In a group interview, the loudest person rarely does best. Assessors watch how you help the group reach a good result: whether you listen, build on ideas, keep the task moving and bring other people in. You stand out by being the person the group works better with, not the person it works around.
This guide starts with what assessors score. It then works through the situations that tend to happen in group exercises, with what to do in each one.
What assessors are scoring
Group exercises are usually scored against set criteria, not against the other candidates. The University of Aberdeen’s careers service says it plainly: “you will not be competing against the other candidates, so be collaborative.” The University of York adds that an employer may appoint “some, all or none” of the group.
Different employers use different wording, but the criteria overlap:
- Collaboration: York describes this as “working with the group, contributing without trying to dominate.” Aberdeen calls it “understanding and working with what others have to offer.”
- Communication: York lists “listening, expressing ideas clearly, persuasion.”
- Impact: Aberdeen defines this as “being able to get your point across and contribute effectively.”
- Analysis and judgement: “being able to evaluate different options and being realistic” (Aberdeen), and the ability to identify key points and set goals and priorities (York).
gradireland, the Irish graduate careers publisher, adds a point that changes how you should approach the task: “How you work together to solve the problem is usually more important than the solution.”
The formats you might meet
- Discussions. York says these can be “on a topic relevant to the employer, a general current affairs issue or recent news item”, sometimes as a case study.
- Practical tasks. York gives building a tower out of straws as an example.
- Workplace problems or role plays. For example, ranking options for a business decision with limited information.
- Recruitment days with group stages. Emirates, for example, describes a cabin crew recruitment day where candidates “join group activities and take an online test at the venue”, with group activities described as “your chance to shine in teamwork, communication, and problem-solving.” A final interview follows. Check the employer’s own careers page for the current process, which can change.
Scenario 1: The brief is read out and nobody speaks
What’s happening: everyone is waiting for someone else to go first.
What to do: be the person who organises the start, rather than the person who gives the first answer. For example (illustrative): “Shall we take two minutes to read the brief, then agree how we’ll split our time?” Warwick’s careers service suggests taking “a few moments at the beginning of the exercise to think how you will break each task down.” It gives an example of splitting a one-hour task into stages: reading and organising, discussion, considerations, and solutions.
Why it works: you show initiative without claiming to be the leader, and the whole group benefits.
Scenario 2: One candidate is taking over
What’s happening: one person has talked for most of the first ten minutes, and others have stopped trying.
What to do: don’t compete for airtime or criticise them. Acknowledge their point, then open the floor. For example (illustrative): “That’s a good point on cost. Before we decide, Priya, you mentioned staffing earlier. How does that change things?” Bringing someone in by name, about something they actually said, shows you have been listening.
What to avoid: talking over the dominant person. York’s guidance is simple: avoid interrupting, and don’t let others interrupt you. If you’re cut off, finish your sentence calmly. For example: “Let me just finish this point, and then I’d like to hear your view.”
Scenario 3: You’re naturally quiet
What’s happening: the conversation moves fast and you can’t find a gap.
What to do: you don’t need to speak most. You need contributions that move the group forward. Aberdeen says “it is important that you get involved fully in all the exercises”, and York advises keeping contributions “short and to the point”. Some high-value contributions that don’t require dominating:
- Summarising: “So far we’ve agreed on A and ruled out C. B is still open.”
- Asking a question that tests an idea: “Does option B still work if the budget is cut by a third?”
- Pointing out something in the brief that others have missed.
- Calling time: “We have ten minutes left. Should we decide on the top two now?”
Plan to make your first contribution early, in the first few minutes. The longer you wait, the harder it gets.
Scenario 4: The group is heading towards a decision you think is wrong
What’s happening: most of the group likes an option you think has a serious flaw.
What to do: raise the flaw once, clearly, with a reason based on the brief. Then let the group decide. For example (illustrative): “I’m concerned about option A because the brief says delivery has to start in three months, and A needs six. Could we look at whether B meets the deadline?” If the group still chooses A, support the decision and help make it work.
Why it works: gradireland notes that recruiters want to see whether candidates are comfortable with differing views and can broker a compromise. Disagreeing well counts in your favour. Refusing to move on does not.
Scenario 5: Time is nearly up and nothing is agreed
What’s happening: the group has discussed every option and decided nothing.
What to do: propose a way to decide, not an answer. For example (illustrative): “We’ve got five minutes. Shall we each pick our top option and go with the majority, then use the last two minutes on the reasons?” York advises keeping “a note of the time” and making sure you “keep to time limits”. Warwick calls managing time “a key responsibility for you and other team members in your group.”
If you’re asked to present the result at the end, credit the group: “We chose B because…” rather than “I thought…”.
Scenario 6: Someone repeats your idea and gets the credit
What’s happening: you suggested something, it was ignored, and five minutes later another candidate says the same thing to general agreement.
What to do: build on it rather than claim it. For example (illustrative): “Yes, that links to the point about weekend demand. If we combine the two, we could…” Assessors usually notice where ideas came from. Arguing about ownership in front of them only costs you points.
Scenario 7: A practical task, such as building something
What’s happening: the group gets materials, such as straws, tape or paper, and a goal.
What to do: resist the urge to start building straight away. Agree on what success means (height, stability, cost), spend a few minutes on a plan, then divide jobs. Make sure someone tests the design before the final build. Assessors are watching how the group plans and adapts, not whether the tower is impressive. That matches gradireland’s point that process usually matters more than the solution.
Scenario 8: The breaks, lunch and waiting room
What’s happening: the formal exercise is over and people relax.
What to do: stay polite and professional. Warwick says “assessors are watching you throughout all exercises”, and gradireland notes that recruiters notice behaviour at meals and form early impressions. You don’t need to perform. Just treat other candidates and staff the way you would treat colleagues.
Before the day: a short preparation list
- Read the instructions you’re sent. Aberdeen says employers “will usually give you detailed instructions, so make sure you follow these carefully.”
- Reread the job advert and your application. Find the behaviours the employer mentions, such as teamwork, customer focus or problem-solving. Those are probably what you’ll be scored on.
- Practise one discussion with friends. Give yourself a role, such as timekeeper or summariser, and try it.
- Prepare a short self-introduction. If the session starts with introductions, you’ll want about 30 seconds on who you are and why you applied.
- Bring what is asked for. Emirates, for example, asks candidates to bring a valid ID and have digital copies of their English CV, education certificate and a passport copy ready on their phone.
A group stage may be only one part of the process. In the Emirates example, a final interview follows, so your CV still needs to hold up on its own. For customer-facing roles, the customer service resume builder and the resume examples library show how to present teamwork and service experience with evidence.
Frequently asked questions
Should I volunteer to be the leader?
Only if you can lead by organising and including others, not by directing everyone. York notes that a leader is sometimes assigned, though more usually the group is leaderless. If nobody is given the role, acting as timekeeper or summariser can show the same skills with less risk.
Is it bad to disagree with other candidates?
No. Disagreeing politely, with a reason, shows judgement. What hurts is repeating the same objection or refusing to support the group’s final decision.
How much should I speak?
None of the sources here sets a number. Aim for several short, useful contributions across the exercise rather than one long speech or constant comment.
What if the group does badly?
Your own behaviour is still scored. Aberdeen notes that performance is scored against set criteria and that a weak result in one exercise can be offset by others.
Sources
- Assessment Centres (University of Aberdeen Careers Service)
- Assessment centres (University of York Careers and Placements)
- Assessment centres: more top tips (University of Warwick Student Opportunity)
- Assessment centres (gradireland)
- Cabin crew: Who we are looking for (The Emirates Group Careers)