How to Succeed in Group Interviews: The Collaboration-First Approach That Gets You Hired (2025)

Why Your Group Interview Strategy Needs a Complete Overhaul

If you've been told that succeeding in group interviews means speaking the most, asserting dominance, and outshining your competition, you've been given advice that will likely get you rejected.

The hiring landscape has fundamentally shifted. According to SHRM research, 89% of employers now seek candidates who can effectively work within teams, and 38% of recruiters prioritize soft skills like problem-solving and collaboration as top hiring criteria ¹. The data is clear: teams with collaborative incentives see a 45% performance increase compared to only 27% for individual-focused incentives ².

This article reveals the modern, research-backed strategies for succeeding in group interviews and assessment center exercises—without sacrificing your visibility or appearing passive.

Understanding the Modern Group Interview Landscape

What Employers Are Actually Assessing

Before diving into tactics, it's essential to understand what assessors are trained to observe. According to SHRM and research on assessment centers, employers evaluate candidates across multiple dimensions ¹:

Interactive Skills:

• Communication and active listening
• Teamwork and collaboration
• Leadership potential and initiative
• Influence and persuasion
• Conflict resolution abilities

Problem-Solving Skills:

• Critical and analytical thinking
• Decision-making under pressure
• Commercial awareness
• Judgment and adaptability

Behavioral Indicators:

• Ability to work under pressure
• Respect for others' viewpoints
• Time management and organization
• Customer focus and reliability

The Numbers Behind Group Interviews

Group interviews and assessment centers are more common than most candidates realize:

• 92% of candidates face group exercises as part of assessment centers ³
• 57% of UK top graduate employers use online assessment centers, while 54% use in-person centers ⁴
• 34% of employers use assessment centers when recruiting managers, professionals, and graduates ⁵
• Typical group sizes range from 6-8 candidates, with exercises lasting 45-90 minutes ³

The industries using group interviews most heavily include:

• Graduate recruitment programs in banking, finance, and consulting
• High-stress careers requiring quick thinking
• Positions requiring significant teamwork
• Jobs with heavy customer interaction
• Large-scale hiring scenarios (5-10+ similar positions)

The Collaboration-First Framework

Shifting from Competition to Contribution

The fundamental mindset shift required for modern group interviews is this: Your goal is not to win against other candidates—it's to help the group succeed while demonstrating your value.

This doesn't mean being passive. It means being actively helpful while pursuing your own contributions. Research shows that companies actively implementing group incentive programs, peer-to-peer recognition, and team-based rewards rather than focusing solely on individual achievement ².

Strategies for Standing Out Without Dominating

1. The Quality Over Quantity Approach

Research on group dynamics reveals that the most impactful contributors aren't those who speak most frequently—they're those who make the most meaningful contributions ⁶.

Tactical Implementation:

• Aim for 3-5 high-quality contributions rather than constant commentary
• Before speaking, ask yourself: "Does this add significant value to the conversation?"
• Prepare concise points that you can deliver in under 60 seconds

2. Strategic Building Techniques

When you do speak, explicitly connect your ideas to what others have said. This demonstrates collaborative thinking while still showcasing your value:

Effective Phrases:

• "Building on Michelle's excellent point about customer retention, I've found that..."
• "That's an interesting direction, and it makes me think of..."
• "I agree with that, and we could strengthen it by..."

3. The Facilitator Approach to Leadership

The key to demonstrating leadership in group exercises is becoming the facilitator rather than the dominator. This approach proves more impactful than having the "best" ideas ⁷.

How to Facilitate Without Dominating:

1. Suggest structure early: "Since we have limited time, might I propose we spend five minutes reading the material, ten minutes discussing ideas, and ten minutes finalizing?"

1. Include quieter members: "Sarah, I found your earlier point really important—could you expand on that?"

1. Bridge conflicting viewpoints: "I think both Sarah and Mike have valid points—what if we combined their approaches?"

1. Manage time diplomatically: "We might want to move on to the next point—I'm aware of our remaining time."

4. The SOAR Method for Storytelling

When sharing examples or experiences, use the SOAR method to create compelling, concise narratives ⁶:

• Situation: Brief context (10 seconds)
• Obstacle: The challenge you faced (15 seconds)
• Action: What you specifically did (20 seconds)
• Result: Quantifiable outcome (15 seconds)

Mastering Different Types of Group Exercises

Leaderless Group Discussions (LGDs)

In these exercises, candidates discuss current affairs, business issues, or abstract topics without a designated leader. Success requires balanced visibility and collaboration ⁸.

Strategy:

• Only speak first if you have genuinely valuable information or statistics
• Listen carefully and rephrase your response based on others' contributions
• Offer to summarize the discussion periodically—do this impartially, highlighting the most important points
• If the discussion drifts off-topic, gently redirect: "These are great points. How might they connect to our main question about...?"

Case Study Presentations

These exercises present a business problem requiring team analysis and recommendations, often with each candidate receiving different briefing documents.

Strategy:

1. Start by collectively summarizing the case to ensure everyone understands the task identically
2. Suggest dividing work based on strengths: "Let's identify what sections each person could tackle independently, then reconvene"
3. Volunteer for specific sections rather than trying to control everything
4. Help organize the presentation itself—who presents which sections, slide flow, transitions

Problem-Solving Activities

These practical tasks involve building structures, solving puzzles, or working through hypothetical scenarios under time pressure.

Strategy:

• Clarify the objective first: "What exactly are we aiming to achieve, and what are our limitations?"
• Create space for divergent approaches: "I see merit in both approaches—perhaps we could combine elements"
• Actively manage the timeline: "We've spent 15 minutes on brainstorming. Shall we move to decision-making?"

Role-Play Exercises

These require you to assume a specific role and interact with others in simulated workplace scenarios.

Strategy:

• Begin with genuine rapport-building—relax, smile, and listen to understand the other person's mood and needs
• Practice active listening—don't jump into your predetermined agenda
• Ask open-ended questions: "Can you help me understand what would make this work for your department?"
• Stay collaborative even when objectives differ—find creative solutions that honor both parties' concerns

Handling Dominant or Competitive Candidates

One of the most challenging aspects of group interviews is navigating candidates who try to dominate the conversation. Remember: assessors observe everyone equally, and domineering behavior is typically viewed negatively ⁷.

Effective Intervention Strategies

Polite Redirection:

• "That's a great point, and I think we should also consider..."
• "I appreciate the energy behind that suggestion. However, I wonder if we should also consider..."

Bringing in Others:

• "How do you think this approach would affect the sales team's ability to execute?"
• "I haven't heard everyone's thoughts—Alex, what's your perspective?"

Body Language and Communication in Group Settings

Your non-verbal communication carries significant weight in group interviews. Research indicates that 55% of how you're perceived comes from visual cues like body language, while only 7% comes from verbal content ⁹.

Active Listening Signals

• Maintain appropriate eye contact with the current speaker
• Nod occasionally to show understanding
• Take brief notes on key points
• Keep your posture open and attentive

Strategic Eye Contact Distribution

• 40% to the interviewer who asked the question
• 30% to other interviewers
• 30% to fellow candidates

Posture and Presence

• Sit up straight with shoulders back
• Avoid crossed arms (appears defensive)
• Minimize fidgeting with pens or paper
• Use natural hand gestures to emphasize points

Voice Control

• Speak with clarity and confidence
• Don't apologize for interjecting
• Avoid letting your voice trail off mid-sentence
• Project warmth, confidence, and interest in your tone

Virtual Group Interview Strategies

With 93% of employers now using virtual interviews to reach global talent ¹⁰, mastering online group dynamics is essential.

Technical Preparation

• Test all technology 30 minutes before
• Know your mute/unmute function
• Close personal documents before screen sharing
• Have a backup plan for technical failures

Virtual Body Language

• Maintain eye contact with the camera, not the screen
• Sit at eye level to the camera
• Ensure good lighting on your face
• Choose a clean, professional backdrop

Breakout Room Dynamics

• Establish clear discussion guidelines at the start
• Use the hand-raising function to indicate you want to speak
• Be especially mindful of including quieter participants
• Speak clearly and at a measured pace

Common Mistakes to Avoid

Research identifies these as the most frequent candidate errors in group interviews ⁷:

1. Dominating the conversation—talking too much or taking over discussions
2. Interrupting others—jumping in before people finish speaking
3. Repeating points already made—shows poor listening
4. Being overly competitive—treating others as adversaries
5. Providing vague examples—briefly mentioning projects without specific details
6. Rambling responses—3-4 minute monologues without clear structure
7. Poor listening body language—slouching, looking away, fidgeting while others speak
8. Failing to ask clarifying questions—diving in without understanding the task
9. Being too passive—saying nothing or barely contributing

Pre-Interview Preparation Checklist

Research and Knowledge

• Familiarize yourself with the company's website, industry context, and current relevant issues
• Know who you're talking to and understand the organizational culture
• Research specific group exercise types you might face

Prepare Your Stories

• Develop five concise SOAR stories (60 seconds each)
• Cover: leadership, problem-solving, teamwork, conflict resolution, innovation
• Practice delivering them with specific details and quantifiable results

Practice Group Dynamics

• Conduct mock group exercises with peers if possible
• Record yourself to review verbal tics and body language
• Practice intervention phrases for dominant candidates

Logistics

• Arrive 10-15 minutes early
• Use pre-interview time to introduce yourself to other candidates
• Choose a strategic seat where you can see all participants

How AI Tools Can Help You Prepare

Modern AI tools offer unique advantages for group interview preparation. HiredKit's AI interview coach can help you:

• Simulate group scenarios with multiple AI personas asking different types of questions
• Practice your SOAR stories with real-time feedback on timing and content
• Refine your delivery by analyzing verbal patterns and filler words
• Build confidence through repeated practice in a low-stakes environment

The key is using AI to practice the balance between contributing meaningfully and facilitating group success—the exact combination that modern employers seek.

The Bottom Line

Succeeding in group interviews in 2025 requires abandoning the outdated "win at all costs" mentality. The candidates who receive offers are those who:

• Make quality contributions that advance the group's goals
• Facilitate and organize without dominating
• Include others and build on their ideas
• Stay composed when facing dominant competitors
• Demonstrate leadership through collaboration, not competition

The difference between standing out and dominating is fundamental. Standing out means making meaningful contributions that advance group success. Dominating means preventing others from contributing. Modern hiring managers can easily tell the difference—and they're actively recruiting for the former while screening out the latter.

By adopting the collaboration-first framework outlined in this guide, you'll position yourself as exactly the type of team player that companies are desperate to hire in 2025 and beyond.