Shoosmiths Training Contract - June 2025

What was the full recruitment process?         

1. Application

2. Psychometric test: blended assessment including Watson Glaser test, situational judgement, verbal reasoning and personality sections

3. Assessment centre 

Which aspect does this report cover?

Assessment centre for training contract

Where did the assessment centre take place?            

At the firm's London office

What did the assessment centre involve?      

You are welcomed on the day by trainees and grad recruitment. They take a ‘mugshot’ of you where you hold a card with your name and the year you can start a training contract. There is a short ice breaker session for you to socialise with other candidates. There is a theme for the day and you effectively roleplay a Shoosmith trainee for the day for all exercises except the interview. The assessment centre then consisted of:

• Large group exercise (6 people)
• Small group exercise (3 people)
• Presentation
• Interview

There were 24 people at the Assessment Centre for up to 4 Training Contract spots.

Small group exercise

We were given a brief with different AI solution options for a client which was a superstore. Some examples were chatbots and supply chain management systems. They were each rated for different aspects, such as data protection integrity and cost. Each solution had different ratings in each category. There was no one perfect solution. 

We were put into a group of three and had to discuss the various AI solutions and pick one to pursue. We were also given information on different lawyers of the firm who could be selected to implement the chosen AI solution (including their strengths and weaknesses) and had to decide who to approach.  For example, one lawyer was said to be poor at time management but good at social media, while another was bad with technology but experienced as a lawyer. There were 5 candidates presented to us, and we had to choose the best 3 to approach (based on their combination of strengths).

There are individual assessors for each candidate, already sat at the corners of the room when you go into it. At the end they asked individual questions (broad reflective questions like: What could you have done better to facilitate the discussion?) to every candidate. 

Large group exercise

The large group exercise is similar to the small group exercise. However, there are double the number of candidates in the discussion. Therefore, it got pretty chaotic with everyone trying to say something at certain points. In the middle of the discussion, one of the more favourable AI solution options was banned, so there was a need to be adaptable within the discussion as we chose a new solution. 

I would suggest reading the information quickly at the beginning, this would be necessary to follow the conversation and make contributions. This was more time pressured and intense than the small group exercise.

Presentation

After lunch, we were divided into two groups, with one group doing the presentation first and another the interview first. We then swapped. I did the presentation first. 

I was given 30 minutes to prepare for the presentation and could use co-pilot AI to prepare on the firm’s laptops (you can only type short prompts into the co-pilot AI). However, you cannot copy and paste any of the information on the candidate brief as it is physical paper. 

We were asked to present on the best AI solution from the group discussions. It appeared that it is possible to choose the AI solution you personally liked or to follow the group’s choice. The presentation lasts three minutes in front of one or two assessors and afterwards you are asked follow up questions, which are not on the substantive presentation itself but reflective, such as ‘How did you use AI to prepare for this presentation?’ or ‘Did you agree with your group’s choice?’

Interview

The interview is linked to the firm’s values. There is basically one question for each competency the firm is looking for. I was asked the following questions:

Tell me about yourself

Which aspects of Shoosmiths is most exciting to you? 

Why do you wish to pursue a career in law? 

How do you show your attention to detail and ensure your work is error free?

Tell me about a time where you had to take initiative to rectify a problem. 

Tell me about a time where you had to network with individuals of diverse backgrounds

What was the outcome?                                                  

The firm emailed me one day after the AC to tell me I had been unsuccessful. 

Do you have any specific advice on how to prepare?

The hardest section for me was the large group exercise. It is necessary to read the information quickly and be able to contribute effectively by grasping the main points and coming up with your own suggestions. A lot of the times I found my ideas would be similar to others - so it is necessary to think of many different ideas to contribute in a meaningful way.

Shoosmiths Direct Training Contract - July 2024

What was the full recruitment process?         

1. Application

2. Assessment centre

3. Training Contract

Which aspect does this report cover?

Training contract assessment centre

Where did the assessment centre take place?            

The firm's London office

What did the assessment centre involve?      

1. Written exercise: responding to an email and finding mistakes in a press release, handwritten (~1 hour, supervised by the Early Careers team).

2. Small group task: putting together a team of Shoosmiths lawyers to tackle a new client matter (~30 minutes, observed by 2 associates)

3. Large group task: deciding between various sources of energy to invest in, adapting to a change in circumstances (~30 minutes, observed by senior associates).

4. Client meeting: individual presentation to an associate on my findings in the large group task (20 minutes preparation, 5 minute discussion).

5. Competency and motivation interview: competency, motivation and commercial awareness questions (~35 minutes with 1 member of HR and 1 partner)

Written task        

I was asked to read some information on a current project. I then had to respond to an email from a partner providing a succinct summary of the project so far and a status update. We were encouraged to incorporate our own ideas and background knowledge / commercial awareness. The client in this scenario was a housing developer who wanted to develop environmentally sustainable housing which encouraged community and wellbeing among residents.

I then had to read over a proposed press release, pointing out factual mistakes and missing information as well as spelling and grammar errors. We were encouraged to suggest edits to the press release that would make it more engaging. For example, using a quote or adding an image.

Small group task

This task took place in a group of three. We were given some information on a fictional new client who was coming to us with an important project. We were then given the names and bios of six fictional Shoosmiths lawyers, including their existing experience, strengths, weaknesses, career ambitions and interests. Our task was to put together the ideal team to tackle this client matter. We were observed by two associates.

After the task we were asked by the associates to reflect on our performance. We were asked what we would do differently if we were to complete the task again and how well we thought we worked together as a team. This was a little bit awkward and took me by surprise so be prepared to be vulnerable and share your thoughts on your performance!

Large group task       

This task took place in a much larger group of around 10 candidates. We were all given information to read on the advantages and disadvantages of various sources of energy. These were: solar, wind, biomass, hydropower, nuclear, oil and gas. We had to decide which of these sources of energy we would advise a client to invest in.

About half way through the task, we were told that our preferred choice was no longer an option. We then had to adapt to this change in circumstance and choose another option.

Client meeting

This was an individual task, which was based on the large group task. 

I was given 20 minutes preparation time to organise my thoughts. I then had 5 minutes to tell an associate at the firm, who was acting as a client, which source of energy I would advise them to invest in.

I was then asked to reflect on my performance in the large group task and the client meet. The associate asked me what I would do differently and what I had learned from my experiences at the assessment centre.

Interview

I was asked a series of motivation and competency questions by one member of the early careers team and one partner. The questions included:

• Why do you want to be a lawyer?
• Why does Shoosmiths impress you?
• Tell us about a time you have had to respond to ambiguity and change.
• Tell us about a time you have noticed a mistake that someone else made.
• Tell us about a time you have learned from your own mistake.
• Would you use generative AI to check your work for errors?
• How would you explain complex information to a large group of people?
• How would you build trust / credibility in your career?

What was the outcome?                                                  

The firm called me two weeks after the assessment centre to tell me I had been placed on the waiting list.

Do you have any specific advice on how to prepare?

In the interview, they are looking for you to use examples event if they don’t specifically ask you to mention an example.

In the ‘Client meeting’ task, it’s very easy to rush your presentation and not use all the time available. They are looking for you to come across as credible and professional. 

The most challenging part of the large group task is the size of the group. You need to make sure everyone’s opinion is heard, but also that the team remains on track and the discussion is productive. It can quite easily become a bit chaotic.

Shoosmiths Training Contract - July 2023

What was the full recruitment process?   

When you apply to Shoosmiths for the vacation scheme, your application is treated as one application, which automatically applies to both the vacation scheme and the direct training contract. However, you can also choose to only apply for the training contract. Note that you could be rejected for the vacation scheme and yet be considered for the direct training contract. This is because they have extremely limited seats for their vacation scheme. 

Regardless, the application consists of a written application which typically includes four questions. They then screen you and ask you to take an online multiple choice assessment, which includes a test based on competencies, graphs, and mathematical calculations, as well as a strengths-based test. There is no video interview. 

You may then be invited to a vacation scheme, where you will be assigned to a team and be assessed throughout the week. Significant weight is placed on a presentation you make to a partner at the end of your vacation scheme. 

Your performance on the scheme will then determine whether you are invited to attend a direct training contract assessment centre. Alternatively, you may skip the vacation scheme and simply be invited to a direct training contract assessment centre, along with candidates who submitted their application through the direct training contract route.

Which aspect does this report cover?

Training contract assessment centre 

Where did the assessment centre take place?            

In-person at the firm’s office (the office will depend on the location you have applied to).

What did the assessment centre involve?      

1. A written exercise (~30 minutes)

2. A discussion in pairs : each pair is given information regarding a pending transaction, and then expected to have a discussion about that information (~ 30 minutes with one member of the recruitment team). 

3. Group exercise: business-focused exercise (15 minutes reading time, 20 minute group discussion, with a dedicated partner or associate assessor for each candidate)

4. Presentation: candidates were expected to present on the information provided during the group exercise (15 minutes preparation, 5-minute presentation to a partner or senior associate, followed by a 10-minute discussion). 

5. Interview: a set number of standard questions, where everyone is asked the same questions in a 30 minute window, with no time to prepare for each. This is with a partner or senior member of the firm. 

There were 30 candidates in total (including me), and around the same number of assessors. Before we entered the assessment room we were asked to leave our bags outside and most of us left our phones in those bags (we weren't sure about whether we could use them). 

Written exercise 

This was an in-tray exercise, during which I was provided with a selection of documents and emails. I had to read the documents and emails, then complete the tasks contained within/based on these (note, there was no dedicated reading time). 

Examples of the tasks include:

• A proofreading task in the form of a letter, which involved identifying and highlighting changes that needed to be made.
• A drafting task, which required me to draft a brief email to a partner in the firm, explaining the documents concisely. 

All the tasks are provided at the start of the exercise, and I could flick back and forth through them and complete them in any order. I would recommend prioritising the tasks that play to your strengths, and keeping the mark allocation in mind when deciding how long to spend on each task. Keep an eye on the time, and read all instructions very carefully so that you do not waste time or go off on an incorrect tangent. This was especially important because the documents were lengthy and it was very easy to lose track of time. Bring a watch with you to track time (nobody had their phones out).  

Pair discussion 

I was paired with another candidate at random and sent to a different room with a member of the recruitment team. We were given information about different employees at the firm and we had to recruit them for a pending deal. We were given 15 minutes to read through the information independently, and then discuss why we think a certain employee should be chosen for the deal (based on their competencies/experience). We were given 15 minutes to have this discussion and I believe that they were testing our understanding of the firm and ability to engage with others. 

Group exercise

I was placed in a group of four, and each of us had a dedicated assessor. The task centred on ways in which an on-going real-estate transaction could be made more sustainable whilst also ensuring that we met our client’s requirements. 

We were all provided with a general brief for the task, and each of us was also given different information about potential options the business could pursue to become more sustainable. Some options were more focused on sustainability, whereas others focused more on business development. The information included figures (e.g. how much certain actions would cost/save the business), so I had to complete certain calculations before the group discussion commenced. 

We were given approximately 15 minutes to prepare independently, after which we commenced a group discussion. We were also given new information mid-way through and had to quickly contextualise and respond to it without stopping the discussion. The discussion went on for 20 minutes in total. 

We were then asked questions (as a group) by the assessors on why we made certain decisions or said certain things. This included being asked if we thought we were being heard, if our opinion was being taken seriously, what we could have done differently, and how we processed all the given information.

Note that all questions were asked openly and were quite pointed and directly reflected how one was performing during the task. The assessors were not mild or overly polite. It was clear that being rude and speaking over others was not taken well. 

Presentation 

After the group discussion, we were given 15 minutes to use the same information to prepare a presentation to the ‘client’. After that we were assigned a partner or senior associate  to whom we were meant to present for 5 minutes (I gathered that not reading from our notes was expected and appreciated since it was a short presentation). After that, the partner asked me questions regarding my presentation and why I took a certain view, and what I might reconsider while speaking to the client. The partner also asked me how I thought the group exercise went and what I thought I could have done differently. 

Final interview 

The final interview was with a partner or senior associate. There were a set number of questions that each candidate was asked for 30 minutes. I  was   asked to respond specifically to each question and to keep my answers shorter than one minute (and stick to the point). This was especially difficult - it did not feel like a conversation, rather it felt like a rapid fire. 

The questions including various situational tests and competency questions, but there were no commercial awareness questions. Questions referred loosely to Shoosmiths’ values and so it is very important to know them well. They also assessed us on our enthusiasm, so it was important to demonstrate visible energy and excitement about the firm (this was told to us later). A few examples of questions asked were:

• What would you tell someone if they were applying to Shoosmiths?
• How would you build relationships with your trainee cohort? Is doing so important to you?
• Why do you think you are a good fit for the firm?

What was the outcome?                                                  

The assessment centre fell on a Friday, and we were told that we would be informed about the outcome on the following Tuesday. I received a call on Monday from the recruitment team to let me know that I had successfully obtained a training contract. 

After a few days, I was also told by email that they would be conducting a feedback call to go over each of the rounds. The feedback was very detailed and helpful, and was available to both successful and unsuccessful applicants. We were also sent an individualised feedback report that explained what we were judged on and how we scored. Overall, the experience was fantastic because of all the feedback we received.  

Do you have any specific advice on how to prepare?                                                   

Ensure you really know the values of Shoosmiths and how they apply to you. Also be able to articulate why you are a good fit for Shoosmiths. Make sure you stay hydrated throughout the day, as it can feel very intense. However, everyone at the firm is truly very helpful and does not intimidate you. The atmosphere created is generally warm and friendly – plus there are plenty of drinks and snacks to get you through the day.

Shoosmiths Training Contract - June 2021

What was the full recruitment process?         

When you apply to Shoosmiths for the vacation scheme, your application is treated as two separate applications: one for the vacation scheme and one for the direct training contract. If you apply for the vacation scheme and the firm keeps you on this track, you complete the online application form and (if successful) the video interview. 

You may then be invited to the vacation scheme, and if you perform well (there are apparently no formal assessments), you are then invited to attend a direct training contract assessment centre. Alternatively, you may simply be invited to a direct training contract assessment centre, along with candidates who submitted their application through the direct training contract route.

Which aspect does this report cover?

Training contract assessment centre 

Where did the assessment centre take place?            

Via an online platform called TopScore

What did the assessment centre involve?      

1. Presentation preparation (~45 minutes)

2. General interview and presentation: competency and commercial awareness questions, plus a brief presentation (~45 minutes with 2 partners)

3. Written exercise: in-tray exercise (~45 minutes).

4. Group exercise: business-focused exercise (35 minutes reading time, 45 minute group discussion, with a dedicated partner or associate assessor for each candidates)

General interview and presentation

Competency questions 

I was asked to provide examples of times I had demonstrated the following skills:

• Innovative thinking
• Team focus
• Adaptability
• Pro-activity

I was also asked to give an example of when I had committed a positive act. Note that there were no motivation questions as such, but I was expected to demonstrate why the skills I mentioned would make me a good fit for Shoosmiths.

Commercial awareness questions

Before the interview, I had been given 45 minutes to prepare a verbal presentation on the economic and environmental impacts of the pandemic, and to form an opinion on which impact should take priority as part of our national recovery. I think I was given limited background information, but given that the assessment centre was virtual, we could use online research sources too. In the interview, I delivered the presentation, and was then asked a couple of follow-up questions based on what I included in my presentation (these essentially asked me to expand on some of my points).

I was presented with a commercial (rather than a legal) scenario. This included background information (such as articles, graphs and images) contained within a series of documents. I then had to use this information as the basis for recommending an appropriate course of action.

Written exercise

This was an in-tray exercise, during which I was provided with a selection of documents and emails. I had to read the documents and emails, then complete the tasks contained within/based on these (note, there was no dedicated reading time). Examples of the tasks include:

• Multiple choice situational judgment questions, which asked what I would do in certain situations (e.g. what would you do if you received an email asking for a charitable donation, what would you do if you saw a large pile of post that needed dealing with whilst on a coffee run in the office etc.).
• Numerical questions, including data analysis and maths questions that required me to (for example) calculate bills, discounts and VAT.
• A drafting task, which required me to draft a brief article for the business development team (akin to a blog post).
• A proofreading task in the form of a letter, which involved identifying and highlighting changes that needed to be made.

All the tasks are provided to you at the start of the exercise, and you are able to flick back and forth through them and complete them in any order. I would recommend prioritising the tasks that play to your strengths, and keeping the mark allocation in mind when deciding how long to spend on each task. Keep an eye on the time, and read all instructions very carefully so that you do not waste time or go off on an incorrect tangent.

Group exercise

I was placed in a group of four, and each of us had a dedicated assessor. The task centred on ways in which a business could become more sustainable, whilst also ensuring it continued to develop. We were all provided with a general brief for the task, and each of us was also given different information about potential options the business could pursue to become more sustainable. Some options were more focused on sustainability, whereas others focused more on business development. The information included figures (e.g. how much certain actions would cost/save the business), so I had to complete certain calculations before the group discussion commenced.

We were each given 35 minutes reading time, at which point we commenced a group discussion regarding the background information. We discussed the information we had individually been provided about each specific option, then had to choose (as a group) which option would best fit the overall brief. Be prepared for one of the assessors to interrupt the discussion to introduce new information (e.g. to say that something has changed and one option can no longer be considered).

What was the outcome?                                                  

The firm emailed me 9 days after the assessment centre to tell me I had been unsuccessful. After the assessment centre, I was sent a link via email that allowed me to book a 30 minute call with graduate recruitment to discuss feedback on all of the assessment centre tasks. The feedback was very detailed and helpful, and was open to both successful and unsuccessful applicants.

Do you have any specific advice on how to prepare?                                                   

Ensure you really know the values of Shoosmiths and how they apply to you. Also be able to articulate why you are a good fit for Shoosmiths.