TCLA Vacation Scheme Applications Discussion Thread 2024-25
- Thread starter Jessica Booker
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Thoughts post sh test:
I'm really bad at these tests, and it's frustrating because I know it's what lets me down. It feels like every time I do them, I'm wasting the opportunity because even managing to get this far has been a struggle all these years.
More amusing/positive thoughts:
I felt my voice shaking so much during the video interview I thought there was an earthquake 🤣
The video interview went pretty well (the first question threw me off a little, and I messed up 1 word). I did mess up my words slightly but I think overall delivery was good
I'm hoping the vi offsets the test score but I can't say I'm hopeful?
I'm really bad at these tests, and it's frustrating because I know it's what lets me down. It feels like every time I do them, I'm wasting the opportunity because even managing to get this far has been a struggle all these years.
More amusing/positive thoughts:
I felt my voice shaking so much during the video interview I thought there was an earthquake 🤣
The video interview went pretty well (the first question threw me off a little, and I messed up 1 word). I did mess up my words slightly but I think overall delivery was good
I'm hoping the vi offsets the test score but I can't say I'm hopeful?
Verbal and sjt to be honest..
I'm not good at maths but the feedback said I excelled in that part
mm, the maths I find can be a bit random, like it's not difficult maths but more about reading?!
for the SJT what I would suggest you do is try and find out the pillars BEFORE the test, and think about what they are targeting in the question. If you score poorly on a particular pillar you are likely to have answered multiple questions wrongly. You can use screen recording software and review your answers when you receive feedback and try and figure out what you did wrong. Also think about ideal behaviour for a trainee solicitor, or in other cases they might tell you that you are in fact a qualified solicitor, and how, if you were the owner of that firm, you'd want that person to behave
i feel the exact same honestly! let down for sh by the sjt and its so frustrating as there’s not loads you can do about it and no matter how much hard work you put into the interview part, it feels as though im never going to get it due to the test.
I honestly understand this frustration and I have been there myself (still there if I’m being completely honest!) What I have found has helped is thinking about what the question is trying to gather; ie, is it about communication, team work, resilience etc. equally, there are some practice questions online that can help.
For the verbal, which is the thing I always do best in despite English being my second language, I always think about the specifics of the question asked. Often with verbal, they’ll try and catch you out like using a static in a different context.
Trust the process, you’ll get there and you’ve probably done better than you are giving yourself credit for!
I honestly understand this frustration and I have been there myself (still there if I’m being completely honest!) What I have found has helped is thinking about what the question is trying to gather; ie, is it about communication, team work, resilience etc. equally, there are some practice questions online that can help.
For the verbal, which is the thing I always do best in despite English being my second language, I always think about the specifics of the question asked. Often with verbal, they’ll try and catch you out like using a static in a different context.
Trust the process, you’ll get there and you’ve probably done better than you are giving yourself credit for!
For the amberjack test, I also struggled a lot because it was my first time doing it this application cycle (Paul, Weiss and SH). I used this resource and method to help me identify what each question seemed to be looking for:
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For a written task, if there is a word count between 500 and 1500, will I still be judged for how much I write within that count?
Secondly, if I say the right things but because of nerves, my enthusiasm wasn't showing enough as it should've been in the presentation, will I also be marked down? I tried to talk slowly and structured enough so that my points were understood, but I realise in that process I didn't 'smile' enough.
I did, however, grin and chuckle a bit when I was asked a difficult and unexpected question, if that's worth anything.
Lastly, returning to the written task, I wrote my response in the form of a memo. The task didn't explicitly ask that we do this, but it did ask "what would you say to the client". I thought it was best to frame it in such a way because the case study was structured as a presentation to the client, and the written task didn't indicate the information was supposed to be relayed to anyone else other than the client.
I realise after writing this I'm just over analysing.
Secondly, if I say the right things but because of nerves, my enthusiasm wasn't showing enough as it should've been in the presentation, will I also be marked down? I tried to talk slowly and structured enough so that my points were understood, but I realise in that process I didn't 'smile' enough.
I did, however, grin and chuckle a bit when I was asked a difficult and unexpected question, if that's worth anything.
Lastly, returning to the written task, I wrote my response in the form of a memo. The task didn't explicitly ask that we do this, but it did ask "what would you say to the client". I thought it was best to frame it in such a way because the case study was structured as a presentation to the client, and the written task didn't indicate the information was supposed to be relayed to anyone else other than the client.
I realise after writing this I'm just over analysing.
For clarification, Amberjack doesn't always have four pillars, although that's the most common version.
E.g., A&O Shearman:
Resilience
Collaboration
Adaptability
Drive and Motivation
Intellectual Curiosity
Organisation
Mills & Reeve
Resilience
Collaboration
Client Focused
Analysis & Problem Solving
Business & Commercial Mindset
Growth Mindset
Getting Things Done
Simmons & Simmons
Self-management
Commercial acumen
People skills
Like the "four pillars" version, Simmons & Simmons gives scores for each area, while the firms with more traits tend not to do that.
It's likely for example that if you have a "four pillars" test there will be multiple questions where you must choose the internet/technology-related answer, whereas for firms that have "digital mindset" then that wouldn't necessarily be something that you'd look out for.
Here's Amberjack's description of their four pillars https://www.weareamberjack.com/why-assessments-for-potential-are-key-to-long-term-success/
Digital Mindset:
The natural inclination towards technical solutions, automation, and digitalisation are important indicators of potential. With Peterson et al.’s (2018) Learning Model for Digital Affordances highlighting the different affordances offered by technology; Functional (operation), Perceptual (interpretation), and Adaptive (adaption and innovation), it is clear that prior knowledge of technology is not necessarily the only way to assess an individual’s strength in this area. Having a solution-based mindset and being able to explore new ideas is crucial to establishing a candidate’s potential and Digital Mindset.
Grit:
The key components of Grit are drive, agility, and resilience. Church and Silzer (2014) have identified resilience and emotional self-control as foundational personality characteristics that reliably predict leadership success and an individual’s ability to deal with and influence others.
Creative Force
The creativity involved in Creative Force differs from Digital Mindset in its process-driven and future-thinking nature, rather than the pure utilisation of creative digital solutions.
Creativity is the basis behind innovation; innovators identify opportunities for success and challenge existing frameworks, as posited by Kirton’s Adaptation-Innovation Theory (1989). In this way, our Creative Force pillar recognises candidates with the potential to add new ideas and approaches. Candidates with high levels of Potential enable significant change, challenge ineffective processes, and drive positive development
Applied Intellect
The basis for Applied Intellect is made up of three core characteristics; Social and Emotional Intelligence, Learning Agility, and Cognitive Ability.
Social and Emotional Intelligence becomes an important characteristic of individuals with high levels of potential. Self management of activity and emotional wellbeing is crucial, especially in the hybrid working world; individuals need to be accountable for outcomes and less closely monitored. Social awareness and relationship management are essential for communication and effective group interactions whether they are physical, virtual, oral, or written.
Learning agility is the second key part of Applied Intellect. Learning agility, and the continual development this enables, has been found to more accurately predict long-term potential than past performance. Potential is about growth and persistent improvement, this is why “an individual’s current skill-set is of secondary importance to their ability to learn new knowledge, skills, and behaviours that will equip them to respond to future challenges”
Finally, cognitive ability, the general mental capability involving reasoning, problem solving, planning, abstract thinking, comprehension, and learning from experience (Gottfredson, 1997; Plomin & von Stumm, 2018), helps identify an individual’s capacity to apply their knowledge and intellect to a variety of situations.
Digital Mindset:
The natural inclination towards technical solutions, automation, and digitalisation are important indicators of potential. With Peterson et al.’s (2018) Learning Model for Digital Affordances highlighting the different affordances offered by technology; Functional (operation), Perceptual (interpretation), and Adaptive (adaption and innovation), it is clear that prior knowledge of technology is not necessarily the only way to assess an individual’s strength in this area. Having a solution-based mindset and being able to explore new ideas is crucial to establishing a candidate’s potential and Digital Mindset.
Grit:
The key components of Grit are drive, agility, and resilience. Church and Silzer (2014) have identified resilience and emotional self-control as foundational personality characteristics that reliably predict leadership success and an individual’s ability to deal with and influence others.
Creative Force
The creativity involved in Creative Force differs from Digital Mindset in its process-driven and future-thinking nature, rather than the pure utilisation of creative digital solutions.
Creativity is the basis behind innovation; innovators identify opportunities for success and challenge existing frameworks, as posited by Kirton’s Adaptation-Innovation Theory (1989). In this way, our Creative Force pillar recognises candidates with the potential to add new ideas and approaches. Candidates with high levels of Potential enable significant change, challenge ineffective processes, and drive positive development
Applied Intellect
The basis for Applied Intellect is made up of three core characteristics; Social and Emotional Intelligence, Learning Agility, and Cognitive Ability.
Social and Emotional Intelligence becomes an important characteristic of individuals with high levels of potential. Self management of activity and emotional wellbeing is crucial, especially in the hybrid working world; individuals need to be accountable for outcomes and less closely monitored. Social awareness and relationship management are essential for communication and effective group interactions whether they are physical, virtual, oral, or written.
Learning agility is the second key part of Applied Intellect. Learning agility, and the continual development this enables, has been found to more accurately predict long-term potential than past performance. Potential is about growth and persistent improvement, this is why “an individual’s current skill-set is of secondary importance to their ability to learn new knowledge, skills, and behaviours that will equip them to respond to future challenges”
Finally, cognitive ability, the general mental capability involving reasoning, problem solving, planning, abstract thinking, comprehension, and learning from experience (Gottfredson, 1997; Plomin & von Stumm, 2018), helps identify an individual’s capacity to apply their knowledge and intellect to a variety of situations.
Manifesting this week to be an amazing week for everyone with lots of offers🤩🧿✨
Jessica Booker
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- Aug 1, 2019
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Two is probably sufficient - but maybe have 3 or 4 up your sleeve and then ask the two you think are best suited to your interviewers.
I would ask genuine questions that will help you find out more about the firm on topics or matters you are interested in or that are important to you. Find topics important to you and then you can generally find an angle to ask about their experiences or opinions on that topic.
- Sep 7, 2024
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Hiya @AS24
Great news about the Mishcon AC. Congratulations on getting through!
I'm sure @Amma Usman may have more to say here, but wanted to get something to you before the AC. To start, I think this may be what you're referring to, but I'd definitely recommend checking out TCLA's breakdown of potential AC questions here. I think it’s a great resource for familiarising yourself with the types of questions you might face at AC, particularly when interviewing the partner/senior associate.
For the commercial case study, I've just spoken to some people who completed the AC in a previous cycle, and they mentioned that the best way to prepare is to get comfortable analysing opportunities and risks from the perspective of clients seeking to grow their businesses. This can be in either an M&A or business development context. You don't need overly detailed firm-specific knowledge here. Rather, they want to see you can spot commercially relevant factors. Practise thinking through scenarios like why a business might want to expand or acquire another company (e.g. such as gaining new technology, expanding market share, or achieving operational efficiencies). They also mentioned that you might be asked to interpret documents such as financial statements, reports on market positioning, or contracts during the case study. I'd recommend getting comfortable picking out key points quickly, explaining clearly what they tell you about the business’s health, and what they might mean strategically for a client looking to buy, sell, or expand. Overall, the point is to show that you can demonstrate a basic commercial sensibility and think logically.
In terms of understanding Mishcon, I think you're definitely right that the firm has a slightly different international strategy compared to typical US firms. The firm has recently made some interesting moves, investing heavily in litigation and expanding its disputes capabilities through acquisitions like Flex Legal and Somos (a group action business). I think keeping in mind their focus on innovation and their strategic investments in disputes/litigation will help you tailor your answers more closely to the firm. They're also actively investing in expanding their footprint, including integrating Taylor Vinters and launching an office in Saudi Arabia.
Hope this helps and good luck with the AC!
Has anyone heard from Womble Bond post-test and applied to their London office?
Hi all first post, any tips for the Gateley AC will be appreciated I've only done one other online AC before and the layout to this one is very different. 9-5pm!! Does anyone know if the interview at the end is with an associate or partner or if its just VI style questions? and if it competency/strengths based questions? I'm struggling to find that much info about it online, thanks in advance!!
- Sep 7, 2024
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Hiya @fxy
Congrats on getting the CRS interview! From my experience during previous cycles, the CRS interview involved a few distinct elements: (1) a very fun group exercise, (2) a case study exercise, and (3) a partner interview.
For the group exercise, we had around half an hour to discuss roughly 6-8 topics. Here, the key is to make sure your contributions have an impact. Your interventions can even be in the form of a question to show that you're able to prompt discussion and further the conversation, building or reflecting on what others have said. As always with these things, I'd say try to be concise, clear, and show you're genuinely listening and building on others' points. In terms of the topics themselves, I'd suggest brushing up on current business trends and events that are affecting the legal profession and the market (e.g. AI, hybrid working, ESG, etc.). Don't worry about being overly technical. It's more about demonstrating common-sense solutions and asking thoughtful questions.
As for the commercial case study (assuming it's similar to the one that I completed), you'll want to think about day-to-day operational challenges rather than just high-level strategy. You could think about questions like: how does a company manage its workforce effectively, handle tough employer decisions, or successfully integrate new technologies? We were given a scenario involving a company facing certain problems, and our task was essentially to interview a partner/senior associate who was role playing as a client. Again, it's less about detailed firm knowledge/commercial knowledge and more about showing practical insight and good judgment.
When it comes to the final partner interview and showing commercial awareness, you'll want to particularly think about CRS's strengths in private wealth alongside corporate and commercial sectors. They like seeing that you understand both personal client dynamics and wider business concerns, so try to keep that balance. I'd also have a think more generally about why anyone would be interested in joining a firm with a strong private client/commercial split.
Hope that gives you a steer. Good luck!
- Sep 7, 2024
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Hiya @Law queries
Wanted to echo some of what @Chris Brown has already astutely pointed out. Totally agree it's a tricky question, but ultimately I'd say don't count yourself out! Loads of applicants with mitigating circumstances and grades slightly below a 2:1 still manage to secure vacation schemes. I've known candidates who've had success at securing vacation schemes with firms as wide ranging as Addleshaw Goddard and Weil despite not quite meeting the grade cut-off. While grades matter, I've always tried to emphasise that they're just one piece of the puzzle. If you do well on the Capp test and Watson Glaser, those are also important data points that firms will consider when deciding to move your application along.
Many firms are also genuinely open to looking at mitigating circumstances. The key is making sure you clearly (and briefly!) explain those circumstances, helping the recruiter put your grades into context. After that, make sure your application really shines in other ways, like clearly highlighting your experiences, interests, and why the firm feels like a strong match. In my experience, many firms appreciate that people's time in university aren't always straightforward. I hope you keep applying!
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