Preparing for an assessment centre in Germany: process, exercises and tips

The day usually starts with a welcome and a short company presentation. The exercises then follow in a fixed order, some in groups and some individually. There are breaks between exercises, which you should use to reset. The day often ends with an interview and sometimes brief feedback.

The assessors – often HR staff and managers from the department – use an observation sheet. Typical criteria include communication, teamwork, problem-solving, organisation, persuasiveness and resilience. The criteria that matter usually follow from the job advertisement.

Plan a clear storyline: who you are, what you have done so far, what you bring to the role and why you want to join this company. Stick to the time limit and speak freely, using a few keywords as prompts.

Self-presentation in a job interview

Many candidates think they need to talk as much and as loudly as possible. The opposite is often more helpful: assessors watch whether you listen, build on others' points, structure the discussion and argue factually. A sentence such as “Let's quickly collect the three options and then compare them by cost” can achieve more than a long monologue.

Keep an eye on the time and help the group reach a result. Interrupting or dismissing others rarely earns points.

In a case study you receive documents about a business problem, such as falling sales or a location decision. Read the task first, then the documents. Note the key facts, develop two or three options and justify one recommendation.

For the presentation, a clear structure matters: situation, analysis, recommendation, next steps. It is fine to state assumptions openly where information is missing.

In a role play you hold a conversation with someone played by an assessor – for example an angry customer or an employee with performance problems. Listen first, ask questions and summarise the concern. Then look for a solution together and agree on concrete next steps.

The in-tray exercise (Postkorbübung) simulates a full inbox: emails, appointments, requests and problems that you need to handle within a limited time. Get an overview before working on individual items. Sort by urgency and importance, watch for scheduling conflicts and hidden details, and decide consciously what to delegate.

Explain your decisions in writing or verbally if asked. There is often no single correct answer – clear, justified priorities matter more.

Assessment centres in Germany are often held in German, although international companies also use English. Ask in advance which language will be used. If you are taking part in a foreign language, it is completely acceptable to ask for a question to be repeated.

German work culture often values objectivity, punctuality and clear structure. Direct, well-reasoned statements are usually viewed positively, while exaggerated self-promotion is not. Greet the other participants in a friendly way – in an AC they are not only competitors but also your team in the group exercises.

Work culture in Germany

Job interviews in Germany

Online job interviews

• Read the job ad and note the required competencies
• Research the company: products, markets, current topics
• Write your self-presentation and practise it aloud several times
• Solve a practice case study under time pressure
• Prepare interview examples using the STAR method
• Sort out clothing, travel or the technology for digital formats in advance
• Get enough sleep and use the breaks on the day

The most common job interview questions

Strengths and weaknesses in an interview

What to wear to a job interview

Soft skills on your CV

Information on selection processes (German): Federal Employment Agency

• Dominating the group discussion instead of moderating it
• Starting the in-tray exercise with the first item without an overview
• Ending the case study without a recommendation
• Offering solutions in the role play before listening
• Assuming breaks or the shared lunch are unobserved
• Playing a rehearsed role that does not suit you

The AC interview resembles a job interview but is often more focused on behaviour. Typical questions begin with “Tell us about a situation in which …”. Assessors want to see how you actually acted, not how you would act in theory.

The STAR method is useful here: Situation, Task, Action and Result. Prepare four to six examples – for instance a conflict in a team, a project under time pressure, a mistake and what you learned from it, and a situation in which you convinced others.

An example: “In a university project, a team member dropped out two weeks before the deadline (situation). I was responsible for finishing the presentation on time (task). I redistributed the open items and introduced short daily check-ins (action). We submitted on time and received a good grade (result).” This keeps your answer short, concrete and verifiable.

Many companies now run parts of the process online. The exercises are similar, but the conditions differ: group discussions take place via video conference, in-tray exercises in a simulated email environment and case studies with screen sharing.

Test your camera, microphone and internet connection beforehand, choose a quiet room with a neutral background and keep pen and paper ready. In video discussions it is harder to take turns; short signals such as “May I build on that point?” help you contribute without interrupting. Look into the camera when you speak.

You will often hear back within a few days, sometimes on the same day. If you receive no reply, it is fine to follow up politely after about a week.

Whatever the outcome, take a few notes on which exercises went well and where you felt unsure. If you are rejected, ask for specific feedback. Many candidates take part in several assessment centres before receiving an offer – each one makes you more experienced.

To give you a better idea of the day, here is one possible schedule for a one-day assessment centre for a graduate programme. The order and timing differ from company to company.

• 9:00: welcome, company presentation and overview of the day
• 9:30: self-presentation in front of the assessors
• 10:15: group discussion with four to six participants
• 11:30: in-tray exercise, individually and timed
• 12:30: lunch with employees
• 13:30: case study with preparation time and presentation
• 15:00: role play
• 16:00: individual interview and time for your own questions
• 17:00: wrap-up, sometimes with brief feedback

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