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What is the Lufthansa assessment centre?
The Lufthansa assessment centre is a position-specific selection stage used to evaluate how candidates apply their abilities in realistic individual and group exercises.
It may also be described as:
- an assessment day;
- a selection day;
- an aptitude-test appointment;
- a recruitment event;
- an in-person selection process.
There is no single Lufthansa assessment centre completed by every applicant.
The process can differ according to:
- the Lufthansa Group company;
- the position;
- the department;
- the location;
- the entry route;
- the required qualifications;
- the level of customer contact;
- the technical demands of the role;
- the candidate’s previous experience.
Depending on the vacancy, the assessment day may include:
- registration and document checks;
- a company or role presentation;
- computer-based ability tests;
- a personal interview;
- a competency-based interview;
- a case study;
- a presentation;
- a customer-service role play;
- a group discussion;
- a practical team task;
- an in-tray or e-tray exercise;
- an English or German language assessment;
- another job-specific exercise.
Not every candidate completes every exercise.
Lufthansa’s general recruitment guidance states that selection-day content depends on the position and may include:
- a personal interview;
- computer-based achievement tests;
- both interviews and tests.
Lufthansa also explains that social competencies such as friendliness and teamwork may be assessed through:
- interviews;
- role plays;
- group discussions.
Your vacancy, Career Cockpit and assessment invitation determine the official process for your application.
Lufthansa preparation resource: Practise Lufthansa tests, interviews and assessment-centre exercises with JobTestPrep.
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Lufthansa assessment centre exercises at a glance
| Possible exercise | What it may assess |
|---|---|
| Personal interview | Motivation, experience, communication and suitability |
| Ability tests | Numerical, linguistic, analytical or complex-thinking ability |
| Group discussion | Teamwork, influence, listening and problem-solving |
| Role play | Service orientation, communication and judgement |
| Case study | Analysis, prioritisation and decision-making |
| Presentation | Structure, clarity, confidence and recommendation |
| In-tray or e-tray | Organisation, prioritisation and written judgement |
| Self-introduction | Concise communication and professional self-awareness |
| Language assessment | Practical German or English communication |
| Job simulation | Application of skills in a realistic working situation |
This table is a preparation framework.
It is not a guaranteed Lufthansa assessment schedule.
Where does the assessment centre fit in the recruitment process?
A general Lufthansa recruitment process may include:
- selecting a suitable vacancy;
- registering for the Career Cockpit;
- completing the online application;
- uploading the required documents;
- initial application screening;
- completing online tests where required;
- attending a telephone or video interview;
- attending a selection day or assessment centre;
- receiving the recruitment result;
- completing pre-employment checks.
The assessment centre is often one of the later recruitment stages.
However, its position in the process can vary.
For example, a candidate may complete:
- online tests before the assessment centre;
- additional verification tests during the assessment day;
- a first interview before testing;
- a second interview after successful testing;
- a role play and group discussion without a separate online test.
Read the Lufthansa recruitment process guide for the complete application sequence.
Is the Lufthansa selection day the same as an assessment centre?
The terms are sometimes used interchangeably, but the exact meaning depends on the vacancy.
A Lufthansa selection day may involve only:
- one personal interview;
- one or more computer-based tests;
- a combination of tests and interview.
A broader assessment centre may involve several exercises observed by different assessors, such as:
- group discussion;
- role play;
- case study;
- presentation;
- in-tray exercise;
- competency interview.
Do not assume that an invitation labelled “selection day” contains every traditional assessment-centre exercise.
Use the schedule provided for your position.
Which Lufthansa jobs may use an assessment centre?
Assessment-centre methods may be relevant to different Lufthansa Group roles, including:
- apprenticeships;
- dual-study programmes;
- graduate positions;
- customer-service roles;
- passenger-service positions;
- commercial roles;
- administrative positions;
- technical and engineering roles;
- logistics positions;
- leadership programmes;
- operational roles;
- other aviation-support positions.
The exercises should reflect the requirements of the role.
For example:
- a customer-facing candidate may complete a service role play;
- a graduate candidate may complete a case study and presentation;
- an administrative candidate may complete an in-tray exercise;
- a technical candidate may complete role-specific tests or interviews;
- a team-based position may include a group discussion.
Do not prepare from the Lufthansa name alone.
Prepare for the exact vacancy.
Official information versus candidate reports
Lufthansa’s official careers information confirms that selection methods can include:
- personal interviews;
- computer-based achievement tests;
- role plays;
- group discussions.
It does not publish one universal assessment-centre timetable for all applicants.
Third-party preparation sources commonly associate Lufthansa assessment centres with exercises such as:
- additional aptitude testing;
- competency interviews;
- case studies;
- presentations;
- customer role plays;
- group activities;
- self-introductions;
- in-tray or e-tray tasks.
These descriptions may be useful for broad preparation.
They should not be treated as confirmation that your assessment centre will contain the same:
- exercises;
- timings;
- group size;
- case-study topic;
- language;
- presentation length;
- interview questions.
Your official invitation always takes priority.
What does Lufthansa assess?
Assessment-centre exercises can provide evidence across several competencies.
Communication
Assessors may observe whether you:
- express ideas clearly;
- listen to other people;
- answer the question asked;
- adapt communication to the audience;
- remain professional;
- explain difficult information simply;
- avoid unnecessary detail.
Teamwork
Teamwork can involve:
- contributing useful ideas;
- listening;
- helping the group organise;
- supporting other participants;
- resolving disagreement;
- focusing on the shared objective.
Teamwork is not demonstrated by agreeing with everyone.
Constructive challenge can be valuable when it is:
- relevant;
- respectful;
- evidence based;
- directed toward the task.
Service orientation
Service orientation involves:
- identifying the customer’s need;
- listening;
- communicating clearly;
- managing expectations;
- finding realistic options;
- following procedures;
- remaining professional under pressure.
Good service does not mean promising something you cannot deliver.
Analytical thinking
Analytical thinking can include:
- identifying relevant facts;
- interpreting data;
- recognising relationships;
- separating facts from assumptions;
- evaluating options;
- reaching a justified conclusion.
Problem-solving
Problem-solving may require you to:
- clarify the problem;
- gather information;
- identify constraints;
- generate alternatives;
- compare risks;
- choose an action;
- review the outcome.
Organisation
Organisation can be demonstrated through:
- structuring information;
- setting priorities;
- allocating time;
- tracking deadlines;
- identifying dependencies;
- completing essential tasks first.
Judgement
Professional judgement involves balancing:
- urgency;
- operational impact;
- customer needs;
- procedures;
- available resources;
- longer-term consequences.
Leadership
Leadership may include:
- establishing direction;
- proposing a structure;
- inviting contributions;
- allocating work;
- making decisions;
- maintaining progress;
- accepting responsibility.
Leadership does not require dominating every discussion.
Adaptability
Assessors may observe how you respond when:
- new information appears;
- priorities change;
- another participant disagrees;
- time becomes limited;
- an initial plan becomes impractical;
- the assessor asks a follow-up question.
Accuracy
Accuracy may be important in:
- computer tests;
- document review;
- numerical exercises;
- in-tray tasks;
- written communication;
- schedule interpretation.
Motivation
Motivation can be assessed through:
- interview answers;
- role understanding;
- preparation;
- professional behaviour;
- realistic expectations.
Professionalism
Professionalism can include:
- punctuality;
- preparation;
- respectful behaviour;
- honest communication;
- appropriate appearance;
- attention throughout the day;
- treatment of other candidates and staff.
Arrival and registration
The assessment day may begin with:
- identity verification;
- document checks;
- registration;
- schedule explanation;
- candidate introductions;
- company presentation.
Arrive at the time specified in the invitation.
Do not assume that arriving excessively early will provide access to the venue.
Prepare:
- identification;
- invitation;
- requested certificates;
- CV;
- writing materials where permitted;
- travel documents;
- water where allowed.
Professional behaviour begins before the first exercise
Assessors may form impressions during:
- registration;
- waiting periods;
- introductions;
- breaks;
- informal conversations;
- transitions between exercises.
Remain:
- polite;
- attentive;
- respectful;
- punctual;
- professional.
Do not treat other candidates as opponents who must be undermined.
A group exercise often requires cooperation with the same people competing for the position.
Company and role presentation
The assessment day may contain a presentation about:
- the Lufthansa Group company;
- the department;
- the role;
- training;
- working conditions;
- recruitment stages;
- next steps.
Listen carefully.
The information may help during:
- interview questions;
- role-play decisions;
- candidate questions;
- later employment decisions.
Do not interrupt repeatedly to demonstrate prior research.
Ask concise questions when appropriate.
Additional computer-based tests
Some candidates may complete further computer-based tests during the selection day.
Possible areas include:
- numerical reasoning;
- linguistic reasoning;
- analytical reasoning;
- complex thinking;
- English;
- checking accuracy;
- concentration;
- job-specific knowledge.
These tests may:
- examine another ability;
- verify an earlier online result;
- be administered under controlled conditions;
- form part of a position-specific sequence.
The Lufthansa online assessment guide explains these test categories in detail.
Verification testing
A verification test is a supervised assessment used to confirm that earlier online performance reflects the candidate’s own ability.
It may be:
- shorter than the original test;
- completed under controlled conditions;
- similar in skill area;
- different in exact questions.
Do not assume that Lufthansa uses a verification test for every position.
If one is included, prepare the underlying ability rather than memorising previous questions.
Personal interview
A personal interview may be the central exercise of the selection day.
Possible topics include:
- Tell us about yourself.
- Why Lufthansa?
- Why this particular company?
- Why this position?
- What relevant experience do you have?
- What does good service mean to you?
- Describe a difficult customer situation.
- Describe a time you worked in a team.
- Describe a mistake.
- How do you manage pressure?
- What are your strengths?
- What would you like to improve?
These are original practice questions.
They are not guaranteed official Lufthansa questions.
The Lufthansa interview guide provides detailed interview preparation.
Competency interview
A competency interview asks candidates to provide evidence from previous situations.
Possible competency areas include:
- teamwork;
- service orientation;
- communication;
- problem-solving;
- organisation;
- adaptability;
- leadership;
- responsibility;
- conflict management;
- feedback.
STAR with reflection
Use a clear structure.
Situation
Explain the context briefly.
Task
Describe your responsibility.
Action
Explain what you personally did.
Result
Describe the outcome.
Reflection
Explain what you learned.
Original competency example
Question:
Describe a time you had to manage several urgent requests.
Answer framework:
During a busy customer-service period, I received two urgent customer enquiries while also being responsible for completing a time-sensitive operational check. I first confirmed which task had the greatest immediate consequence. I explained the expected delay to both customers, asked a colleague to gather information for one request and completed the required check. I then returned to the customer enquiries in priority order. All three tasks were completed without inaccurate information being provided. The experience taught me to communicate early when priorities conflict.
This example is original.
Use your own genuine experience.
Lufthansa group exercise
A group exercise may require several candidates to:
- discuss a problem;
- rank options;
- analyse information;
- reach a recommendation;
- allocate resources;
- solve a practical task;
- prepare a group conclusion.
Assessors are often more interested in the group process than in whether the group finds one supposedly perfect answer.
What may be assessed in a group exercise?
Possible areas include:
- communication;
- listening;
- cooperation;
- influence;
- leadership;
- time management;
- problem-solving;
- confidence;
- respect;
- focus on results.
Typical group-exercise structure
A possible format is:
- receive written instructions;
- read the information individually;
- begin group discussion;
- compare options;
- reach a decision;
- present or summarise the conclusion.
The actual structure can differ.
How to begin a group discussion
A useful opening may involve:
- confirming the objective;
- identifying the available time;
- suggesting a simple structure;
- checking whether anyone has another approach.
For example:
“We have 30 minutes and need to agree on three recommendations. Could we spend five minutes identifying the main criteria, compare each option and reserve the final five minutes for our conclusion?”
This demonstrates organisation without attempting to control every contribution.
How much should you speak?
There is no ideal percentage of speaking time.
Aim to make several useful contributions.
A valuable contribution can include:
- identifying an important fact;
- asking a clarifying question;
- connecting two ideas;
- summarising;
- managing time;
- resolving a disagreement;
- inviting another participant.
Speaking continuously can reduce the quality of your performance.
Remaining silent provides little evidence.
Listening in a group exercise
Active listening can be demonstrated by:
- referring to another person’s point;
- asking a relevant follow-up;
- building on an idea;
- recognising a concern;
- avoiding repetition.
For example:
“I agree with Maria’s point about cost, but I think we should compare it with the operational risk before deciding.”
This shows that you listened and are advancing the discussion.
Disagreeing professionally
Use a structure such as:
- acknowledge the point;
- explain the concern;
- support it with evidence;
- propose an alternative.
For example:
“I understand why that option appears fastest. My concern is that it does not address the customer-impact requirement. Could we compare it with option C before deciding?”
Avoid:
- “That is wrong.”
- “You do not understand.”
- “My idea is clearly better.”
Involving quieter candidates
You may invite another participant to contribute.
For example:
“We have not yet heard Daniel’s view on the staffing issue. Daniel, did you identify anything in the data that could help us decide?”
Do this naturally.
Do not repeatedly position yourself as the unofficial assessor.
Time management
A group may become absorbed in one issue.
Useful time-management contributions include:
- reminding the group of the objective;
- summarising what has been agreed;
- suggesting movement to the next issue;
- reserving time for the conclusion.
Avoid interrupting every few minutes merely to announce the time.
Original group exercise
The following exercise is original.
You are part of a team responsible for selecting three improvement projects from five options.
| Project | Cost | Customer impact | Implementation time | Operational risk |
|---|---|---|---|---|
| A | Low | Medium | Short | Low |
| B | High | High | Long | Medium |
| C | Medium | High | Medium | Low |
| D | Low | Low | Short | High |
| E | Medium | Medium | Long | Low |
The team must select three projects while considering:
- customer value;
- cost;
- speed;
- operational risk.
A strong discussion would:
- agree on the evaluation criteria;
- identify unacceptable risks;
- compare the remaining projects;
- acknowledge trade-offs;
- reach a justified recommendation.
There is not necessarily one universal answer.
The exercise is designed to practise the discussion process.
Common group-exercise mistakes
Dominating
Speaking constantly can prevent teamwork.
Remaining passive
Assessors need observable evidence.
Repeating points
Add new value instead of restating the same argument.
Interrupting
Allow others to complete their points.
Ignoring the task
Social interaction should still produce a result.
Competing to be the leader
Leadership can be shared.
Dismissing weaker ideas immediately
Explore whether part of the idea is useful.
Focusing only on agreement
Constructive disagreement can improve the decision.
Ignoring time
Reserve time to conclude.
Lufthansa role play
A role play simulates a realistic professional interaction.
The other person may represent:
- a customer;
- a colleague;
- a supervisor;
- a supplier;
- another department.
The scenario may concern:
- dissatisfaction;
- conflicting priorities;
- misunderstanding;
- a procedural problem;
- performance;
- service recovery;
- a request you cannot fully satisfy.
What does a role play assess?
Possible competencies include:
- listening;
- empathy;
- communication;
- service orientation;
- assertiveness;
- judgement;
- problem-solving;
- procedural awareness;
- emotional control.
Role-play preparation time
You may receive a short briefing containing:
- your role;
- the other person’s role;
- background information;
- the problem;
- available options;
- constraints;
- objective.
During preparation, identify:
- the main issue;
- the other person’s likely concern;
- your authority;
- applicable constraints;
- possible solutions;
- the desired outcome.
Role-play opening
Begin professionally.
For example:
“Thank you for meeting with me. I understand that there is a concern about the recent service change. I would like to understand what happened from your perspective and then discuss what options are available.”
This creates a constructive tone.
Listen before solving
Do not decide the entire solution before the other person speaks.
The role player may introduce information not included in your briefing.
Use questions such as:
- “Could you explain what happened?”
- “Which part of the situation has caused the greatest difficulty?”
- “What outcome are you hoping for?”
- “When does this need to be resolved?”
Acknowledge without making an unsafe promise
You can recognise the concern without agreeing to an impossible demand.
For example:
“I understand why the delay has been frustrating. I cannot confirm that request immediately, but I can explain the available options and identify who has the authority to approve the next step.”
Offer realistic options
A strong response may include:
- immediate action within your authority;
- alternative solution;
- escalation;
- clear timeline;
- follow-up responsibility.
Do not make a promise simply to end the conversation.
Confirm the conclusion
End by confirming:
- agreed action;
- responsibility;
- timing;
- follow-up.
For example:
“I will send the corrected information to the operations team today and update you by 15:00. If approval is not available by then, I will explain the alternative option.”
Original customer role play
The following scenario is original.
A customer has been given conflicting information by two employees and is now angry.
Your objectives are to:
- understand what information was provided;
- avoid blaming the other employee;
- clarify the current facts;
- offer an available solution;
- explain the next step.
A strong response would involve:
- allowing the customer to explain;
- acknowledging the confusion;
- verifying the current information;
- explaining the accurate position;
- presenting realistic options;
- confirming follow-up.
Original colleague role play
A colleague repeatedly submits incomplete information, creating additional work for the team.
A strong approach would involve:
- discussing specific examples;
- explaining the impact;
- asking whether a difficulty is causing the issue;
- agreeing on a clearer process;
- setting a follow-up point.
Avoid:
- personal criticism;
- public embarrassment;
- vague accusations;
- completing the colleague’s work indefinitely without discussion.
Common role-play mistakes
- speaking before understanding the problem;
- making unsupported promises;
- hiding behind rules without explanation;
- agreeing to everything;
- becoming defensive;
- blaming colleagues;
- offering no next step;
- escalating immediately without attempting resolution;
- forgetting to confirm the outcome.
Lufthansa case study
A case study provides information about a business, customer or operational problem.
The candidate may need to:
- review documents;
- identify the main issue;
- analyse data;
- compare options;
- make a recommendation;
- explain risks;
- answer questions.
The information may include:
- emails;
- reports;
- charts;
- financial data;
- customer feedback;
- staffing information;
- schedules;
- operational constraints.
Case-study method
Use a structured approach.
Step 1: Identify the objective
What decision must be made?
Step 2: Identify the criteria
Possible criteria include:
- cost;
- customer impact;
- time;
- risk;
- feasibility;
- resources;
- strategic value.
Step 3: Extract the facts
Separate:
- confirmed facts;
- assumptions;
- missing information.
Step 4: Compare options
Use a table where permitted.
| Option | Benefits | Risks | Cost | Feasibility |
|---|---|---|---|---|
| A | ||||
| B | ||||
| C |
Step 5: Make a recommendation
Choose one option or combination.
Explain why it best satisfies the criteria.
Step 6: Identify risks
A strong recommendation acknowledges:
- disadvantages;
- uncertainty;
- implementation risk;
- mitigation.
Step 7: Prepare for questions
Be ready to explain:
- why another option was rejected;
- what information is missing;
- what would change your decision;
- how the recommendation would be implemented.
Original case study
The following case study is original.
A customer-support department has three possible improvement options.
Option A: Additional training
- moderate cost;
- implementation within two months;
- expected reduction in handling errors;
- no immediate increase in staffing.
Option B: New software
- high cost;
- six-month implementation;
- expected improvement in processing speed;
- temporary training disruption.
Option C: Additional staff
- high recurring cost;
- three-month recruitment period;
- immediate workload reduction after recruitment;
- limited effect on existing process errors.
A strong analysis would consider:
- whether the main problem is capacity or accuracy;
- implementation time;
- short-term and long-term cost;
- training requirements;
- operational disruption.
The recommendation should depend on the stated objective.
Lufthansa presentation exercise
A presentation may follow:
- a case study;
- a prepared topic;
- an individual analysis exercise;
- information supplied before the assessment day.
Third-party preparation sources associate some Lufthansa assessment processes with a case-study presentation delivered in English.
Do not assume this format unless it appears in your invitation.
Presentation structure
Use a clear structure.
Opening
State:
- objective;
- scope;
- conclusion or direction.
Main analysis
Explain:
- key findings;
- criteria;
- options;
- evidence.
Recommendation
State:
- preferred action;
- reasons;
- risks;
- next steps.
Conclusion
Summarise the central message.
Example presentation structure
- Objective
- Current problem
- Key evidence
- Options considered
- Recommendation
- Risks and mitigation
- Next steps
Presentation delivery
Focus on:
- clear voice;
- logical structure;
- appropriate pace;
- time control;
- audience engagement;
- concise visual material where provided.
Do not fill slides or notes with complete paragraphs.
Handling presentation questions
Listen to the complete question.
Use this structure:
- answer directly;
- explain the reason;
- identify uncertainty where relevant.
If you do not know:
“That information was not included in the case material. Before implementation, I would verify the cost assumption with the finance team.”
Do not invent a fact.
Common presentation mistakes
- spending too long on background;
- failing to provide a recommendation;
- reading every word;
- ignoring the time limit;
- presenting data without interpretation;
- denying all risks;
- becoming defensive during questions.
Self-introduction
A group or assessment-centre exercise may begin with a short self-introduction.
Third-party reports commonly describe Lufthansa group activities in which candidates introduce themselves before the main discussion.
The exact duration is not guaranteed.
Prepare a concise introduction covering:
- name;
- current position or study;
- relevant experience;
- reason for applying;
- one relevant professional interest.
Original self-introduction
My name is Anna. I currently work in customer operations, where I handle service requests and coordinate with several internal teams. I previously completed vocational training in business administration and have developed strong organisational and communication skills. I applied for this role because it combines customer contact with an international operational environment.
This example is original.
Adapt it truthfully.
In-tray and e-tray exercises
An in-tray exercise simulates the information waiting for an employee at the beginning of a working period.
An e-tray is the electronic version.
The candidate may receive:
- emails;
- messages;
- reports;
- calendar entries;
- customer requests;
- deadlines;
- instructions;
- organisational information.
The task may require you to:
- prioritise;
- decide what action to take;
- delegate;
- draft a response;
- request information;
- identify risk;
- schedule work.
Third-party Lufthansa preparation sources discuss email and in-tray tasks as possible preparation areas.
Their inclusion should not be assumed unless confirmed for your role.
In-tray priorities
Evaluate each item according to:
- urgency;
- importance;
- operational consequence;
- safety or legal relevance;
- customer impact;
- deadline;
- dependency;
- who has authority;
- whether delegation is possible.
Urgent versus important
An item can be:
- urgent and important;
- important but not urgent;
- urgent but low impact;
- neither urgent nor important.
Do not rank everything marked “urgent” above a less visibly urgent item with serious operational consequences.
Original in-tray exercise
You receive the following items at 09:00:
Item 1
A system alert indicates that customer records may be displaying incorrect information.
Item 2
A customer requests an update before 16:00.
Item 3
A routine monthly report is due in five working days.
Item 4
A manager invites you to an optional meeting at 14:00.
Item 5
A colleague reports that one customer has an accessibility requirement for a service beginning in two hours.
A reasonable priority order might begin with:
- system alert;
- time-sensitive accessibility requirement;
- customer update;
- optional meeting decision;
- routine report.
The precise answer depends on the full context.
A strong response explains the reasoning rather than relying only on the order.
Delegation
Delegation can be appropriate when:
- another person has the required authority;
- the task matches their responsibility;
- the deadline requires shared work;
- clear instructions can be provided.
Delegation does not mean transferring responsibility without follow-up.
A good delegation decision explains:
- who should act;
- what they should do;
- deadline;
- information required;
- how progress will be confirmed.
Written responses
Where an in-tray exercise requires writing, use:
- clear subject;
- direct purpose;
- concise explanation;
- professional tone;
- specific action;
- deadline or next step.
Avoid:
- emotional language;
- blame;
- unsupported promises;
- unnecessary detail.
Original email response
Thank you for reporting the discrepancy. Please stop using the affected customer records until the data has been verified. I have asked the systems team to investigate and will provide an update by 11:00. In the meantime, please record any affected case references so that they can be checked individually.
This example is original.
Situational judgement during the assessment centre
A situational judgement exercise presents workplace scenarios and possible responses.
The candidate may need to:
- choose the best response;
- choose the worst response;
- rank several actions;
- explain a decision.
Possible themes include:
- customer service;
- teamwork;
- compliance;
- communication;
- workload;
- escalation;
- integrity.
Original situational example
A colleague asks you to confirm a document immediately, but one required section is incomplete.
Possible actions:
A. Confirm it because the deadline is close.
B. Ignore the request.
C. Explain that the missing information must be completed and help identify the fastest compliant solution.
D. Confirm it now and correct the document later.
The strongest general response is C.
It balances:
- accuracy;
- compliance;
- teamwork;
- time pressure.
This is an original example.
Language assessment
The assessment centre may include German or English communication.
Language can be evaluated through:
- interview;
- role play;
- group exercise;
- presentation;
- written task;
- computer test.
A role may require:
- German;
- English;
- both;
- another language.
Do not overstate your level in the application.
English presentation preparation
If an English presentation is included:
- learn the necessary business vocabulary;
- practise transitions;
- use short sentences;
- explain numerical data clearly;
- prepare to answer questions.
Useful phrases include:
- “The main objective is…”
- “The data indicate that…”
- “The principal risk is…”
- “I recommend this option because…”
- “The next step would be…”
What to do when you do not understand
Ask for clarification.
For example:
- “Could you repeat the question, please?”
- “Do you mean the short-term cost or total implementation cost?”
- “Could you clarify whether this applies to all customers?”
Pretending to understand can create a larger error.
Candidate questions
The assessment day may include an opportunity to ask questions.
Prepare relevant questions about:
- training;
- team structure;
- responsibilities;
- work pattern;
- next recruitment stage;
- role expectations.
Avoid asking only about:
- travel benefits;
- holidays;
- how well you performed;
- confidential assessment content.
What to wear
Follow the invitation.
A suitable general approach is:
- classic business clothing;
- business casual where appropriate;
- clean and professional appearance;
- comfortable clothing suitable for a full assessment day.
The exact expectation can depend on:
- role;
- location;
- exercise;
- company.
Do not wear something so uncomfortable that it affects your concentration.
Assessment-centre logistics
Before the day, confirm:
- date;
- reporting time;
- location;
- route;
- travel time;
- identification;
- required documents;
- dress code;
- duration;
- food arrangements;
- reimbursement rules;
- contact number.
Do not book non-refundable travel before reviewing the instructions.
Lufthansa’s general careers guidance states that the inviting division provides information about travel and possible reimbursement.
Accommodation is not automatically provided for every assessment centre.
Preparation resource
The Lufthansa-specific JobTestPrep package currently includes preparation for areas such as:
- concentration;
- arithmetic;
- verbal reasoning;
- analytical thinking;
- deductive reasoning;
- checking accuracy;
- in-tray tasks;
- interviews;
- assessment-centre exercises.
You can review the available preparation here:
Prepare for Lufthansa tests and assessment-centre exercises with JobTestPrep
Affiliate disclosure: We may receive a commission if you purchase through this link, at no additional cost to you. The assessment content assigned to you can differ from the preparation materials offered by a third party.
How to prepare for the Lufthansa assessment centre
Step 1: Analyse the invitation
Record:
- exercises named;
- date;
- location;
- duration;
- language;
- required documents;
- preparation material;
- dress instructions.
Prioritise confirmed exercises.
Step 2: Review the vacancy
Identify the competencies required by the job.
Examples include:
- customer orientation;
- technical knowledge;
- analytical thinking;
- accuracy;
- teamwork;
- leadership;
- language ability.
Step 3: Review your application
Know:
- CV;
- education;
- employment dates;
- language levels;
- certificates;
- examples supporting your claims.
Step 4: Prepare interview evidence
Prepare genuine examples for:
- service;
- teamwork;
- pressure;
- conflict;
- mistake;
- feedback;
- organisation;
- adaptability.
Step 5: Practise group exercises
Practise:
- proposing a structure;
- contributing evidence;
- listening;
- disagreeing respectfully;
- summarising;
- managing time.
Step 6: Practise role plays
Practise:
- listening;
- clarifying;
- acknowledging;
- explaining constraints;
- presenting options;
- confirming next steps.
Step 7: Practise case studies
Use:
- timed reading;
- fact extraction;
- option comparison;
- recommendation;
- risk analysis.
Step 8: Practise presentations
Practise:
- structure;
- timing;
- delivery;
- questions;
- concise conclusions.
Step 9: Practise prioritisation
Use mixed inbox items involving:
- deadlines;
- customer needs;
- operational risk;
- delegation;
- incomplete information.
Step 10: Reproduce realistic conditions
Complete a mock assessment containing:
- introduction;
- interview;
- group exercise;
- role play;
- case study;
- presentation;
- debrief.
Do not repeat one memorised scenario.
Two-week preparation plan
Days 1–2: Understand the assessment
Review:
- invitation;
- vacancy;
- company;
- competencies;
- application.
Days 3–4: Interview preparation
Prepare:
- personal introduction;
- Why Lufthansa?;
- service example;
- teamwork example;
- mistake example.
Days 5–6: Group exercise
Practise:
- discussion structure;
- listening;
- influence;
- time management;
- conclusion.
Days 7–8: Role play
Practise:
- customer complaint;
- colleague conflict;
- procedural limitation;
- service recovery.
Days 9–10: Case study and presentation
Practise:
- timed analysis;
- recommendation;
- risk;
- five- to ten-minute presentation;
- follow-up questions.
Day 11: In-tray
Practise:
- urgency;
- importance;
- delegation;
- written responses;
- deadlines.
Day 12: Ability tests
Review any confirmed:
- numerical;
- verbal;
- analytical;
- English;
- accuracy tests.
Day 13: Full mock assessment
Complete several exercises in sequence.
Day 14: Light review
Prepare:
- documents;
- clothing;
- transport;
- contact information;
- sleep.
Four-week preparation plan
Week 1: Foundations
Focus on:
- company and role research;
- CV;
- interview evidence;
- communication.
Week 2: Individual exercises
Focus on:
- case study;
- presentation;
- in-tray;
- ability tests.
Week 3: Interactive exercises
Focus on:
- role play;
- group discussion;
- customer scenarios;
- conflict.
Week 4: Simulation
Focus on:
- complete assessment days;
- feedback;
- time management;
- final logistics.
Assessment-day checklist
Before leaving or logging in, confirm:
- invitation;
- identification;
- documents;
- location;
- reporting time;
- contact number;
- clothing;
- writing materials where permitted;
- glasses or required personal items;
- travel route.
During the day:
- listen to instructions;
- ask concise clarification questions;
- contribute;
- observe time;
- remain professional;
- continue after mistakes;
- treat other candidates respectfully.
Managing nerves
Assessment-centre nerves are normal.
Useful techniques include:
- preparing the route;
- arriving with sufficient time;
- breathing steadily;
- reading instructions before acting;
- focusing on the current exercise;
- accepting that one imperfect moment does not determine the result.
Do not mentally replay a previous exercise while the next one is beginning.
Reset your attention.
What if an exercise goes badly?
Do not assume that one difficult exercise means automatic rejection.
The assessment centre may gather evidence across several activities.
After a mistake:
- recognise it;
- correct it where possible;
- remain professional;
- apply feedback;
- focus on the next task.
Do not withdraw socially or stop contributing.
Self-assessment after an exercise
If asked to evaluate your performance, identify:
- one strength;
- one development point;
- one specific improvement.
For example:
“I helped the group define the criteria and maintain time. I could have summarised our decision earlier when the discussion became repetitive. In another exercise, I would reserve a fixed period for the final conclusion.”
Avoid claiming that the performance was perfect.
Common Lufthansa assessment-centre mistakes
Expecting one universal schedule
The exercises depend on the role.
Preparing only the interview
Group and practical exercises require separate preparation.
Memorising candidate reports
The topic, timing and format can change.
Dominating group discussions
Influence is not the same as speaking constantly.
Remaining silent
Assessors need observable evidence.
Competing against the group
The objective is usually to help the group complete the task.
Ignoring time
Reserve time for a decision and conclusion.
Solving a role play before listening
The other person may reveal important information.
Making impossible promises
Offer realistic options.
Hiding behind procedure
Explain the reason and available alternatives.
Giving a case-study summary without a recommendation
Assessors need to understand your decision.
Ignoring risks
A credible recommendation acknowledges disadvantages.
Reading a presentation word for word
Communicate with the audience.
Treating every in-tray item as urgent
Evaluate impact and deadline.
Delegating without follow-up
State how completion will be confirmed.
Overstating language ability
The language can be assessed throughout the day.
Becoming discouraged after an error
Continue demonstrating the remaining competencies.
Acting differently during breaks
Maintain professional behaviour throughout.
Asking for confidential scoring information
Focus on instructions and the role.
Ethical preparation
Ethical preparation includes:
- researching the vacancy;
- practising original exercises;
- reviewing your own experience;
- completing mock group discussions;
- practising customer role plays;
- analysing original case studies;
- improving presentation skills;
- using legitimate preparation resources.
Do not use:
- leaked case studies;
- confidential assessor guides;
- copied official role-play scripts;
- another candidate’s exact presentation material;
- false professional experience;
- hidden live assistance;
- unauthorised recordings;
- another person’s competency examples presented as your own.
Practise the skills, not leaked content.
Limits of assessment-centre preparation
Preparation can improve:
- familiarity;
- communication;
- organisation;
- time management;
- confidence;
- case analysis;
- presentation structure;
- role-play technique;
- group participation.
Preparation cannot guarantee:
- the exercises assigned;
- an identical case study;
- the same group size;
- a particular assessor;
- a passing result;
- a job offer.
Selection can also consider:
- qualifications;
- application quality;
- online-test results;
- interview performance;
- role-specific experience;
- comparison with other candidates.
What happens after the assessment centre?
Possible outcomes include:
- progression to another interview;
- additional tests;
- request for documents;
- job offer;
- continued consideration;
- rejection.
The result timetable varies according to:
- position;
- number of candidates;
- recruitment stages;
- internal decision process.
Monitor:
- Career Cockpit;
- email;
- spam folder.
Do not treat informal positive comments as a formal offer.
Feedback
Detailed feedback may not be available immediately.
Lufthansa’s general application guidance explains that refusal reasons or interview feedback may not be provided by telephone for data-security reasons.
Where a formal feedback process is available, follow the instructions in the result communication.
What to verify officially
Before attending, verify:
- exact Lufthansa Group company;
- job title;
- assessment date;
- reporting time;
- location;
- expected duration;
- assessment language;
- required documents;
- identification;
- dress code;
- ability tests;
- personal interview;
- group discussion;
- role play;
- case study;
- presentation;
- in-tray or e-tray;
- language test;
- preparation material;
- permitted notes;
- travel instructions;
- reimbursement rules;
- contact number;
- result timetable.
Use the following as primary sources:
- the official Lufthansa Group careers website;
- the official Lufthansa online-test FAQ;
- the official Lufthansa application-procedure FAQ;
- the live vacancy;
- your Career Cockpit;
- your assessment invitation;
- recruiter communication.
For third-party preparation, see the JobTestPrep Lufthansa assessment preparation links earlier on this page.
Current official instructions always take priority over independent preparation sources.
Bottom line
The Lufthansa assessment centre is adapted to the position.
Possible exercises include:
- personal interview;
- additional computer-based tests;
- group discussion;
- role play;
- case study;
- presentation;
- in-tray or e-tray;
- language assessment;
- job simulation.
Lufthansa confirms that social competencies may be evaluated through:
- interviews;
- role plays;
- group discussions.
However, no universal Lufthansa assessment-centre schedule applies to every applicant.
Prepare by:
- analysing your invitation;
- reviewing the exact vacancy;
- knowing your application;
- preparing genuine competency evidence;
- practising group discussions;
- practising role plays;
- analysing case studies;
- structuring presentations;
- practising prioritisation;
- following official logistics.
Strong performance is not based on dominating every exercise.
It involves:
- clear communication;
- useful contribution;
- listening;
- professional judgement;
- customer orientation;
- structured analysis;
- realistic decisions;
- adaptability.
Use original practice material and legitimate preparation resources.
Do not rely on leaked exercises or assume that another candidate’s assessment day will be repeated.