Skadden Vacation Scheme - February 2025

What was the full application process?

1. Application
2. Written exercise
3. Interview 
4. Vacation scheme
5. Final interview

Skadden has a slightly unusual approach in that there is no one day ‘assessment centre’ invitation. If your written application is successful, you are invited to the written exercise. If successful in this, you are invited to an interview after which you are either offered a place on the scheme or rejected. Therefore, the written exercise and interview took place around 6 weeks apart instead of me doing everything on one day at an ‘assessment centre’.

What aspect does this report cover?

Vacation scheme assessment process

Where did the assessment centre take place?

Via an online platform called Webex 

What did the assessment centre involve?

1. Written exercise: completing a written task based on a legal case study (1 hour, not moderated)
2. Interview: motivation, competency and commercial questions (30 mins, with one partner and one senior associate – you are not told beforehand who your interviewers are)

Written exercise

This was an unmoderated individual exercise. I joined a Webex call with my camera on, during which the graduate recruitment manager explained I would receive the instructions via email and asked me to submit my completed responses as a reply to the email (not as a file attachment). I was instructed to leave the call once I received the email and was given one hour to complete the exercise from the time of receipt. I was not required to rejoin the call upon completion of the exercise.

The email was stated to have come from a fictional partner asking me to produce a commercial summary about a prospective client’s acquisition target based on information provided to support the pitching team. The email laid out some key requirements that the summary should cover, namely:

• A summary of key commercial points about the Target as well as its business and culture.
• Two points about the Target that may affect the structure of the transaction and why.
• Six points about the Target which might result in legal issues for the prospective client and why.

The information pack contained press extracts, extracts from the Target’s financial reports, and business strategy reports. There was no word limit or preferred format, however the email stipulated the commercial summary must be easy for the pitch team to absorb quickly and not simply restate the contents of the information pack. 

Despite this being completed unsupervised at home, I was prohibited from using generative AI or external support. All the necessary information is contained within the pack, so you are not required to draw on external knowledge.

Make sure you cover everything you are asked to cover and keep a close eye on the time to demonstrate you can assimilate instructions. Furthermore, formulating a structure with subheadings before starting was essential to ensuring the summary was clear, and that I remained focused. To prepare, make sure you are comfortable with key commercial concepts and are aware of what might constitute a red flag during an acquisition.

You could also include an executive summary at the start of the email, which includes the main points in a brief sentence or two. It is good to show you know how to do this; as a trainee, you will often be asked to send lengthy emails to partners, associates or even clients, who will likely appreciate a succinct response to their questions at the top of a long email so that they can quickly access the "answers" (they can then decide whether to read the more detailed insights if they so wish). 

Interview 

Motivation questions

I was asked questions designed to test my motivation for wanting to work at Skadden, including:

• What about training at Skadden excites you most?
• Which practice area in particular would you like to learn more about and why?
  Competency questions

I was also asked a few questions about my previous experiences, including:

• Can you give me an example of when you demonstrated strong attention to detail?
• How do you demonstrate your organisation skills? 

Commercial and legal awareness questions

• What skills do you think are important for trainees? The partner really pushed me on this; I listed three and he told me to keep listing as many as I could until I had mentioned about 10—it is therefore essential to have a good understanding of what being a trainee in a US firm is really like.
• Can you tell us about a recent news story and how this impacts the firm? The application also required me to discuss a recent development, so the associate asked for a different news story.
• What three things might the CEO of one of our clients be concerned about and what opportunities does this present for Skadden?

I was then given 5 minutes to ask questions at the end of the interview. This is ample time, so use this time to demonstrate your interest in the firm (including your research into the firm), and to engage in a conversation with your interviewers.

I discovered Skadden had recently scaled back its Chinese operations including shutting its Shanghai office while doing my research, so I asked something to the effect of: “emerging markets present significant opportunities and risks. For example, India recorded 8% GDP growth last year while conversely, a number of businesses including Skadden are scaling back their Chinese operations in light of growing tensions. How does Skadden balance the opportunities and risks presented by emerging markets?’

This seemed to go down well with the partner.

You should certainly prepare for all the above questions beforehand, as these are questions to which you either know the answers, or you don't. Skadden places a lot of emphasis on your personality and your character, so it's important to hold an interesting conversation.

What was the outcome?

The firm emailed me just over a week after the interview to offer me a place on the vacation scheme.

Skadden Vacation Scheme - January 2024

What was the full recruitment process?         

1. Application 

2. Assessment centre (the telephone interview stage was removed from the process as of this year)

3. Vacation scheme 

4. Final interview

Which aspect does this report cover?

Vacation scheme assessment centre

Where did the assessment centre take place?            

Via an online platform called Webex

What did the assessment centre involve?      

1. Written exercise: answering questions based on a legal case study (~1 hour, not moderated)

2. Group exercise: discussion around pitching options for the use of excess profits to a committee (~2 hours, with 2 partners and the graduate recruitment manager)

3. Interview: motivation, competency and commercial questions (~30 minutes, with 1 partner and 1 senior associate – you are not told beforehand who your interviewers will be)

Written exercise           

This was an individual exercise which was not moderated. We joined a call with our cameras on, where the graduate recruitment manager explained we would receive the instructions via email, and to submit our completed responses as a reply to the email (not as a file attachment). We were instructed to leave the call once we received the email and we had one hour to complete the exercise from the time of receipt. We were not required to re-join the call upon completion of the exercise. 

The email was stated to have come from a fictional supervisor, and it provided background information on our client, the Buyer. This included information about a new potential acquisition the client wished to pursue, information about the Target and Seller, as well as a Loan Agreement and a fictional Customer Contract.

The client was considering whether to purchase all or only part of the Target group. I was presented with three options which the client was exploring. An example option was whether the Buyer should acquire 100% of the shares of the Target from the Seller. I was then asked to review the extracts provided and briefly identify for the client the impact of each option under both the Loan Agreement and the Customer Contract. There was no word limit, but I was told to draft the email in a succinct form as it would be sent to the client once reviewed by the fictional supervisor.

There is little that can be done to prepare for this beforehand. All the information is given to you, so you are not required to draw on outside knowledge. From the feedback I received, the written exercise is scored out of 12 points. Points are awarded based on the accuracy of your response, as well as clarity and style of your written communication. Points are deducted for submitting your response late, so it is vital to keep an eye on the time!

Make sure you cover everything you are asked to cover, as this shows you are able to assimilate instructions, and that you have good time management. Make sure you also adopt a clear structure with subheadings, as this makes it easier to read and digest. You could also include an executive summary at the start of the email, which includes the main points in a brief sentence or two. It is good to show you know how to do this; as a trainee, you will often be asked to send lengthy emails to partners, associates or even clients, who will likely appreciate a succinct response to their questions at the top of a long email so that they can quickly access the “answers” (they can then decide whether to read the more detailed insights if they so wish).

Group exercise

All candidates were instructed to join a call, where the Graduate Recruitment Manager explained the structure of the exercise and sent an email containing the instructions for the task. The task involved a hypothetical global energy company which had generated unexpected excess profits. We were asked to consider the best ways to make use of the excess profits from the viewpoint of a senior director of the company. We were given four options, including investing into legal technology and paying dividends to all shareholders for the first time.

We were split into four groups of 5-6 and placed in breakout rooms. There was an assessor in each group, who had their camera off. Firstly, we were given 5 minutes to rank the proposed options and had to allocate a member of the group to provide our rankings in the main room. Once we re-joined the main room, the allocated member from each group provided their rankings. The graduate recruitment manager then allocated each group an option, and we had 30 minutes to re-join our breakout rooms and prepare a 5-minute presentation on that option.

In my group, we began by brainstorming talking points and noting down any relevant commercial knowledge. We then structured a presentation, ensuring each group member had equal time to present their allocated option, before doing a practise run through of the presentation together. After this, we delivered the presentation to the graduate recruitment manager and two partners. We also answered a few follow-up questions from the two partners at the end of the presentation.

There is not much that can be done to prepare for the group exercise beforehand, as you will not know which subject you will be allocated (although having an awareness of firm strategies could potentially help). In a group setting, perhaps offer to be the timekeeper at the start; this is a great way to show your proactivity, and will ensure you can have input (regarding the time) throughout. However, don’t then get the time wrong!

Do not dominate conversations; give others a chance to speak. You may want to ask quieter members of the group if they have anything to contribute, as this can show that you are considerate and genuinely want to bring in ideas from across the team. If you feel a group member is struggling or incorrect, be encouraging. For example, if you have something to add, perhaps start with “Just to add to that…”, so that you’re presenting your contributions in a friendly and supportive manner. It is about striking a balance between speaking enough to properly contribute, but also coming across as a team player (i.e. not speaking so much that you come across as overpowering).

Don’t worry if you struggle with some of the questions asked after the presentation; your assessors will know you are not an expert on the matter.

Interview

Motivation questions 

I was asked questions designed to test my motivation for pursuing a career in commercial law, and for wanting to work at Skadden in particular, including:

• Why did you decide to study law at university?
• Which other law firms did you apply to?
• What is the one thing that made you choose Skadden over other firms?
• If you could join one practice area, which would it be and why?

Competency questions

I was also asked a few questions about my previous experiences, including:

• Can you tell us about a time you faced an unexpected challenge and how you dealt with it? 
• What skills did you develop from your recent work experience at [Law firm]?
• Tell us more about the responsibilities you typically undertake in your society committee position.

Commercial and legal awareness questions

• What skills do you think are important for trainees?
• Can you tell us about a recent story you’ve been following in the news and how this could impact the firm? 
• If a new government was to be elected tomorrow, what three things could the CEO of a company be worried about?

At the end, I was asked whether I had any questions for my interviewers.

You should certainly prepare all the above questions beforehand, as these are questions to which you either know the answers, or you don’t. Skadden places a lot of emphasis on your personality and your character, so it’s important to hold an interesting conversation. There is ample time to ask questions at the end, so use this time to demonstrate your interest in the firm (including your research into the firm), and to engage in a conversation with your interviewers.

What was the outcome?                                                  

The firm emailed me a week and a half after the assessment centre to notify me that I had been unsuccessful. I was given the option to book a 15-minute feedback call with the graduate recruitment manager.

Skadden Vacation Scheme - January 2022

What was the full recruitment process?         

1. Application 

2. Phone interview

3. Assessment centre 

4. Vacation scheme 

5. Final interview

Which aspect does this report cover?

Vacation scheme assessment centre 

Where did the assessment centre take place?            

Via an online platform called Webex.

What did the assessment centre involve?      

1. Written exercise: answering questions based on a legal case study (~1 hour, moderated by the Graduate Recruitment Manager)

2. Group exercise: discussion around strategic initiatives the firm could pursue (~2 hours, with 2-3 Associates and the Graduate Recruitment Manager)

3. Interview: motivation, competency and commercial questions (~30 minutes, with 1 Partner and 1 Senior Associate)

Written exercise           

This was an individual exercise; however, we were all on the call together and all on camera. The Graduate Recruitment Manager sent us an email with the instructions for the written exercise.

The email was stated to have come from a fictional supervisor, and it provided background information on a client. This included information about a complex investment structure that the client was involved in, as well as a fictional contract.

The client had asked a series of questions about potential actions they were considering taking, and I had to determine whether each was permitted in accordance with the terms of this fictional contract. To give an example, a particular shareholder of the company wanted to invest in x, and I had to determine whether their status as a shareholder precluded them from doing so (based on the terms by which they were bound as a shareholder).

There were two core questions to answer, plus I was asked to set out other considerations that I deemed to be relevant and include any other recommendations I could think of. The instructions were clear, and also set out the tone to use, the word limit, and the need to be as clear and concise as possible.

There is little that can be done to prepare for this beforehand. All the information is given to you, so you are not required to draw on outside knowledge. Make sure you cover everything you are asked to cover, as this shows you are able to assimilate instructions, and that you have good time management.

Make sure you also adopt a clear structure with subheadings, as this makes it easier to read and digest. You could also include an executive summary at the start of the email, which includes the main points in a brief sentence or two. It is good to show you know how to do this; as a trainee, you will often be asked to send lengthy emails to partners, associates or even clients, who will likely appreciate a succinct response to their questions at the top of a long email so that they can quickly access the “answers” (they can then decide whether to read the more detailed insights if they so wish).

Group exercise

To begin with, all candidates attending the assessment centre on the day were presented with the topic. We were asked to consider a hypothetical law firm that had a significant amount of capital to invest for the firm’s benefit. We were given four options for investing this capital, including investments into legal technology and opening an international office.

We were then split into groups of 4-5, and each group member was assigned a specific investment option to consider. There was an assessor in each group, who had their camera off. In my group, we first took time to individually read the information and brainstorm talking points. We then structured a presentation, ensuring each group member had equal time to present their allocated option, before doing a practise run through of the presentation together. After this, we delivered the presentation to the associates and Graduate Recruitment Manager, and answered a few follow-up questions.

There is not much that can be done to prepare for the group exercise beforehand, as you will not know which subject you will be allocated (although having an awareness of firm strategies could potentially help). In a group setting, perhaps offer to be the timekeeper at the start; this is a great way to show your proactivity, and will ensure you can have input (regarding the time) throughout. However, don’t then get the time wrong!

Do not dominate conversations; give others a chance to speak. You may want to ask quieter members of the group if they have anything to contribute, as this can show that you are considerate and genuinely want to bring in ideas from across the team. If you feel a group member is struggling or incorrect, be encouraging. For example, if you have something to add, perhaps start with “Just to add to that…”, so that you’re presenting your contributions in a friendly and supportive manner. It is about striking a balance between speaking enough to properly contribute, but also coming across as a team player (i.e. not speaking so much that you come across as overpowering).

Don’t worry if you struggle with some of the questions asked after the presentation; your assessors will know you are not an expert on the matter.

Interview

Motivation questions 

I was asked questions designed to test my motivation for pursuing a career in commercial law, and for wanting to work at Skadden in particular, including:

• Are you confident commercial law is the career path for you?
• Why Skadden?
• Which practice areas would you be interested in?

Competency questions

I was also asked a few questions about my previous experiences, including:

• Have you ever faced a situation where you were unsure of how to complete a task you have been set?
• Tell me about your small business (I had mentioned on my application that I run a small online business).

Commercial and legal awareness questions

• What skills do you think are important for trainees?
• What challenges do clients face, and what opportunities do these bring for the firm?
• Can you tell us about any recent legal developments which could impact the firm?

At the end, I was asked whether I had any questions for my interviewers.

You should certainly prepare all the above questions beforehand, as these are questions to which you either know the answers, or you don’t. Skadden places a lot of emphasis on your personality and your character, so it’s important to hold an interesting conversation. There is ample time to ask questions at the end, so use this time to demonstrate your interest in the firm (including your research into the firm), and to engage in a conversation with your interviewers.

What was the outcome?                                                  

The firm called me to offer me a place on the vacation scheme just over a week after the assessment centre.