Macfarlanes Vacation Scheme – January 2025

What was the full recruitment process? 

1. Application
2. Untimed online assessment: situational judgement, behavioural, critical thinking 
3. Assessment centre
4. Vacation scheme

Which aspect does this report cover?

Vacation scheme assessment centre

Where did the assessment centre take place?            

The firm's London office

What did the assessment centre involve?      

1. Group negotiation exercise: read about a fictional M&A deal (~15 minutes), discussed key due diligence issues in a team of 6 and agreed on the most important ones to raise with the buyer (~15 minutes), split into teams of 3 – each team is assigned the role of buyer or seller and negotiated five contractual terms (assessed by 2 associates)
2. Written exercise: analysed a contract and a clients’ query, drafted an email to answer the client’s questions, and summarised my answer in a table (30 minutes)
3. Networking lunch and office tour with trainees: unassessed
4. Interview: 15 minutes to read background information and prepare answers to commercial questions, then an oral presentation plus : motivation and competency questions (~45 minutes with 1 partner and 1 senior associate).

Group negotiation exercise

I was given 15 minutes to read approximately 3 pages of background information on a fictional M&A deal (a share purchase). This included information on key due diligence issues and five contractual terms that I would be negotiating in the second part of the exercise. 

Part 1

For 15-20 minutes, I discussed with six fellow candidates the key due diligence issues, and I explained which ones were the most important and should therefore be included in a future executive summary sent to the buyer (our client). The issues included regulatory and compliance concerns, change of control clauses in loan agreements entered into by the target company, and ambiguities regarding share ownership. 

Part 2

In this part, both the preparation time and the actual negotiation were assessed.

We were split into teams of 3, and I had about 30 minutes to agree on a strategy with my team. We were  assigned the role of the buyer’s lawyers. Bearing in mind the client’s priorities, I reflected on the five contractual terms and outlined which ones I thought we should be ready to compromise on during the negotiation and which ones were non-negotiable. The terms included non-compete clauses, assumption of risks by the seller post-sale (warranties/indemnities), and benefits for the current directors of the target company. 

During the negotiation (approximately 30 minutes), my team and I tried to convince the sellers to agree to our terms as much as possible.  

It was necessary to come to a final agreement with the other team by the end of the negotiation. I presented to the two associates our agreement on each of the contractual terms. 

Written exercise

I was given information on a company acquired by the client (a private equity firm) and clauses from the employment contract of key personnel. The contract sets out under which circumstances the key personnel can leave the company and retain their equity. I was also given information on how each of the key personnel (3 in total) had left the company. 

I had to write an email to the client explaining which of the 3 are still entitled to their shares in the company depending on whether they are ‘good leavers’ or ‘bad leavers’ according to the contract.  

I also had to calculate how much equity each of the employees was entitled to according to the information in the brief and in the contract. This involved very basic maths; however I made sure to include the detailed calculations to show how I got the answer. 

In addition to the email, I had to summarise my conclusions in a table. 

The exercise was very time-pressured (30 minutes in total). 

Interview         

Case study

I was given an extract from a loan agreement (approximately 1 page and a half) that the fictional client had entered into and some background information including the client’s queries. I had 15 minutes to read the information and prepare my answers to the following questions:

• Can the client enter into transaction 1 (the purchase of a warehouse) and transaction 2 (brand licensing) without the lender’s consent? 
• Is the lender allowed to transfer their rights under the loan agreement to a third party who is one of the client’s competitors? 
• What further information would you request that the client gives you? 

The interviewers asked some follow-up questions based on my answers to the above questions. Their questions mainly included analysing the wording of the contract’s clauses in greater detail to explain how they did not necessarily apply to the situation at hand. I was challenged and encouraged to reach a different conclusion than the one I had originally put forward. 

Motivation and competency questions

• Why do you want to pursue a career as a commercial lawyer?
• Why are you applying to Macfarlanes?
• Macfarlanes has a distinctive international strategy: what do you know about this and why do you think the firm has adopted this strategy? 
• Tell me about a time you had to manage multiple deadlines and had to work under time pressure.

What was the outcome?                                                  

The firm called me two hours after the assessment centre to tell me I had been successful. 

Do you have any specific advice on how to prepare?

The negotiation exercise requires a basic understanding of M&A deals, so I would recommend reading about the key due diligence issues which typically arise in such deals (warranties, indemnities, non-compete issues, change of control clauses). Reflect deeply on the way you want to come across during the negotiation and aim to be collaborative rather than excessively adversarial – I believe it is desirable to be flexible but firm. It is crucial to come to a final agreement with the other team by the end of the negotiation. Make sure you encourage everyone to share their ideas so that everyone plays a part in the negotiation.

The written exercise is extremely time-pressured, so I would recommend practising reading and writing under time constraints. Do make sure you leave a few minutes at the end to proofread. 

The preparation time for the case study part of the interview is very short. I would recommend skim reading first, then taking clear and succinct notes that address the most important points. Always bear in mind the questions asked and make sure that you are answering them directly. Similarly, when the interviewers are asking you (unexpected) follow-up questions, make sure to listen attentively and really think on your feet. 

It is important to know your motivations and your past experiences inside out. It was CV-blind, so they can only know what you tell them. 

Macfarlanes Vacation Scheme - January 2024

What was the full recruitment process?         

1. Application

2. Assessment centre

3. Vacation scheme

Which aspect does this report cover?

Assessment centre

Where did the assessment centre take place?            

At the firm’s London office

What did the assessment centre involve?   

1. Introduction: an introduction to the day, plus an opportunity to ask questions about the day (~30 minutes with a member of the graduate recruitment team).

2. Group negotiation exercise: M&A discussion (~70 minutes, assessed by two senior associates)

3. Written exercise: M&A written exercise (~30 minutes)

4. Lunch and networking: 1 hour with trainees

5. Case study preparation: read through business case study background materials and brief (~15 minutes)

6. Case study discussion and general interview: discussion around the case study materials, plus competency and motivation questions (~40 minutes with two partners)

7. Office tour: unassessed (~30 minutes with trainees)

Negotiation exercise

The negotiation scenario centred on a fictional client’s all-share acquisition of a smaller company in the airline industry. I negotiated in a team of four against a team of four. There are three stages to the negotiation and each stage was assessed:

Stage 1

• We were given 10 minutes to read the entire document individually.  
• We then had 15 minutes to discuss the entire scenario - with the whole group - from the buyer’s perspective. The discussion focused on a few issues that sprung up during due diligence. Note that at this point we did not know which side we would be representing, or who our team members would be.
• At this stage you are not divided into your negotiation teams. You will not be told who your teammates are, nor which side you will represent, until later.

Stage 2

• We were then divided into negotiating teams and assigned a side to negotiate on behalf of. 
• We then had 15 minutes to discuss points with our teammates. 
• There were four points of contention, and we were required to concede on two and stand our ground on two. It was up to the team to decide and discuss which points to concede and not concede.

Stage 3

• This stage was the live negotiation. Both teams came together to try to negotiate their points. This lasted for 30 minutes.

Written exercise

I was given a 2-page document with information about an acquisition by a private equity firm, as well as an extract from a contract (it might have been a shareholders’ agreement). I had 30 minutes in total to read through this and produce my written analysis.

On the basis of this information, I had to identify whether three of the top managers who were to leave as a result of the acquisition would be classified as good, bad, or intermediate leavers. After determining this, I was asked to calculate the total number of shares that could be bought from the managers who were leaving, as well as the price of each share.

The calculations needed to be set out in a table and sent to the “client” via email, along with details of my analysis. 

Case study preparation

I was provided with background materials consisting of a description of a business scenario and an extract of a loan agreement between our client (the borrower) and its bank (the lender).

The client wanted to buy properties and sell some of its assets, and asked whether they could do so without letting their bank know. To answer this question, I had to look at various clauses in the loan agreement to ascertain whether the bank had a right to be notified of (or veto) such actions. It was important to understand what the client wanted to do and find the relevant clause in the contract.

Case study discussion and general interview 

The interview was CV blind, and the interviewers wanted to keep it that way during the case study discussion. The case study discussion initially centred on the brief, although the partners then tweaked the scenario and presented supplementary information for me to discuss. The interviewers would question my answers as well.

When analysing the case study, try to think in detail around the various points. For example, even if you conclude that a given transaction could be completed without the consent of the target’s lenders, consider what it would mean for the client if the lenders could veto the transaction. 

During the second half of the interview, I was asked the following 5 questions:

• Why law at Macfarlanes?
• Tell me the most high-pressured environment you have ever been in. How did you feel?
• What is your greatest accomplishment? 
• How do you manage time?
• Tell me about a time you worked in a team. 

What was the outcome?                                                  

I received a phone call the same day informing me that I had been successful. 

Do you have any specific advice on how to prepare?

For the due diligence exercise, there are various legal implications within each scenario. However, don’t get too hung up on knowledge outside what is provided in the text itself. 

For the group negotiation, do not dominate the conversation. There was an assessor in the room whilst I prepped with my teammates; presumably my conduct there was being taken into account, so I tried to demonstrate leadership and camaraderie by sharing what I knew and working out who should take over on each point of contention. 

For the written exercise, be very mindful of the time. We did it on laptops provided by the firm, and the unfamiliar keyboard and trackpad really slowed me down. Also, pay attention to how each category of “leaver” is defined in the contract (e.g. good leaver and bad leaver). Finally, bring a calculator, as there is basic maths involved - otherwise, you will have to use the tiny calculator app on the laptop (no phones allowed!). 

For the case study, make sure you understand every clause in the contract. Where one clause refers to another part of the contract, read those parts in conjunction to figure out the full effect. Also, it’s not meant to be a perfectly drafted contract, so if you come across any ambiguously worded provisions, make note of these, as it will likely come up during the interview. 

Macfarlanes Vacation Scheme - January 2023

What was the full recruitment process?         

1. Application

2. Assessment centre

3. Vacation scheme

Which aspect does this report cover?

Assessment centre

Where did the assessment centre take place?            

At the firm’s London office

What did the assessment centre involve?   

1. Introduction: an introduction to the day, plus an opportunity to ask questions about the day (~30 minutes with a member of the graduate recruitment team).

2. Group negotiation exercise: M&A discussion (~70 minutes, assessed by two senior associates)

3. Written exercise: M&A written exercise (~30 minutes)

4. Lunch and networking: 1 hour with trainees

5. Case study preparation: read through business case study background materials and brief (~15 minutes)

6. Case study discussion and general interview: discussion around the case study materials, plus competency and motivation questions (~40 minutes with two partners)

7. Office tour: unassessed (~30 minutes with trainees)

Negotiation exercise

The negotiation scenario centred on a fictional client’s all-share acquisition of a smaller company in the airline industry. I negotiated in a team of four against a team of four. There are three stages to the negotiation and each stage was assessed:

Stage 1

• We were given 10 minutes to read the entire document individually.  
• We then had 15 minutes to discuss the entire scenario - with the whole group - from the buyer’s perspective. The discussion focused on a few issues that sprung up during due diligence. Note that at this point we did not know which side we would be representing, or who our team members would be.
• At this stage you are not divided into your negotiation teams. You will not be told who your teammates are, nor which side you will represent, until later.

Stage 2

• We were then divided into negotiating teams and assigned a side to negotiate on behalf of. 
• We then had 15 minutes to discuss points with our teammates. 
• There were four points of contention, and we were required to concede on two and stand our ground on two. It was up to the team to decide and discuss which points to concede and not concede.

Stage 3

• This stage was the live negotiation. Both teams came together to try to negotiate their points. This lasted for 30 minutes.

Written exercise

I was given a 2-page document with information about an acquisition by a private equity firm, as well as an extract from a contract (it might have been a shareholders’ agreement). I had 30 minutes in total to read through this and produce my written analysis.

On the basis of this information, I had to identify whether three of the top managers who were to leave as a result of the acquisition would be classified as good, bad, or intermediate leavers. After determining this, I was asked to calculate the total number of shares that could be bought from the managers who were leaving, as well as the price of each share.

The calculations needed to be set out in a table and sent to the “client” via email, along with details of my analysis. 

Case study preparation

I was provided with background materials consisting of a description of a business scenario and an extract of a loan agreement between our client (the borrower) and its bank (the lender).

The client wanted to buy properties and sell some of its assets, and asked whether they could do so without letting their bank know. To answer this question, I had to look at various clauses in the loan agreement to ascertain whether the bank had a right to be notified of (or veto) such actions. It was important to understand what the client wanted to do and find the relevant clause in the contract.

Case study discussion and general interview 

The interview was CV blind, and the interviewers wanted to keep it that way during the case study discussion. The case study discussion initially centred on the brief, although the partners then tweaked the scenario and presented supplementary information for me to discuss. The interviewers would question my answers as well.

During the second half of the interview, I was asked the following questions:

• Tell us about yourself.
• Why commercial law?
• Why Macfarlanes?
• Tell us about a time when you demonstrated resilience.
• How do you manage competing deadlines?

What was the outcome?                                                  

I received an email 3 days after to tell me I was unsuccessful. 

Do you have any specific advice on how to prepare?

For the negotiation, do not try to be the most overbearing person in the room. Try to be accommodating and bring in other people. It was also useful to think of anything sensible that other people had brought up – this was noted as a positive in my feedback.

For the written exercise, try to practice sample written case studies in advance. It is really time pressured, so practising might help you to learn how to pace yourself effectively under pressure. It would also help to have a basic background knowledge of business and contract terminology to make it easier to read the documents.

For the case study, prepare the answers to all the questions on your sheet. Try to understand how each of the clauses of the fictional contract fit together, as the partners will likely want you to take them through each step. In addition, the interviewers will probably challenge you, so it is important to have clarity with regards to loan agreement provisions.

For the competency/motivation section of the interview, I would recommend having secure answers for the typical questions (e.g. why you, why commercial law, why the firm). This will make you feel a lot more confident, especially if you practise answering these questions beforehand (even if that’s just recording yourself).

Macfarlanes Vacation Scheme - January 2023

What was the full recruitment process?         

1. Application

2. Assessment centre

3. Vacation scheme

Which aspect does this report cover?

Assessment centre

Where did the assessment centre take place?            

At the firm’s London office

What did the assessment centre involve?   

1. Introduction: an introduction to the day, plus an opportunity to ask questions about the day (~30 minutes with a member of the graduate recruitment team).

2. Group negotiation exercise: M&A discussion (~70 minutes, assessed by two senior associates)

3. Written exercise: M&A written exercise (~30 minutes)

4. Lunch and networking: 1 hour with trainees

5. Case study preparation: read through business case study background materials and brief (~15 minutes)

6. Case study discussion and general interview: discussion around the case study materials, plus competency and motivation questions (~40 minutes with two partners)

7. Office tour: unassessed (~30 minutes with trainees)

Negotiation exercise

The negotiation scenario centred on a fictional client’s all-share acquisition of a smaller company in the airline industry. I negotiated in a team of three against a team of four. There are three stages to the negotiation and each stage was assessed:

Stage 1

• We were given 10 minutes to read the entire document individually.  
• We then had 15 minutes to discuss the entire scenario - with the whole group - from the buyer’s perspective. The discussion focused on a few issues that sprung up during due diligence. Note that at this point we did not know which side we would be representing, or who our team members would be.
  
• At this stage you are not divided into your negotiation teams. You will not be told who your teammates are, and which side would you represent during the negotiation.

Stage 2

• We were then divided into negotiating teams and assigned a side to negotiate on behalf of. 
• We then had 15 minutes to discuss points with our teammates. 
• There were four points of contention, and we were required to concede on two and stand our ground on two. It was up to the team to decide and discuss which points to concede and not concede.

Stage 3

• This stage was the live negotiation. Both teams came together to try to negotiate their points. This lasted for 30 minutes.

Written exercise

I was given a 2-page document with information about an acquisition by a private equity firm, as well as an extract from a contract (it might have been a shareholders’ agreement). I had 30 minutes to read through this and produce my written analysis.

On the basis of this information, I had to identify whether three of the top managers who were to leave as a result of the acquisition would be classified as good, bad, or intermediate leavers. After determining this, I was asked to calculate the total number of shares that could be bought from the managers who were leaving, as well as the price of each share.

The calculations needed to be set out in a table and sent to the “client”, along with details of my analysis. 

Case study preparation

I was provided with background materials consisting of a description of a business scenario and an extract of a loan agreement between our client (the borrower) and its bank (the lender).

The client wanted to buy properties and sell some of its assets, and asked whether they could do so without letting their bank know. To answer this question, I had to look at various clauses in the loan agreement to ascertain whether the bank had a right to be notified of (or veto) such actions.

Case study discussion and general interview 

The interview was CV blind, and the interviewers wanted to keep it that way during the case study discussion. The case study discussion initially centred on the brief, although the partners then tweaked the scenario and presented supplementary information for us to discuss.

During the second half of the interview, I was asked the following questions:

• Tell us about yourself.
• Why commercial law?
• Why Macfarlanes?
• Which other firms have you applied to?
• Tell us about a time when you demonstrated resilience.

What was the outcome?                                                  

I received a call from a member of the graduate recruitment team two hours after my assessment centre to offer me a place on the vacation scheme. 

Do you have any specific advice on how to prepare?

For the negotiation, do not try to be the most overbearing person in the room. Try to be accommodating. 

For the written exercise, try to practice sample written case studies in advance. It is really time pressured, so practising might help you to learn how to pace yourself effectively under pressure.

For the case study, prepare the answers to all the questions on your sheet. Try to understand how each of the clauses of the fictional contract fit together, as the partners will likely want you to take them through each step. In addition, the interviewers will probably challenge you, so it is important to have clarity with regards to loan agreement provisions.

For the competency/motivation section of the interview, prepare a good introduction about yourself. Since it is CV blind, it is on you to let your interviewer know the most relevant information about you. 

Macfarlanes Vacation Scheme - January 2023

What was the full recruitment process?         

1. Application: 4 x 300 word questions.

2. Assessment centre 

Which aspect does this report cover?

Vacation scheme assessment centre 

Where did the assessment centre take place?            

The firm's London office (in person)

What did the assessment centre involve?      

1. Negotiation exercise: individual preparation, team preparation, then group negotiation (~60 minutes, assessed by associates/trainees)

2. Written exercise: client note containing business/legal advice (30 minutes)

3. Unassessed lunch with trainees and tour of the firm (the tour may take place before or after your business case study and Interview).

4. Business case study and partner interview: case study discussion and competency, motivation and commercial awareness interview (~60 minutes, 2 x partners)

Negotiation exercise

This negotiation centred on a business deal scenario (i.e. an acquisition). I ultimately had to negotiate in a team of three (against another team of three) in order to reach a compromise that aligned with both client’s needs and wishes. The exercise was split into three stages, with associates/trainees assessing our individual performances throughout.

Stage 1: Individual preparation

I was given 10-20 minutes to read through the scenario and come to my own conclusions. At this stage, I was not told which client I would be representing, so I gained an understanding of what both clients were after.

Stage 2: Team preparation

I was then placed in a team of three, and we were given time to prepare a strategy based on our allocated client’s brief. At this stage, we collectively considered what we could concede, would rather not concede, and absolutely couldn’t concede, as well as what the opposing team likely would and would not concede.

Stage 3: Group Negotiation

We then met the other team and commenced the negotiation. The teams established what each would not concede and worked from there, turning to other issues when we felt we hit a brick wall and returning to the original issues later on.

I would recommend that you take a conciliatory approach. Be polite, build consensus, and don’t try to dominate the discussion or play hardball. Equally, ensure that you contribute sufficiently (do not rely too much on your teammates).

Written exercise

I was given a document setting out a fictional scenario, including an appendix with relevant details and terminology. This included a fictional loan agreement.

On the basis of these materials, I had to respond to a query from a private equity manager, who inquired as to how many shares he could acquire or purchase back from three recently departed employees. This involved considering whether each employee was a ‘good’, ‘bad’ or ‘intermediate’ leaver based on the relevant clauses of the fictional loan agreement, and then estimating how many shares the client could recover from each employee on the basis of each employee’s leaver status.

I was given 30 minutes to analyse this scenario and prepare my memorandum to the client, which set out my analysis and advice.

Time management is key in this exercise, so make sure you devote enough time to writing the note. Attention to detail is also essential – ensure you fully understand the background information, and watch out for traps/provisions which can affect your answer (e.g. cross references in the clauses). Based on my experience, everything was in the document for a reason.

Business case study and partner interview  

Business case study preparation

I was given background materials relating to a business case study, which centred on whether a client’s loan agreement would prevent him from carrying out planned business transactions. I had 10-15 minutes to review the materials, before discussing them with partners.

Partner interview

Case study discussion

• I explained my thoughts on the case study problem to the partners.
• I was then questioned on my reasoning, with the partners requiring me to justify my position.
• Make sure you fully understand the document before deciding your position. When questioned, it’s ok to stick by your answers unless you are objectively proven wrong. If you are proven wrong, acknowledge your mistake and explain how/why this changes your answer.

Competency questions

• Tell us about a time when you had to overcome a sizable obstacle.

Motivation questions

• Why commercial law?
• Why Macfarlanes?

Commercial awareness questions

• Tell us about a commercial story which interests you.

Advice

• Be sure to have a good answer ready for ‘Why Macfarlanes?’ and ‘Why (commercial) law?’
• For the interview, make sure that you know your CV competencies/experiences inside and out. However, do not try and memorise prepared answers for questions. For one, it’ll make you come across less genuine, but you may also get thrown off easily if asked a slightly different question.
• Try to practice a written exercise or business case study at home to familiarise yourself with the types of tasks you might be faced with on the assessment day (there are loads of examples available via www.commerciallaw.academy/courses/interview-case-studies).

What was the outcome?                                                  

I was informed by email that I was unsuccessful, the day after the assessment centre. Other candidates from my cohort were also informed within a day, whether unsuccessful or successful. We were told that successful candidates receive a phone call.

Macfarlanes Training Contract - August 2022 

What was the full recruitment process?         

1. Application 

2. Assessment centre 

Which aspect does this report cover?

Direct training contract assessment centre 

Where did the assessment centre take place?            

The firm's London office (in person)

What did the assessment centre involve?      

1. General interview: competency, motivation and commercial awareness questions (~40 minutes with 1 partner)

2. Case studies: interview involving a discussion around three business case studies (~10 minutes preparation, ~30 minute discussion with a partner and an associate) 

3. Written exercise: writing two emails (~40 minutes).

General interview                

This covered a broad range of competency, motivation and commercial awareness questions, for example those set out below.

Competency questions

• Tell me about a time you worked in a team.
• What role do you play in a team?
• What do you do to help your teammates?
• Tell me about a time where you have worked with a challenging team member.
• Tell me about a time where you encountered a setback when working towards an ambitious goal.
• Tell me about a time where you demonstrated resilience.

Motivation questions

• Why law?
• Why commercial law specifically?
• Why Macfarlanes?

Commercial awareness questions

• Tell me about a business news story you have recently read about.
• The interviewer then selected an ethical dilemma for me to answer based on the news story which I had chosen. For example, having chosen to discuss Russia’s invasion of Ukraine, I was asked whether I’d be willing to work on matters for Russian clients

Case study

Case study materials and preparation

I was provided with a PDF document, which included three separate problem-style case studies, with corresponding questions. One case study centred on a contractual dispute, one on the acquisition of a target company, and one on professional conduct. We were instructed to give equal consideration to each case study (I would recommend splitting the preparation time equally between the three case studies and allowing enough time to briefly recap your thoughts at the end),  

I was allocated 10 minutes to read the materials and consider the questions, and was provided with a laptop and paper so that I could make notes during this time (I was allowed to bring these items into my subsequent interview).

Interview

I then discussed each of the case studies in turn with a partner and an associate over the course of 30 minutes (the partner led the questioning, whilst the associate mostly took notes), along with the corresponding questions I had been provided. Note that each case study was discussed independently of the others, in the order in which they had been provided to me at the start. I was also asked follow-up questions based on my responses, and had to defend some of my answers (which were challenged).

To give some examples, I was asked: whether I thought a contract had been made in the circumstances, how I would respond to a professional conduct claim and the steps I would take to ensure one did not arise (such as keeping detailed records of meetings), and the impact that slight changes to the scenario facts would have on my initial answers to the questions I had been asked.

As a general point, I would recommend that you always keep in mind who your client is when formulating arguments.

Written exercise

This part of the assessment centre was based on a fictional client scenario. The scenario centred on a complaint to a holiday company from an upset customer, who alleged that their holiday was not as advertised. The holiday company was Macfarlanes’ client.

I was given 40 minutes to type two emails based on this scenario. The first email was to a senior colleague setting out my advice on the matter and summarising the key issues. The second email was to the upset customer, and required me to apologise and manage expectations.

Note that some very basic maths was required, as I needed to suggest a settlement figure in one of the emails. You need to think carefully about the settlement sum you suggest: It should be enough to satisfy the upset customer, without being disproportionate to their suffering.

I would advise that you split your time evenly between the two emails, break the different issues down into a clear structure in each email (with subheadings), and carefully check spelling and grammar. Also, never lose sight of who your client is, and who the intended recipient of each email is.

Advice

I would recommend having well thought out answers to why Macfarlanes and why commercial law to hand, as I was really pressed on these questions. Also, be sure to attend the Macfarlanes assessment day briefing call, as this tells you in more detail about the key competencies which they will be focusing on during the day. In addition, for assistance with the business case study interview, I would recommend the Commercial Law Academy Mergers & Acquisitions course.

What was the outcome?                                                  

The firm aims to inform individuals of the outcome within a week, although I heard back within two days and graduate recruitment made a noticeable effort to inform candidates sooner. From what I’ve heard, successful applicants receive a phone call, whereas unsuccessful applicants receive an email.