Vacation Schemes
How to Get a Vacation Scheme: Practical Application Tips
A practical guide to positioning yourself more effectively at each stage of the vacation scheme process.
EO Careers Team
Jan 27, 2026
For an overview of how vacation schemes work, see our vacation schemes hub.
Securing a vacation scheme is rarely a linear process.
For most candidates, it takes dozens of applications to reach an assessment centre, and many attend several before securing an offer.
This guide brings together practical vacation scheme application tips based on multiple application cycles, assessment centres, and interview processes, highlighting the patterns that consistently separate successful candidates from the rest. It focuses on what actually makes a difference and how to position yourself more effectively at each stage of the vacation scheme application process.
1. The Strategy Before the Application
Before writing a single word, you must understand two things:
Apply early as many UK firms recruit on a rolling basis. An excellent application submitted in January may be rejected simply because the spots were filled in November. Aim to apply within the first 30% of the window.
Choose quality over quantity: It is better to send 10 highly tailored applications than 20 generic ones.
2. How to Answer Vacation Scheme Application Questions
Written applications are primarily a screening tool. Firms use them to assess motivation and evidence of relevant skills.
At the core of a strong application is specificity. Generic motivation is easy to spot and easy to reject. Statements such as “the firm has an excellent reputation” or “I am attracted to the firm’s culture” tell a recruiter very little, because they could apply to almost any firm. Strong candidates instead explain why the firm appeals to them by anchoring their interest in concrete features of the firm’s work.
This typically involves referring to particular practice areas, types of clients or recent developments, and then explaining how these align with your interests or experiences. The purpose is to show that you understand what the firm actually does and have thought carefully about why you want to be there.
Equally important is the way candidates use their experiences. Strong applications do not simply list roles or activities. Instead, they translate experience into evidence. Each example is chosen because it demonstrates a skill the firm values, and that link is made explicit rather than assumed.
When describing experience, you should focus on:
what you were responsible for
decisions you made, challenges you encountered, and outcomes you influenced
the skills developed and how those skills are relevant to legal practice
This approach allows even relatively ordinary experiences to become compelling evidence. A part-time job, society role or university project can be just as persuasive as a formal legal internship if you clearly explain how you developed skills such as communication, organisation or teamwork.
Awareness of the firm’s work and clients is also important for a strong application. Rather than listing deals or repeating marketing language from the firm’s website, use your research selectively to support your motivation. For example, you might refer to a particular transaction, client type or strategic focus, and then explain why it interests you or how it connects to your academic studies or previous experience.
Crucially, strong candidates avoid generic phrasing and recycled answers. Recruiters read hundreds of applications that use the same stock expressions and structures. These answers are not rejected because they are “wrong”, but because they fail to differentiate the candidate. Applications should be written in your own voice, be clear and tailored to each specific firm.
Before submitting an application, it is wort sense-checking answers by asking:
could this answer be sent to another firm with minimal changes?
have I clearly shown why this firm, rather than simply law in general?
does each example demonstrate a skill the firm is actually assessing?
If the answer to any of these questions is unclear, the application could be refined further.
To see how these principles are applied in real answers, explore our guides on Why you and Why this firm, where we show how strong candidates structure both responses.
3. Psychometric Testing
Before a human reads your application, you may have to pass a psychometric test such as the Watson Glaser Critical Thinking Test. This is often the biggest hurdle for non-law and law students
These tests are designed to evaluate skills that are difficult to assess through written applications alone, such as logic, decision-making, attention to detail, and judgment under time pressure.
The most important thing to understand is that these tests are skills-based, not intelligence tests. Performance improves significantly with familiarity. Candidates often underperform not because they lack ability, but because they are unfamiliar with the format, timing, or question style.
Strong candidates approach these tests strategically:
They practice under timed conditions, rather than casually attempting questions.
They learn the logic behind each question type, especially for critical thinking tests.
They avoid overthinking and focus on what can be objectively inferred from the information provided, rather than assumptions.
4. Vacation Scheme Interviews Questions
Reaching the interview stage signals that a firm is satisfied with your written application and your test results. At this point, the interview is no longer about whether you meet the basic criteria but rather whether you can communicate effectively, exercise sound judgment and demonstrate the potential to succeed in a professional legal environment.
Law firm interviews are structured to assess three broad areas: how you think, how you communicate, and how you reflect on your experiences. Understanding this allows you to prepare effectively.
You can access more information on video interviews here.
4.1 Competency-based questions
Competency-based questions are designed to assess how you behave in real situations. Firms are not looking for theoretical answers or idealised responses. They want evidence of how you have acted in the past, on the assumption that this is a reliable indicator of how you will behave in the future.
You should expect to see competencies such as attention to detail, organisation, teamwork, communication reflected in the job description. It is also worth considering the qualities the firm is looking out for in their trainee solicitors. These are often listed on the firm’s website and signal exactly what the firm will test during the interview.
The most effective way to answer these questions is by using the STAR method: Situation, Task, Action, and Result. This ensures your answers are structured and easy to follow.
However, preparation goes beyond memorising the framework. You should review the qualities they look for carefully and think about what additional skills are implied. For example, organisation often implies prioritisation and time management; teamwork often implies communication and conflict resolution.
If you are asked a question and cannot immediately think of a relevant experience, remain calm. You are not expected to have encountered every scenario. In these cases, it is acceptable to explain how you would approach the situation, provided you do so professionally and thoughtfully.
Conflict-related questions are a common example.
If you are asked how you would deal with conflict with a colleague, the firm is not trying to trick you. They are assessing maturity, judgment and professionalism. A sensible approach is to acknowledge the issue, explain how you would address it constructively, and show an understanding of when escalation may be appropriate. Familiarising yourself with common professional expectations in advance will make these questions far easier to handle.
4.2 Explaining how you stand out
You should also expect to be asked how you stand out compared to other candidates. This question is not an invitation to diminish others, nor is it a test of modesty.
You should answer confidently and positively, focusing on what you bring to the role. This might include the skills you developed through part-time work, your ability to balance multiple commitments, ability to speak multiple foreign languages or the insight you gained from a particular experience. The key is to articulate your value clearly and without apology.
4.3 Communication and professional presence
Beyond the content of answers, interviewers are also assessing how you communicate. This includes clarity of speech, structure of responses and overall professionalism.
Strong candidates answer the question asked, avoid unnecessary detail and maintain a calm and measured tone. Listen carefully, take a moment to think before responding and adapt your answers where appropriate.
Importantly, firms are not looking for overly polished or rehearsed performances. Candidates who sound scripted or inflexible often perform worse than those who are thoughtful and responsive.
4.4 Demonstrating Commercial Awareness
You should approach every interview on the basis that the firm expects you to demonstrate at least a baseline level of commercial awareness. Some firms place greater emphasis on it than others, but very few will look favourably on a candidate who has given it no thought at all.
At its core, commercial awareness is not about reciting business headlines or speaking in abstract terms about “the market”. It is about understanding how legal developments affect clients in practice.
You should be able to consider questions such as:
have there been any recent legal or regulatory changes relevant to the practice area you are applying to?
are there recent cases or statutory developments that affect how clients operate?
are there current news stories that could impact clients financially, reputationally, or strategically?
You are not expected to provide a technical analysis. What matters is that you can identify an issue, explain why it matters and demonstrate an awareness of its implications for clients and the firm.
A common interview question is: “Tell me about a story that caught your eye recently.”
The most important point when answering this question is to choose a topic you are genuinely interested in.
Linking commercial awareness to your existing interests can make your answer both more natural and more convincing. For example, if you are interested in fashion, you could discuss a recent trademark infringement dispute within the fashion industry and explain its implications for brands and consumers. If you are interested in film or television, you might refer to a major industry development such as Netflix’s acquisition of Warner Bros and consider what this could mean commercially for content production or competition.
When discussing a news story, you can also use the PESTLE framework to structure your thoughts:
Political (e.g., trade tariffs)
Economic (e.g., inflation rates)
Social (e.g., changing consumer habits)
Technological (e.g., AI regulation)
Legal (e.g., new statutes)
Environmental (e.g., ESG compliance)
One development I’ve been following is the proposed regulation of generative AI systems. From a legal perspective, the introduction of clearer liability rules around copyright and data use could significantly affect how companies deploy AI tools. Economically, this may increase compliance costs for technology businesses, particularly startups, but it also creates demand for legal advice around risk management and IP protection. For firms with strong technology and disputes practices, this presents an opportunity to support clients in adapting their commercial strategies while remaining compliant.
4.5 Asking thoughtful questions at the end of the interview
You should aim to ask around two/three well-considered questions.
Strong questions demonstrate genuine interest. Where appropriate, researching your interviewer can also help you build rapport. Asking what they enjoy about the firm or what kind of work they are currently finding most interesting shows engagement and curiosity.
Rapport matters. Interviews are professional, but they are also human interactions.
5. The Assessment Centre
Assessment centres are usually the final stage of the vacation scheme process. Reaching this point already signals that a firm believes you meet its academic and motivational criteria. At this stage, the focus shifts from what you’ve done to how you operate in a professional environment.
Assessment centres are designed to simulate elements of trainee life. Firms are not testing legal knowledge. They are assessing judgment, communication, teamwork, and how you approach unfamiliar problems under time pressure.
While formats vary between firms, assessment centres commonly include a combination of:
a case study or written exercise
a group task or negotiation
one or more interviews (competency, motivational, or scenario-based)
The key mistake candidates make is treating each exercise in isolation. Strong candidates understand that assessors are looking for consistent behaviours across all tasks.
5.1 Case studies and written exercises
Case studies usually involve a short commercial or legal scenario, often based on a fictional client. You may be asked to analyse information, identify risks, and present recommendations either orally or in writing.
Firms are typically assessing:
how clearly you identify the key issues
whether you can prioritise relevant information
how logically you structure your analysis
how clearly and professionally you communicate
Depth matters more than breadth. A focused answer that addresses the core issue clearly is stronger than an answer that tries to cover everything superficially.
Written exercises test clarity and judgment and therefore spelling, grammar, and structure matter. You are expected to write in a way that could realistically be shared with a colleague or client.
5.2 Group exercises
Group tasks assess how you work with others, not whether you dominate the discussion.
Strong performance here looks like:
listening actively and building on others’ points
contributing ideas clearly and concisely
helping the group stay organised and on time
encouraging balanced participation without forcing it
Assessors are not scoring who speaks the most. They are observing collaboration, professionalism, and judgment. A candidate who helps the group function well often performs better than one who pushes their own ideas aggressively.
5.3 Interviews at assessment centres
Interviews at this stage tend to be more probing than earlier stages, and it will usually involve partners. You may be asked to expand on your application, reflect on your performance during the day, or respond to scenario-based questions.
Firms are assessing consistency. Your answers should align with what you have already written and how you have behaved throughout the assessment centre.
Preparation should focus on:
revisiting your application
understanding the firm’s work and training structure
reflecting on your experiences and what you learned from them
5.4 What strong candidates do differently
Strong candidates approach assessment centres as a professional environment, not a test to survive.
They:
stay calm and measured, even under pressure
communicate clearly rather than trying to impress
demonstrate judgment by knowing when to speak and when to listen
remain courteous and engaged throughout the day
6. Final Thoughts
There is no single formula for securing a vacation scheme, but there are clear patterns in how successful candidates approach the process. Rejections are a normal part of the process, even for strong candidates. What matters is using each stage as feedback, refining your approach and continuing to build the skills firms are looking for. With a strategic and informed approach, you put yourself in the strongest possible position to secure a vacation scheme.
Related Articles
Vacation Schemes
How to Get a Vacation Scheme: Practical Application Tips
A practical guide to positioning yourself more effectively at each stage of the vacation scheme process.
EO Careers Team
Jan 27, 2026
For an overview of how vacation schemes work, see our vacation schemes hub.
Securing a vacation scheme is rarely a linear process.
For most candidates, it takes dozens of applications to reach an assessment centre, and many attend several before securing an offer.
This guide brings together practical vacation scheme application tips based on multiple application cycles, assessment centres, and interview processes, highlighting the patterns that consistently separate successful candidates from the rest. It focuses on what actually makes a difference and how to position yourself more effectively at each stage of the vacation scheme application process.
1. The Strategy Before the Application
Before writing a single word, you must understand two things:
Apply early as many UK firms recruit on a rolling basis. An excellent application submitted in January may be rejected simply because the spots were filled in November. Aim to apply within the first 30% of the window.
Choose quality over quantity: It is better to send 10 highly tailored applications than 20 generic ones.
2. How to Answer Vacation Scheme Application Questions
Written applications are primarily a screening tool. Firms use them to assess motivation and evidence of relevant skills.
At the core of a strong application is specificity. Generic motivation is easy to spot and easy to reject. Statements such as “the firm has an excellent reputation” or “I am attracted to the firm’s culture” tell a recruiter very little, because they could apply to almost any firm. Strong candidates instead explain why the firm appeals to them by anchoring their interest in concrete features of the firm’s work.
This typically involves referring to particular practice areas, types of clients or recent developments, and then explaining how these align with your interests or experiences. The purpose is to show that you understand what the firm actually does and have thought carefully about why you want to be there.
Equally important is the way candidates use their experiences. Strong applications do not simply list roles or activities. Instead, they translate experience into evidence. Each example is chosen because it demonstrates a skill the firm values, and that link is made explicit rather than assumed.
When describing experience, you should focus on:
what you were responsible for
decisions you made, challenges you encountered, and outcomes you influenced
the skills developed and how those skills are relevant to legal practice
This approach allows even relatively ordinary experiences to become compelling evidence. A part-time job, society role or university project can be just as persuasive as a formal legal internship if you clearly explain how you developed skills such as communication, organisation or teamwork.
Awareness of the firm’s work and clients is also important for a strong application. Rather than listing deals or repeating marketing language from the firm’s website, use your research selectively to support your motivation. For example, you might refer to a particular transaction, client type or strategic focus, and then explain why it interests you or how it connects to your academic studies or previous experience.
Crucially, strong candidates avoid generic phrasing and recycled answers. Recruiters read hundreds of applications that use the same stock expressions and structures. These answers are not rejected because they are “wrong”, but because they fail to differentiate the candidate. Applications should be written in your own voice, be clear and tailored to each specific firm.
Before submitting an application, it is wort sense-checking answers by asking:
could this answer be sent to another firm with minimal changes?
have I clearly shown why this firm, rather than simply law in general?
does each example demonstrate a skill the firm is actually assessing?
If the answer to any of these questions is unclear, the application could be refined further.
To see how these principles are applied in real answers, explore our guides on Why you and Why this firm, where we show how strong candidates structure both responses.
3. Psychometric Testing
Before a human reads your application, you may have to pass a psychometric test such as the Watson Glaser Critical Thinking Test. This is often the biggest hurdle for non-law and law students
These tests are designed to evaluate skills that are difficult to assess through written applications alone, such as logic, decision-making, attention to detail, and judgment under time pressure.
The most important thing to understand is that these tests are skills-based, not intelligence tests. Performance improves significantly with familiarity. Candidates often underperform not because they lack ability, but because they are unfamiliar with the format, timing, or question style.
Strong candidates approach these tests strategically:
They practice under timed conditions, rather than casually attempting questions.
They learn the logic behind each question type, especially for critical thinking tests.
They avoid overthinking and focus on what can be objectively inferred from the information provided, rather than assumptions.
4. Vacation Scheme Interviews Questions
Reaching the interview stage signals that a firm is satisfied with your written application and your test results. At this point, the interview is no longer about whether you meet the basic criteria but rather whether you can communicate effectively, exercise sound judgment and demonstrate the potential to succeed in a professional legal environment.
Law firm interviews are structured to assess three broad areas: how you think, how you communicate, and how you reflect on your experiences. Understanding this allows you to prepare effectively.
You can access more information on video interviews here.
4.1 Competency-based questions
Competency-based questions are designed to assess how you behave in real situations. Firms are not looking for theoretical answers or idealised responses. They want evidence of how you have acted in the past, on the assumption that this is a reliable indicator of how you will behave in the future.
You should expect to see competencies such as attention to detail, organisation, teamwork, communication reflected in the job description. It is also worth considering the qualities the firm is looking out for in their trainee solicitors. These are often listed on the firm’s website and signal exactly what the firm will test during the interview.
The most effective way to answer these questions is by using the STAR method: Situation, Task, Action, and Result. This ensures your answers are structured and easy to follow.
However, preparation goes beyond memorising the framework. You should review the qualities they look for carefully and think about what additional skills are implied. For example, organisation often implies prioritisation and time management; teamwork often implies communication and conflict resolution.
If you are asked a question and cannot immediately think of a relevant experience, remain calm. You are not expected to have encountered every scenario. In these cases, it is acceptable to explain how you would approach the situation, provided you do so professionally and thoughtfully.
Conflict-related questions are a common example.
If you are asked how you would deal with conflict with a colleague, the firm is not trying to trick you. They are assessing maturity, judgment and professionalism. A sensible approach is to acknowledge the issue, explain how you would address it constructively, and show an understanding of when escalation may be appropriate. Familiarising yourself with common professional expectations in advance will make these questions far easier to handle.
4.2 Explaining how you stand out
You should also expect to be asked how you stand out compared to other candidates. This question is not an invitation to diminish others, nor is it a test of modesty.
You should answer confidently and positively, focusing on what you bring to the role. This might include the skills you developed through part-time work, your ability to balance multiple commitments, ability to speak multiple foreign languages or the insight you gained from a particular experience. The key is to articulate your value clearly and without apology.
4.3 Communication and professional presence
Beyond the content of answers, interviewers are also assessing how you communicate. This includes clarity of speech, structure of responses and overall professionalism.
Strong candidates answer the question asked, avoid unnecessary detail and maintain a calm and measured tone. Listen carefully, take a moment to think before responding and adapt your answers where appropriate.
Importantly, firms are not looking for overly polished or rehearsed performances. Candidates who sound scripted or inflexible often perform worse than those who are thoughtful and responsive.
4.4 Demonstrating Commercial Awareness
You should approach every interview on the basis that the firm expects you to demonstrate at least a baseline level of commercial awareness. Some firms place greater emphasis on it than others, but very few will look favourably on a candidate who has given it no thought at all.
At its core, commercial awareness is not about reciting business headlines or speaking in abstract terms about “the market”. It is about understanding how legal developments affect clients in practice.
You should be able to consider questions such as:
have there been any recent legal or regulatory changes relevant to the practice area you are applying to?
are there recent cases or statutory developments that affect how clients operate?
are there current news stories that could impact clients financially, reputationally, or strategically?
You are not expected to provide a technical analysis. What matters is that you can identify an issue, explain why it matters and demonstrate an awareness of its implications for clients and the firm.
A common interview question is: “Tell me about a story that caught your eye recently.”
The most important point when answering this question is to choose a topic you are genuinely interested in.
Linking commercial awareness to your existing interests can make your answer both more natural and more convincing. For example, if you are interested in fashion, you could discuss a recent trademark infringement dispute within the fashion industry and explain its implications for brands and consumers. If you are interested in film or television, you might refer to a major industry development such as Netflix’s acquisition of Warner Bros and consider what this could mean commercially for content production or competition.
When discussing a news story, you can also use the PESTLE framework to structure your thoughts:
Political (e.g., trade tariffs)
Economic (e.g., inflation rates)
Social (e.g., changing consumer habits)
Technological (e.g., AI regulation)
Legal (e.g., new statutes)
Environmental (e.g., ESG compliance)
One development I’ve been following is the proposed regulation of generative AI systems. From a legal perspective, the introduction of clearer liability rules around copyright and data use could significantly affect how companies deploy AI tools. Economically, this may increase compliance costs for technology businesses, particularly startups, but it also creates demand for legal advice around risk management and IP protection. For firms with strong technology and disputes practices, this presents an opportunity to support clients in adapting their commercial strategies while remaining compliant.
4.5 Asking thoughtful questions at the end of the interview
You should aim to ask around two/three well-considered questions.
Strong questions demonstrate genuine interest. Where appropriate, researching your interviewer can also help you build rapport. Asking what they enjoy about the firm or what kind of work they are currently finding most interesting shows engagement and curiosity.
Rapport matters. Interviews are professional, but they are also human interactions.
Related Articles
Vacation Schemes
How to Get a Vacation Scheme: Practical Application Tips
A practical guide to positioning yourself more effectively at each stage of the vacation scheme process.
EO Careers Team
Jan 27, 2026
For an overview of how vacation schemes work, see our vacation schemes hub.
Securing a vacation scheme is rarely a linear process.
For most candidates, it takes dozens of applications to reach an assessment centre, and many attend several before securing an offer.
This guide brings together practical vacation scheme application tips based on multiple application cycles, assessment centres, and interview processes, highlighting the patterns that consistently separate successful candidates from the rest. It focuses on what actually makes a difference and how to position yourself more effectively at each stage of the vacation scheme application process.
1. The Strategy Before the Application
Before writing a single word, you must understand two things:
Apply early as many UK firms recruit on a rolling basis. An excellent application submitted in January may be rejected simply because the spots were filled in November. Aim to apply within the first 30% of the window.
Choose quality over quantity: It is better to send 10 highly tailored applications than 20 generic ones.
2. How to Answer Vacation Scheme Application Questions
Written applications are primarily a screening tool. Firms use them to assess motivation and evidence of relevant skills.
At the core of a strong application is specificity. Generic motivation is easy to spot and easy to reject. Statements such as “the firm has an excellent reputation” or “I am attracted to the firm’s culture” tell a recruiter very little, because they could apply to almost any firm. Strong candidates instead explain why the firm appeals to them by anchoring their interest in concrete features of the firm’s work.
This typically involves referring to particular practice areas, types of clients or recent developments, and then explaining how these align with your interests or experiences. The purpose is to show that you understand what the firm actually does and have thought carefully about why you want to be there.
Equally important is the way candidates use their experiences. Strong applications do not simply list roles or activities. Instead, they translate experience into evidence. Each example is chosen because it demonstrates a skill the firm values, and that link is made explicit rather than assumed.
When describing experience, you should focus on:
what you were responsible for
decisions you made, challenges you encountered, and outcomes you influenced
the skills developed and how those skills are relevant to legal practice
This approach allows even relatively ordinary experiences to become compelling evidence. A part-time job, society role or university project can be just as persuasive as a formal legal internship if you clearly explain how you developed skills such as communication, organisation or teamwork.
Awareness of the firm’s work and clients is also important for a strong application. Rather than listing deals or repeating marketing language from the firm’s website, use your research selectively to support your motivation. For example, you might refer to a particular transaction, client type or strategic focus, and then explain why it interests you or how it connects to your academic studies or previous experience.
Crucially, strong candidates avoid generic phrasing and recycled answers. Recruiters read hundreds of applications that use the same stock expressions and structures. These answers are not rejected because they are “wrong”, but because they fail to differentiate the candidate. Applications should be written in your own voice, be clear and tailored to each specific firm.
Before submitting an application, it is wort sense-checking answers by asking:
could this answer be sent to another firm with minimal changes?
have I clearly shown why this firm, rather than simply law in general?
does each example demonstrate a skill the firm is actually assessing?
If the answer to any of these questions is unclear, the application could be refined further.
To see how these principles are applied in real answers, explore our guides on Why you and Why this firm, where we show how strong candidates structure both responses.
3. Psychometric Testing
Before a human reads your application, you may have to pass a psychometric test such as the Watson Glaser Critical Thinking Test. This is often the biggest hurdle for non-law and law students
These tests are designed to evaluate skills that are difficult to assess through written applications alone, such as logic, decision-making, attention to detail, and judgment under time pressure.
The most important thing to understand is that these tests are skills-based, not intelligence tests. Performance improves significantly with familiarity. Candidates often underperform not because they lack ability, but because they are unfamiliar with the format, timing, or question style.
Strong candidates approach these tests strategically:
They practice under timed conditions, rather than casually attempting questions.
They learn the logic behind each question type, especially for critical thinking tests.
They avoid overthinking and focus on what can be objectively inferred from the information provided, rather than assumptions.
4. Vacation Scheme Interviews Questions
Reaching the interview stage signals that a firm is satisfied with your written application and your test results. At this point, the interview is no longer about whether you meet the basic criteria but rather whether you can communicate effectively, exercise sound judgment and demonstrate the potential to succeed in a professional legal environment.
Law firm interviews are structured to assess three broad areas: how you think, how you communicate, and how you reflect on your experiences. Understanding this allows you to prepare effectively.
You can access more information on video interviews here.
4.1 Competency-based questions
Competency-based questions are designed to assess how you behave in real situations. Firms are not looking for theoretical answers or idealised responses. They want evidence of how you have acted in the past, on the assumption that this is a reliable indicator of how you will behave in the future.
You should expect to see competencies such as attention to detail, organisation, teamwork, communication reflected in the job description. It is also worth considering the qualities the firm is looking out for in their trainee solicitors. These are often listed on the firm’s website and signal exactly what the firm will test during the interview.
The most effective way to answer these questions is by using the STAR method: Situation, Task, Action, and Result. This ensures your answers are structured and easy to follow.
However, preparation goes beyond memorising the framework. You should review the qualities they look for carefully and think about what additional skills are implied. For example, organisation often implies prioritisation and time management; teamwork often implies communication and conflict resolution.
If you are asked a question and cannot immediately think of a relevant experience, remain calm. You are not expected to have encountered every scenario. In these cases, it is acceptable to explain how you would approach the situation, provided you do so professionally and thoughtfully.
Conflict-related questions are a common example.
If you are asked how you would deal with conflict with a colleague, the firm is not trying to trick you. They are assessing maturity, judgment and professionalism. A sensible approach is to acknowledge the issue, explain how you would address it constructively, and show an understanding of when escalation may be appropriate. Familiarising yourself with common professional expectations in advance will make these questions far easier to handle.
4.2 Explaining how you stand out
You should also expect to be asked how you stand out compared to other candidates. This question is not an invitation to diminish others, nor is it a test of modesty.
You should answer confidently and positively, focusing on what you bring to the role. This might include the skills you developed through part-time work, your ability to balance multiple commitments, ability to speak multiple foreign languages or the insight you gained from a particular experience. The key is to articulate your value clearly and without apology.
4.3 Communication and professional presence
Beyond the content of answers, interviewers are also assessing how you communicate. This includes clarity of speech, structure of responses and overall professionalism.
Strong candidates answer the question asked, avoid unnecessary detail and maintain a calm and measured tone. Listen carefully, take a moment to think before responding and adapt your answers where appropriate.
Importantly, firms are not looking for overly polished or rehearsed performances. Candidates who sound scripted or inflexible often perform worse than those who are thoughtful and responsive.
4.4 Demonstrating Commercial Awareness
You should approach every interview on the basis that the firm expects you to demonstrate at least a baseline level of commercial awareness. Some firms place greater emphasis on it than others, but very few will look favourably on a candidate who has given it no thought at all.
At its core, commercial awareness is not about reciting business headlines or speaking in abstract terms about “the market”. It is about understanding how legal developments affect clients in practice.
You should be able to consider questions such as:
have there been any recent legal or regulatory changes relevant to the practice area you are applying to?
are there recent cases or statutory developments that affect how clients operate?
are there current news stories that could impact clients financially, reputationally, or strategically?
You are not expected to provide a technical analysis. What matters is that you can identify an issue, explain why it matters and demonstrate an awareness of its implications for clients and the firm.
A common interview question is: “Tell me about a story that caught your eye recently.”
The most important point when answering this question is to choose a topic you are genuinely interested in.
Linking commercial awareness to your existing interests can make your answer both more natural and more convincing. For example, if you are interested in fashion, you could discuss a recent trademark infringement dispute within the fashion industry and explain its implications for brands and consumers. If you are interested in film or television, you might refer to a major industry development such as Netflix’s acquisition of Warner Bros and consider what this could mean commercially for content production or competition.
When discussing a news story, you can also use the PESTLE framework to structure your thoughts:
Political (e.g., trade tariffs)
Economic (e.g., inflation rates)
Social (e.g., changing consumer habits)
Technological (e.g., AI regulation)
Legal (e.g., new statutes)
Environmental (e.g., ESG compliance)
One development I’ve been following is the proposed regulation of generative AI systems. From a legal perspective, the introduction of clearer liability rules around copyright and data use could significantly affect how companies deploy AI tools. Economically, this may increase compliance costs for technology businesses, particularly startups, but it also creates demand for legal advice around risk management and IP protection. For firms with strong technology and disputes practices, this presents an opportunity to support clients in adapting their commercial strategies while remaining compliant.
4.5 Asking thoughtful questions at the end of the interview
You should aim to ask around two/three well-considered questions.
Strong questions demonstrate genuine interest. Where appropriate, researching your interviewer can also help you build rapport. Asking what they enjoy about the firm or what kind of work they are currently finding most interesting shows engagement and curiosity.
Rapport matters. Interviews are professional, but they are also human interactions.
Related Articles
Vacation Schemes
How to Get a Vacation Scheme: Practical Application Tips
A practical guide to positioning yourself more effectively at each stage of the vacation scheme process.
EO Careers Team
Jan 27, 2026
For an overview of how vacation schemes work, see our vacation schemes hub.
Securing a vacation scheme is rarely a linear process.
For most candidates, it takes dozens of applications to reach an assessment centre, and many attend several before securing an offer.
This guide brings together practical vacation scheme application tips based on multiple application cycles, assessment centres, and interview processes, highlighting the patterns that consistently separate successful candidates from the rest. It focuses on what actually makes a difference and how to position yourself more effectively at each stage of the vacation scheme application process.
1. The Strategy Before the Application
Before writing a single word, you must understand two things:
Apply early as many UK firms recruit on a rolling basis. An excellent application submitted in January may be rejected simply because the spots were filled in November. Aim to apply within the first 30% of the window.
Choose quality over quantity: It is better to send 10 highly tailored applications than 20 generic ones.
2. How to Answer Vacation Scheme Application Questions
Written applications are primarily a screening tool. Firms use them to assess motivation and evidence of relevant skills.
At the core of a strong application is specificity. Generic motivation is easy to spot and easy to reject. Statements such as “the firm has an excellent reputation” or “I am attracted to the firm’s culture” tell a recruiter very little, because they could apply to almost any firm. Strong candidates instead explain why the firm appeals to them by anchoring their interest in concrete features of the firm’s work.
This typically involves referring to particular practice areas, types of clients or recent developments, and then explaining how these align with your interests or experiences. The purpose is to show that you understand what the firm actually does and have thought carefully about why you want to be there.
Equally important is the way candidates use their experiences. Strong applications do not simply list roles or activities. Instead, they translate experience into evidence. Each example is chosen because it demonstrates a skill the firm values, and that link is made explicit rather than assumed.
When describing experience, you should focus on:
what you were responsible for
decisions you made, challenges you encountered, and outcomes you influenced
the skills developed and how those skills are relevant to legal practice
This approach allows even relatively ordinary experiences to become compelling evidence. A part-time job, society role or university project can be just as persuasive as a formal legal internship if you clearly explain how you developed skills such as communication, organisation or teamwork.
Awareness of the firm’s work and clients is also important for a strong application. Rather than listing deals or repeating marketing language from the firm’s website, use your research selectively to support your motivation. For example, you might refer to a particular transaction, client type or strategic focus, and then explain why it interests you or how it connects to your academic studies or previous experience.
Crucially, strong candidates avoid generic phrasing and recycled answers. Recruiters read hundreds of applications that use the same stock expressions and structures. These answers are not rejected because they are “wrong”, but because they fail to differentiate the candidate. Applications should be written in your own voice, be clear and tailored to each specific firm.
Before submitting an application, it is wort sense-checking answers by asking:
could this answer be sent to another firm with minimal changes?
have I clearly shown why this firm, rather than simply law in general?
does each example demonstrate a skill the firm is actually assessing?
If the answer to any of these questions is unclear, the application could be refined further.
To see how these principles are applied in real answers, explore our guides on Why you and Why this firm, where we show how strong candidates structure both responses.
3. Psychometric Testing
Before a human reads your application, you may have to pass a psychometric test such as the Watson Glaser Critical Thinking Test. This is often the biggest hurdle for non-law and law students
These tests are designed to evaluate skills that are difficult to assess through written applications alone, such as logic, decision-making, attention to detail, and judgment under time pressure.
The most important thing to understand is that these tests are skills-based, not intelligence tests. Performance improves significantly with familiarity. Candidates often underperform not because they lack ability, but because they are unfamiliar with the format, timing, or question style.
Strong candidates approach these tests strategically:
They practice under timed conditions, rather than casually attempting questions.
They learn the logic behind each question type, especially for critical thinking tests.
They avoid overthinking and focus on what can be objectively inferred from the information provided, rather than assumptions.
4. Vacation Scheme Interviews Questions
Reaching the interview stage signals that a firm is satisfied with your written application and your test results. At this point, the interview is no longer about whether you meet the basic criteria but rather whether you can communicate effectively, exercise sound judgment and demonstrate the potential to succeed in a professional legal environment.
Law firm interviews are structured to assess three broad areas: how you think, how you communicate, and how you reflect on your experiences. Understanding this allows you to prepare effectively.
You can access more information on video interviews here.
4.1 Competency-based questions
Competency-based questions are designed to assess how you behave in real situations. Firms are not looking for theoretical answers or idealised responses. They want evidence of how you have acted in the past, on the assumption that this is a reliable indicator of how you will behave in the future.
You should expect to see competencies such as attention to detail, organisation, teamwork, communication reflected in the job description. It is also worth considering the qualities the firm is looking out for in their trainee solicitors. These are often listed on the firm’s website and signal exactly what the firm will test during the interview.
The most effective way to answer these questions is by using the STAR method: Situation, Task, Action, and Result. This ensures your answers are structured and easy to follow.
However, preparation goes beyond memorising the framework. You should review the qualities they look for carefully and think about what additional skills are implied. For example, organisation often implies prioritisation and time management; teamwork often implies communication and conflict resolution.
If you are asked a question and cannot immediately think of a relevant experience, remain calm. You are not expected to have encountered every scenario. In these cases, it is acceptable to explain how you would approach the situation, provided you do so professionally and thoughtfully.
Conflict-related questions are a common example.
If you are asked how you would deal with conflict with a colleague, the firm is not trying to trick you. They are assessing maturity, judgment and professionalism. A sensible approach is to acknowledge the issue, explain how you would address it constructively, and show an understanding of when escalation may be appropriate. Familiarising yourself with common professional expectations in advance will make these questions far easier to handle.
4.2 Explaining how you stand out
You should also expect to be asked how you stand out compared to other candidates. This question is not an invitation to diminish others, nor is it a test of modesty.
You should answer confidently and positively, focusing on what you bring to the role. This might include the skills you developed through part-time work, your ability to balance multiple commitments, ability to speak multiple foreign languages or the insight you gained from a particular experience. The key is to articulate your value clearly and without apology.
4.3 Communication and professional presence
Beyond the content of answers, interviewers are also assessing how you communicate. This includes clarity of speech, structure of responses and overall professionalism.
Strong candidates answer the question asked, avoid unnecessary detail and maintain a calm and measured tone. Listen carefully, take a moment to think before responding and adapt your answers where appropriate.
Importantly, firms are not looking for overly polished or rehearsed performances. Candidates who sound scripted or inflexible often perform worse than those who are thoughtful and responsive.
4.4 Demonstrating Commercial Awareness
You should approach every interview on the basis that the firm expects you to demonstrate at least a baseline level of commercial awareness. Some firms place greater emphasis on it than others, but very few will look favourably on a candidate who has given it no thought at all.
At its core, commercial awareness is not about reciting business headlines or speaking in abstract terms about “the market”. It is about understanding how legal developments affect clients in practice.
You should be able to consider questions such as:
have there been any recent legal or regulatory changes relevant to the practice area you are applying to?
are there recent cases or statutory developments that affect how clients operate?
are there current news stories that could impact clients financially, reputationally, or strategically?
You are not expected to provide a technical analysis. What matters is that you can identify an issue, explain why it matters and demonstrate an awareness of its implications for clients and the firm.
A common interview question is: “Tell me about a story that caught your eye recently.”
The most important point when answering this question is to choose a topic you are genuinely interested in.
Linking commercial awareness to your existing interests can make your answer both more natural and more convincing. For example, if you are interested in fashion, you could discuss a recent trademark infringement dispute within the fashion industry and explain its implications for brands and consumers. If you are interested in film or television, you might refer to a major industry development such as Netflix’s acquisition of Warner Bros and consider what this could mean commercially for content production or competition.
When discussing a news story, you can also use the PESTLE framework to structure your thoughts:
Political (e.g., trade tariffs)
Economic (e.g., inflation rates)
Social (e.g., changing consumer habits)
Technological (e.g., AI regulation)
Legal (e.g., new statutes)
Environmental (e.g., ESG compliance)
One development I’ve been following is the proposed regulation of generative AI systems. From a legal perspective, the introduction of clearer liability rules around copyright and data use could significantly affect how companies deploy AI tools. Economically, this may increase compliance costs for technology businesses, particularly startups, but it also creates demand for legal advice around risk management and IP protection. For firms with strong technology and disputes practices, this presents an opportunity to support clients in adapting their commercial strategies while remaining compliant.
4.5 Asking thoughtful questions at the end of the interview
You should aim to ask around two/three well-considered questions.
Strong questions demonstrate genuine interest. Where appropriate, researching your interviewer can also help you build rapport. Asking what they enjoy about the firm or what kind of work they are currently finding most interesting shows engagement and curiosity.
Rapport matters. Interviews are professional, but they are also human interactions.