variety of skills, including your ability to interpret and analyse large amounts of information. Depending on the format of assessment (i.e., written or presented interview), your drafting or presentation skills may be tested. Interview-style assessments also test your ability to think on your feet and respond to stressful situations where you may not always know the answer. Case studies are also an opportunity for you to demonstrate that you understand the work that commercial law firms undertake and how they may advise clients. Mock Scenario Note: as part of this mock cast study, we have drafted certain contract provisions. These have been greatly simplified for the purposes of this exercise, so will probably look a little different to ones you might see in real assessments! Background: You are a third-seat trainee sitting in M&A at Lawyer McLawface LLP, a large, London-based commercial law firm with international offices in most major European cities as well as satellite offices in New York and San Francisco. It is early on a Monday morning; you’ve just finished your second coffee of the day and are getting ready to go about your usual Monday routine when Jaysen, a Partner from your department, knocks on your door: “Hey- hope you had a nice weekend. Listen, we’ve just been instructed by a regular client on a potential acquisition. I’m really busy, so I don’t have time to fully brief you, but I want you on the deal team after you did so well on that big deal last month. Can you take charge of some initial due diligence for me? Just to pick up on any major issues to flag at a meeting with the client later. It’s urgent and needs to be completed in the next hour while I’m in this meeting. I’ve printed everything you’ll need.” No sooner has Jaysen handed you the document pack than he has turned around and hurried along the corridor to a meeting about another on-going deal that’s been challenged by the CMA. Your training principal, who overheard the conversation, has allowed you to delay the work you were doing for them to let you work on this new task. You open the document pack and establish that the client is KoffeeKulture (‘KK’), a large coffee chain known for their high-quality, ethically sourced coffee. In fact, you just finished one of their signature Orange Mocha Frappuccinos. They are an extremely well-established brand with approximately 25,000 stores and a large market share across the UK and Western Europe. Around 7,000 stores are owned and 18,000 are franchises. They have begun to engage in discussions with Jacob’s Juices (‘JJ’), a newer, but rapidly growing, smoothie and juice chain. JJ has around 12,000 stores across the UK and North America. JJ has supplied your client with a document containing mostly background information about the company, as well as an extract from a key contract with its main supplier, FruitsRUs. These documents, as well as a recent news article about JJ, and a short note from KK’s Global Managing Director, John Koffman, comprise the document pack which Jaysen gave you. Document 1: Background information “To whom this may concern, This document has been drafted for and on behalf of Jacob’s Juices Worldwide Ltd (‘us’/‘we’). It is to be viewed only by its intended recipients, namely, KoffeeKulture Senior Management, legal counsel and any external law firm instructed on the matter. We undertake that any information is true to the fullest extent of our knowledge, although no information contained herein shall form the basis or any part of a sale and nothing contained herein shall be considered a guarantee, warranty or indemnity. Jacob M launched our flagship Juice Bar in Farringdon, London in 2012. He used personal savings as well as money given to him by his uncle and his grandmother to launch the first venue. The venue was a great success and, in 2013, he launched two more Juice Bars, in the Spitalfields and Clerkenwell areas of London respectively. In 2015, by this time with ten Juice Bars around London and the South East, we came to the attention of Private Equity firm InvestLDN, and, after negotiations, they purchased 50% of the equity in the company. Our current shareholder stakes are as follows: InvestLDN: 50% Jacob M: 40% Alice G (Jacob’s grandmother): 6% Daniel B (Jacob’s uncle): 4% The business in its current form was valued in Q3 2020 at £1bn. Jacob is currently our global Managing Director and remains very active in the daily running of the business- it’s not uncommon for him to be seen working at our original Farringdon location if he has a quiet day (our HQ is just a few minutes away). Jacob is a major part of our brand’s image and ongoing success, but he is looking to start a new venture and, thus, is interested in selling his shares in the company and standing down as MD. InvestLDN are now looking to sell their stake in the company to realise their investment. Alice has said that she would be happy to also sell her stake in the company, but Daniel is adamant that he wants to hold onto his share for the foreseeable future. There have been rumours within the senior management that Alice is on the foothills of dementia. In terms of our global position, we currently have around 12,000 stores worldwide with around 2,500 in the UK, 6,500 in the USA (almost entirely on the East Coast) and 3,000 in Canada. We do not currently have a market presence in mainland Europe, although some recent market research we undertook would indicate that our products and brand would be well received in France, Italy, Spain and Germany. All of our stores are brand-owned, though we were developing a franchise model before these discussions started. We had hoped to launch this franchise model by late 2021 or 2022. Each country’s branches are technically under separate legal ownership- “JJ UK”, “JJ USA”, and “JJ Canada” respectively- but they’re all 100% owned by us. We have commercial rental agreements in place for all of our Juice Bars and the HQ office in Farringdon, but we have mortgages on our commercial processing plants in Luton, Delaware and Ontario. Our main produce provider for the UK, FruitsRUs, sources much of the produce from Europe and South America. They have recently raised some concerns surrounding importing produce to the UK post-Brexit, but we are confident that there shouldn’t be any issues. On that note, our contract with them is on a two-year rolling basis. The current two-year period ends on 31st March 2021. Please feel free to reach out for any further information.” Document 2: Extracts from contract between Jacob’s Juices and FruitsRUs “2.1: Change of Control FruitsRUs may, in the event of the sale of more than 50% of Jacob’s Juices Worldwide’s shares, terminate with immediate effect, or re-negotiate any terms of, this contract without committing a breach thereof. FruitsRUs must be notified of any sale before it occurs. 3.7: Termination In order to terminate this contract, Jacob’s Juices must provide a minimum of 90 working days’ written notice to FruitsRUs. FruitsRUs must provide a minimum of 60 days’ notice to JJ for the same. 4.3: Force Majeure FruitsRUs may, in the event of a force majeure event, terminate the contract without committing a breach thereof. 5.1: Dispute Resolution In the event of a dispute arising under this contract, both parties submit to the jurisdiction and laws of Luxembourg.” Document 3: Extract from a recent newspaper article (dated 12/1/2020) “…the TCLA Times can report that Jacob’s Juices has allegedly been accused of causing a customer to have a severe allergic reaction after failing to label one of its signature smoothies appropriately at one of its London locations. The customer is alleged to have gone into anaphylactic shock and required an ambulance after nut-based products were not properly identified as an ingredient in one of the brand’s drinks. The wife of the customer, who is said to be in intensive care in hospital, was heard screaming “This isn’t over! I’ll sue this company until it’s bankrupt!” during the incident. It is unclear whether legal action has commenced. That’s not all that the global drinks chain has had to deal with recently, with reports that a small, rival smoothie chain in the UK has alleged that Jacob’s Juices stole its recipes during its early days, using a disgruntled ex-employee to obtain copies. It recently released a statement saying that it would use the “full force of the law” to see that “justice was done to prevent small companies being taken advantage of by global chains”. Jacob’s Juices have been approached for comment on both matters but have thus far refused.” Document 4: Note from KK Managing Director, John Koffman “… about this proposed acquisition of Jacob’s Juices, I just wanted to make a few points clear: We absolutely want 100% ownership; we won’t settle for anything less. We don’t want the hassle of having to set up new supply lines for their existing locations, we’re keen to more or less pick up all their suppliers. We haven’t been told how much they want for the business yet, but ideally, we don’t want to pay much more than £850mn We want Jacob to stay on with a public-facing role in the company - he’s a major part of the brand and we don’t to lose him.” Your Task: Please complete the due diligence (further research into and analysis of the legal and commercial implications of the information contained within the four preceding documents) that Jaysen has asked you to. You will have 60 minutes. Please pay particular attention to the points raised by John Koffman, as well as any other issues which you feel it is important to raise. Please be ready to present your findings to the client at the meeting in an hour [OR] Please draft a letter to the client to present your findings. Points of Technique It can be extremely intimidating when you’re first presented with the document pack. There is often a mass of information and it can be hard to know where to start. When I approached these tasks, I tended to go through a few routine steps before I started my substantive preparations. Here are some of the things you might wish to consider: For in-person assessment centres, if you’re wearing a wristwatch, take it off and put it somewhere you can see it at a glance to keep time. If you’re completing your assessment centre virtually, make sure there is an accurate clock somewhere that you can see at a glance for the same purpose. Spread all the documents in pack across your workspace with a notepad/ whatever you’ll be using for notes in the middle, where you can easily use it. This mitigates the chances of accidentally missing a document if you have them all in one profile. Locate whatever document in the file contains the key issues you are asked to cover and make a note of, or highlight, these so you can easily make reference to them. Take a few minutes to make a plan. Skim read the information you’ve been given to get a solid handle on key facts and the broad scenario. Use this time to make notes of any particularly obvious issues that jump off the page. Organising your thoughts After you’ve made your initial plans and have a broad understanding of the key issues and parties, it is time to start more substantive preparations. One technique I was taught, which I continue to use even outside of case study scenarios, is to draw a diagram. Using a diagram to identify key parties, their relationships to one another, and also to identify which key issues are linked to each party gives an easy-to-reference visual representation of issues which are at the core of the scenario. They can also be expanded to add information as you continue to read through the scenario in more detail and identify new issues. The diagram will become the ‘hub’ from which you can develop the framework of your response depending on the type of assessment. When drawing your diagram, the first step is to map in the key parties (stakeholders) and their relationships to one another. Below, you’ll see the first stage of my diagram for the above scenario – this will continue to grow as we go through the scenario in more depth. View attachment 2550 As you can see, we have identified key stakeholders in the first ‘phase’ of our diagram, as well as the relationships which they have to one another. In this case, these are: The solicitor-client relationship between Lawyer McLawface LLP and KoffeeKulture The potential buyer-target relationship between KoffeeKulture and Jacob’s Juices The shareholder-company relationships between Jacob’s Juices Worldwide and its four shareholders, as well as Jacob’s daily position within the company The group company relationships between Jacob’s Juices Worldwide Ltd, the target, and JJ UK/ JJ USA/ JJ Canada The supplier-client relationship between FruitsRUs and JJ UK Now we have identified our key stakeholders, we want to move towards analysing the key legal considerations and key commercial considerations. We also need to begin to consider what law firm practice areas would be involved in the deal and in what capacity, as well as whether we can give a definitive answer or solution for a given issue or whether we need more information and, if so, what information is required . By now, you will have a broad understanding of the content of each document. It is still worthwhile, however, to go back in and re-read all the information you’ve been given, this time paying more attention to particular items. It’s important to highlight and annotate information as and when you recognise it is relevant- there are various different ways you could approach this, for example: Colour coding each issue with a different colour of pen or highlighter. Beware, though, that you could quickly run into issues with the number of colours you have relative to the number of issues in the paper; it is also not guaranteed that you’ll be able to access your bag/ pencil case before the exercise starts, so you may be unable to get all your pens/ highlighters Give each issue a number. This is the approach I personally used. As you read through each document and identify an issue, number it. If you then come across another piece of information in a subsequent document which relates to an issue you have already numbered, you can give it the same number, so you remember that they are correlated Breaking down the case study In no particular order (we’ll cover that later), below are a selection of the legal and commercial issues that are present in the above case study example, as well as detail about whether we can provide a solution or if we need more information. Before you read them, though, try going back to see how many you can pick out yourself. Remember that we’ll break down almost every possible issue that could be pulled from this scenario. In a real, timed, case study, it is highly unlikely that you’ll be able to identify every single possible issue. In the next section, we’ll discuss prioritising the different issues you manage to identify, but, for now, these issues are all things which you might expect to pop up in a case study. Note, if a Practice Area block is left blank, this is an issue that would be covered by the Deal Team, i.e., the team in M&A who would lead the transaction from start to finish (in the case study, this is the team that you are a part of, headed up by Jaysen, the partner) . View attachment 2551 View attachment 2552 View attachment 2553 Now that we’ve identified all the relevant issues and potential solutions, let’s see how our diagram has developed with the advent of these new issues being added. New information has all been added in brown ink, with relevant departments noted in black (DT denotes any area that the Deal Team would take charge of): View attachment 2554 Before we go any further, though, I want to highlight a few key considerations based on what we pulled out from the case study in the table above: Not all issues are stated explicitly in the case study Note, for example, that we have raised concerns about tax and employment obligations after the deal. These are considerations which are a part of every commercial transaction; it is important to show that you have a wider understanding of how deals work. Some issues are only stated very subtly In this example, points such as KK’s large existing market share are subtle and also mixed in among a lot of unimportant background information, yet any challenge from a competition authority can completely destroy the prospect of a deal. It is important to look for even the smallest hints throughout the case study. There will almost always be ‘red herring’ information in a case study which is designed to look somehow important but is of little consequence For example, in this case study, the termination clause of the contract between JJ and FruitsRUs is included, but, although it seems as though it ought to be important, it is actually of very little consequence for any issues we are considering here. You will almost never pull out every single issue. We’ve even left one issue out of the table above! This is natural, it would be extremely unusual to be able to identify every single potential challenge in a case study owing to your time restrictions. In case you were wondering, the issue we left out was in regards the fact that JJ were developing a franchise model before discussions started concerning the acquisition. We would need to conduct further due diligence to find out more about this: what stage were preparations at? Are there prospective franchisees who have signed agreements for obligations we would need to carry forward? Missing a point doesn’t make you any weaker a candidate - they don’t expect you to catch everything! Getting ready to present: identifying and prioritising key issues Because case study exercises are timed in such a way as to never quite give you enough time to do all the work you would like to, it is imperative to prioritise key issues so that you’re presenting the most important issues first. The reason for this is that clients, or a Partner heading into a meeting with a client, needs to know the more important issues before they are concerned with smaller, more extraneous matters. It is also very important to present either a solution or next steps in relation to each issue you raise; at the end of the day, it is a commercial solicitor’s job to find solutions to clients’ challenges, so it’s important that you show this in assessment. In my experience, I tended to find that I only ever had time to list the 6 – 8 most important issues when either drafting a letter to a client or preparing for the subsequent interview. When identifying key issues, these don’t have to be all legal or all commercial; in any event, there is often some amount of overlap between them anyway. The key thing to think about when deciding whether an issue is essential or more extraneous is what impact it could have on the deal. If an issue has the potential to stall the deal or is something which is of substantial importance to your client, it would be considered a key issue. If, on the other hand, an issue is unlikely to pose any major challenge and is not of particular importance to your client, it would be considered more extraneous and, so, less important to raise. If your document pack/ task has included particular item of importance, these are things which it is essential to bring up in the letter/ presentation. In this example, we might consider four such points: KK want 100% ownership Key issues here are that Alice is potentially developing of dementia and Daniel is adamant that he does not want to sell his stake KK don’t want to find new supply lines for JJ products and want to maintain their existing suppliers for the time being There are various issues with the JJ/FruitsRUs contract which could pose challenges here KK ideally don’t want to spend any more than £850mn JJ was recently valued at £1bn so there is a clear mismatch here. We may need to look at leveraging different issues to lower the purchase price and also look at nuanced payment models such as instalments or targets-based payment KK want Jacob to stay within the company in a prominent public-facing role Jacob wants to leave to start a new venture; we would need to try and negotiate him staying for a longer period and also need to ensure his new venture would not compete with JJ/ KK. We would look to have a non-compete clause in the contract to secure this. Structuring your response for a subsequent interview There are several factors to consider when structuring a case study response in anticipation of an interview. The first thing to consider is the structure: often, a case study interview will be structured as a presentation and subsequent interview. This presentation may be 10 – 15 minutes and involve you presenting your initial points to the assessor, usually a partner at the firm. Sometimes, the partner will be ‘in character’ as a client, so you must pitch your presentation to the client, and sometimes they won’t, so you’ll pitch it to the partner as such. The firm will almost invariably advise you what the case will be before you go into the room. It is essential that you adjust your presentation according to whether you are meant to be presenting to a lawyer or a client – essentially a layperson with some commercial, but little legal, acumen. If you’re pitching to a client, consider dropping the legal jargon and, instead, explain the issues you raise in plain English. If my interviewer was in character as a client, I would also typically check that they fully understood the point I had made before moving onto the next issue in my presentation. While this might seem patronising, considering that you know the ‘client’ is actually a lawyer who almost certainly knows far more than what you’re presenting them, it is important to show that you have good soft skills and a client-focussed manner. A client wouldn’t like to be rushed through a presentation without knowing what was being said. At the end of the day, they’re paying a lot of money to understand the various issues at hand, so play up to that character as necessary. As an extension of this point, always try and explain the thought process/ logic behind your decisions and conclusions in your presentation. When I had to prepare for an oral presentation, I would typically switch away from my diagram and spend the last ten minutes or so of the preparation time writing a bullet point list with the key issues, and next steps/solutions, I planned to raise during the presentation. I would set this out in the same way that the key issues are identified above. If I had time, I would quickly jot down some of the more extraneous issues in case I had time to discuss them, or for when I was then questioned on them. In my experience, you’re generally allowed to take all your notes into the interview with you, so I would always take my diagram and, if a point came up which I hadn’t subsequently noted on my bullet point list, I could consult this before giving a response. Check on the day whether this is permitted, though, so you know how reliant you will be on whatever materials you are permitted to take in with you. Structuring your response for a written assessment Although preparing a letter for a client, or emailing a partner, might seem starkly different to preparing for an interview, much of the same logic and approach apply. First of all, it is still vital to pitch your writing to the appropriate audience. If anything, it is even more important that, if writing for a client, you write in plain, accessible language and avoid all legal jargon. The reason for this is that, in an interview, a ‘client’ could always stop you to ask for clarification of a point where you have used inaccessible language; this is impossible with a letter. Secondly, and this goes for all legal drafting irrespective of the intended audience, be as concise and straight-to-the-point as possible. Lawyers and high-flying clients are exceptionally busy people and, as such, they don’t have time to read a long-winded introductory paragraph full of niceties and waffle. You almost certainly don’t have time to write it, either. Get straight to the issues you need to mention! I would typically include an Executive Summary at the start of my written exercise with 1 – 2 sentence bullet point summaries of each key issue and solution/next steps before more fully exploring each of the issues thereunder. This shows a good understanding of the needs of those who are likely to read the letter, for example, they might only have time to scan over key points walking between meetings and need a very brief outline of key points. It also shows good drafting skills. Similarl to an oral presentation, try and include some of the thought process/logic that’s gone into each conclusion – make sure to save this for the main paragraphs rather than the Executive Summary though! Another key point to consider here, following on from the issue of pitching to the correct audience in your style of writing, is also to pitch your tone of writing correctly. If, for example, you are drafting an internal email to be sent to a partner, this may be slightly less formal in tone than a letter going to a client. Similarly, if the case study is based on, say, advising a client on a litigious matter, this is likely to be even more formal in tone and approach than advising them on a deal. Use all these different points to show your understanding of client needs and drafting skills. Finally, and possibly the most important part of a written assessment, leave time to proofread! The last thing you want is a great response marred by a couple of silly grammatical or typographical errors. Top Tips from the TCLA team Jessica’s Top Tips: Identify where you have had to make assumptions for lack of information OR identify where you would need to investigate/track down additional information to not make assumptions. Think realistically about the time you are given to prepare and to “report” back (whether in an interview, a presentation or written format). These tasks are always given with a very strict time limit so think about what’s reasonable to do within that. Quality over quantity will generally win out. Do you want to be the person who identifies lots of things superficially and with no connection to other points, or do you want to be the person who is able to show depth of analysis in some areas? Prioritise - linked to the above aspect of limited time, but also try to prioritise your points. There’s probably lots you could make, but some are likely to be more substantial, more urgent or more important than others. Your analysis or opinion of what’s more influential will probably be assessed. Skim read or have a quick glance through all the information given to you first to try and gauge what information you have in front of you before you start to pull your ideas together. If you start to read through it meticulously from the start, you might end up realising something on the last page blows everything out of the water or changes another point considerably, effectively meaning you have to start from scratch. Remember who your audience is. For instance, with a written response, sometimes you’ll be writing something for a partner, sometimes you will be writing for a client. They are very different audiences with very different perceptions of what is important, with very different levels of knowledge. Think carefully about who your audience is and what they might (or might not) already know. Naomi’s Top Tips: Plan! When you are given the task don’t be tempted to jump in immediately, have a glance over the information then use your brief to create a plan (e.g. what is the issue, what is the evidence for this issue, what is the solution). This way you can avoid aimlessly looking through the information as you will never have enough time to go through everything in detail. Perspective! To help you find a range of issues, try to read through the information given to you from the perspectives of the different practice areas (e.g. what issues would the corporate team raise vs the banking team vs the real estate team vs the competition team). Doing this will enable you to cover more ground. Be solution focused! More often than not, once you have identified the issues interviewers will be looking to test your problem-solving skills either directly through the task itself or indirectly through follow up questions. Ultimately the role of a solicitor is to advise clients, so it is important that when you spot your problems, you consider proposals for solving them. Dheepa’s Top Tips: Structure - Always include an executive summary of your conclusions/analysis/solutions at the beginning. Anyone that has little time to be reading through an entire document of details will want to get the information that is most important first and I think this holds true for any potential audience of the document you’re writing (partners, clients, associates etc.) Reasoning - This is a tip geared particularly to case studies that have a discussion element. Even if you are unsure of the answers to any follow up questions you might receive, the key thing is to demonstrate how you’ve come to the conclusion you have made. Really talk through every step of your thought process because even if the final answer is wrong, this is something that demonstrates the analytical skills that firms look for. Practice - Make full use of any of the sample case studies you can find on the forum or anywhere else to practice your clarity of writing, structure and level of analysis. This can really help candidates snap out of the long-winded style of writing that many of us default to because of writing university essays. Alice’s Top Tips: Diagram: Often you will be asked to give an overview or a summary of the matter at hand. A great way to do this simply and concisely is to use a diagram to show a visual representation of the scenario. If you have an M&A case study for example, you might want to draw who the buyer, the seller and the target are and use arrows to show the relationship between the parties. You could also note the price of the target here and also perhaps how the transaction is being funded by the buyer if this is given – if they are getting a bank loan, you could add the bank to the diagram and also the sum of the loan. The diagram doesn’t need to be a work of art, but it just needs to sum up the scenario well and it is serving as an aid for you to tell the overall story above anything else. It also doubles up as a repository of useful info from the documents (like deal price) so you don’t need to worry too much about retaining everything in your head! ( Note from Jacob: Looks like we’re on the same page here, Alice! ) 2. Organisation strategy for multiple questions: If you are posed with multiple questions to answer in a case study, I tended to like spider diagrams. I used to write each key question in a bubble in the middle of an A4 page (which would become my spider diagram) and I attributed a different coloured highlighter for each question. Say there were three questions I needed to answer, I would have three pages upon which I would do my diagram and three highlighters, one for each question. I would then go through the materials and use the correct highlighter for when a piece of information would help me to answer a particular question. I would then add that information onto the correct spider diagram with a page number beside it for ease of reference. By the time I had gone through all the information pack, I then had all the info I needed which was easy to re-find in my colour coded information pack. At that stage, I could spend my time constructing my written work/presentation with a greater focus on argument, structure and precision. I found this a really good technique which worked well for me, especially in tight time constraints. 3. Practice areas: Before opening information packs, I would write down all the law firm practice areas and have that in front of me. This helped me to think critically about what I was reading and meant I was actively searching for points and information. Law firms tend to add details into case studies which are really subtle and can be easily missed so I found in approaching case studies in this way, I was better able to pick up on these more subtle and nuanced points which would often help me to get credit for innovative and ‘outside the box’ thinking. Final point – leave ten minutes at the end to proof if it is a written task – this is vital. That’s all for our biggest yet Monday Article! I hope you've enjoyed reading my Definitive Guide to Case Studies and that you'll find it helpful in coming assessment days! This was the third in a four-part series, please feel free to post or DM me with ideas for the next article and, as always, follow up with any questions in the thread below. Click to expand...

Feb 21, 2021

hi all, where can I find TCLA’s case studies? I know I have seen them but cannot for the life of me find them right now. (PS: Jacob, thank you so much for this! It is really helpful!)

Veep9 said: hi all, where can I find TCLA’s case studies? I know I have seen them but cannot for the life of me find them right now. (PS: Jacob, thank you so much for this! It is really helpful!) Click to expand...

Feb 22, 2021

Jacob Miller said: Pleased you like them! I think @Jaysen or @Alice G might be best-placed to advise on where the case study resources are as I'm unsure of the access level they require. Click to expand...

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Deloitte Assessment Centre Presentation. You will be required to carry out a presentation at the Deloitte assessment centre that is based around a case study. (The exact details of your case study will differ depending on your role and seniority.) You will have to prepare a 10 minute presentation and will have 1 hour to prepare.
How to Prepare for a Law Firm Assessment Centre
One of the most challenging assessments that candidates face at assessment centres is the case study/presentation exercise. This assessment is a test of your comprehension skills, commercial awareness and your application of technical knowledge. It differs to group exercises because it's usually 1-1, rather than alongside other candidates.
Assessment Centre Guide: Presentation Exercises
A presentation exercise at an assessment centre is a task that involves a candidate giving a formal presentation to a group of assessors on a given topic. The candidate is usually provided with a brief beforehand and given a set amount of time to prepare their presentation. The presentation may be in the form of a PowerPoint or other visual ...
Assessment Centre Preparation: Tips & Practice Resources
To start with, try to exercise at least three times a week for a month before the assessment centre date to lessen built-up stress and anxiety while promoting a greater sense of well-being come assessment day. Make sure you also get enough sleep on a regular schedule for a few weeks before the tests and exercises.
Assessment Centre Preparation: Advice and Practice Resources
Assessment centre exercises are used to determine the best candidate for the job, so preparing will give you a leg up on other applicants. Start preparing today and apply with confidence with this PrepPack™. Case studies, interviews, group exercise, role play, in-tray. Expert advice. Online access to practice resources.
Assessment Centre Case Studies Practice & Tips
The key competencies that case study exercises usually assess are: Analytical thinking and assimilation of information. Commercial awareness and Innovation. Organization. Decisiveness and Judgment. The goal of the exercise is to review and analyze the given information to come up with solid business decisions.
Case Study Exercise (Free Practice)
Case study exercises are proficient predictors of role performance as they will resemble the work being done on the job. Therefore, case study exercises typically tilt highly on an assessment centre rating for candidates. Likewise, if a presentation exercise is required after the case study, based on details brought up during the case study ...
Coping with case studies for graduate jobs
Example assessment centre case study exercise 2. This is a similar example of a case study used for commercial and marketing graduate programmes. In this case, the groups are given a pack with details of the product range, sales figures, marketing campaigns and news clippings. The basic problem in this type of scenario is that a product range ...
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Examples of Assessment Centre exercises: Case Studies. Role play. Presentations (topic may be issued on the day or in advance) Discussion groups. In-tray exercises. Social events. Written exercises (e.g., drafting an email, memo or opinion) Aptitude tests, ability tests and personality tests. Second round interviews
How to Prepare for Case Study Exercises at Assessment Centers
Step 1. Do the Research. There is a whole range of research you can look into to prepare yourself for the case study exercise: Any of the above should provide you with a better understanding of the job you have applied for, the industry you will work within, and the culture and values of the employer.
Deliver a presentation that's worthy of a graduate job
Give your presentation a beginning, middle and an end. At the beginning, welcome your audience and set the scene: let your audience know what you will cover. If you have five-minutes your middle section will take about three of them. That's enough for two or three main points. Don't try to cram in too much detail: a few points, well made, is ...
Assessment Center Case Studies Practice & Tips
The key competencies that case study exercises usually assess are: Analytical thinking and assimilation of information. Commercial awareness and Innovation. Organization. Decisiveness and Judgment. The goal of the exercise is to review and analyze the given information to come up with solid business decisions.
EY Assessment Centre Guide (2024)
Her passion for promoting equity and fairness in the education system fuels her commitment to sharing insights and best practices with educators and policymakers around the world. This EY assessment centre guide includes practice tests, coaching videos and dozens of top tips, tricks and insider-secrets for success.
PDF Mock Assessment Centres: Group Exercises & Beyond
see at an assessment centre? 2. In a group case study exercise of 8 applicants, how ... Focusing on group case studies "Group exercises at assessment centres are about showing that the team can ... PowerPoint Presentation Author: Aitken, Skye Created Date:
How To Prepare For Assessment Centre? (2024 Guide)
The case study exercise assesses a whole range of skills that may be required in your ideal job. In this exercise, expect assessors to focus on your: ... Making a presentation. A lot of assessment centres will require you to make a presentation on a topic. You may be given the topic prior to the day itself or may be presented with it at the ...
Crack the code: The art and science of perfect presentations at law
Understanding the assessment centre environment. Assessment centres are made up of a combination of psychometric tests, interviews, presentations, in-tray tasks, and/or group exercises. Put together, this variety of scenarios is designed to give assessors a well-rounded understanding of each candidate. Within presentation tasks, there is a wide ...
How to Present a Case Study like a Pro (With Examples)
To save you time and effort, I have curated a list of 5 versatile case study presentation templates, each designed for specific needs and audiences. Here are some best case study presentation examples that showcase effective strategies for engaging your audience and conveying complex information clearly. 1. Lab report case study template.
Definitive Guide to Law Firm Case Studies! *Monday Article Series*
897. 2,390. Jan 18, 2021. #1. Hi all, please see below the third of my Monday Article Series! This week is my definitive guide to case studies. It's a long one - you might want to go get a coffee and settle in! Introduction. This week's Monday Article will cover how to approach law firm case studies, one of the most intimidating parts of the ...

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Case Study Exercise At Assessment Centres

What is a case study exercise?

What competencies does a case study exercise assess?

Problem solving

Communication

Commercial awareness and business acumen

Decision making

What are the different types of case study exercise?

Tips for performing well in case study exercises

2. Work collaboratively

3. Manage your time

Make an assertive decision

5. Present your findings clearly

How to prepare for a case study exercise

Choose a plan and start practising

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Introduction to training contract assessment centres

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Preparation

Application

Case Study / Presentation Exercise

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Key takeaways

What is a presentation exercise at an assessment centre?

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What assessors look for in presentation

Assessment Centre Preparation: Advice and Practice Resources

E-Tray Exercise

Assessment Centre Practice

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In-Tray - Administrator

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What Is an Assessment Day?

Assessment Day Sample Schedule

Case Studies

Analysis Exercises