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Practice Situational Judgement Test 4
Answers Booklet
This is an example situational judgement test (SJT) which will allow you to become familiar
with this format of test. SJTs are commonly used by employers as part of their selection
process.
If you have been invited to sit a SJT this simply means the employer is trying to establish
how you would potentially behave in different situations. The fictional situations you will face
are usually designed by the employer to simulate the kind of decision-making you might be
faced with during your employment with them. Employers will have a set of responses which
reflects how their ideal candidate would respond. Your responses can be compared against
their model responses to help the employer decide if you are a good fit within their
organisation. But remember this test is just one contributing factor to a rounded selection
process; employers will never use the results from one test in isolation, so don't worry if you
feel you haven't done well.
There is no time limit to this test however your first answers are usually the most accurate,
so try not to spend too long thinking about each one. There are four different scenarios to
this test and each scenario contains four questions.
Scenario 1: Most and Least Likely to Perform
Scenario 2: Ranked Response
Scenario 3: Most and Least Effective
Scenario 4: Rated Responses
The questions begin on the next pagePractice Situational Judgement Test
1. Most and Least Likely to Perform
In this test you will be asked to imagine yourself in a number of different scenarios and roles.
You will be presented with situations and asked to select the response you believe you
would be ‘most’ and ‘least’ likely to make to these situations from a range of options. It is
recommended you read all the possible responses before deciding how to respond.
As this test is designed to help you practice your approach to Situational Judgement Tests,
commentary is provided giving information on which answers are considered to be most
effective, least effective and which answers are somewhere in between. Of course, there is
always a certain level of judgement involved with regard to how effective each response is
likely to be.
The commentary provided is based on a considered understanding of global, generic
competencies for each level; in other words, what ‘most’ organisations and employers would
expect from their employees.
The ideal response will vary from organisation to organisation and this should be borne in
mind when completing an SJT in a live, recruitment context. Being aware of the
organisational competencies, culture and style of your potential employer is very important
when deciding your answers to a Situational Judgement Test, in addition to drawing on your
own experience, skills and approach.
SCENARIO 1
You are the manager of a team of financial advisors who provide a service to the high net-
worth private clients of Fiscal Applied Tracking Investment Bank (FATI Bank).
You have a team of 10 advisors and you are responsible for managing the team, supporting
them in achieving their revenue targets and dealing with any client feedback.
Your advisors are specialists in high-value investments and are well-trained in their area of
expertise. They have to work within strict guidelines with regard to the advice that they can
give to clients (for example, they must always be able to demonstrate that they have clearly
explained the risks involved in any investment to their clients).
The advisors have targets for earning commission and other income for FATI Bank which
are reviewed quarterly.
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Situation 1:
Your team have been meeting their targets very well so far this year. It is currently late
November, just coming up to the end of the third quarter and the team are on track to meet
or exceed all their revenue targets.
You have just had an email from your line manager (the Head of Private Banking) who has
congratulated you and your team on their performance. He has also said that because of the
success of the team he is increasing their final quarter targets by 20%. In addition he is keen
to see the target for investment by clients in offshore bonds being exceeded in the final
quarter as they are ‘selling like hotcakes’ at the moment and the market is buoyant.
Review the following responses A to D and indicate which one you believe to be the
response to the situation you would be ‘most likely to make’ and the response to the
situation which you would be ‘least likely to make’.
Competency being measured: Managing Tasks & Objectives
Responses:
A) Send an email to your team letting them know about the new targets for Q4.
(Not a particularly appropriate response as you are doing nothing to help or support
your advisors on an individual basis.)
B) Call an immediate team meeting to let the team know about the new targets and say
that people are welcome to come to you if they need further information or support.
(A reasonable response as you are informing the team in time for them to prepare,
however you could do more to work with each advisor individually in order that they can
work through their plans and strategies for achieving their targets.)
C) Allow the team to enjoy their Christmas holidays, congratulate them on a job well
done this quarter and wait until January to tell them about the target hike.
(This is the least effective response as you are not allowing sufficient time for your
advisors to plan their approach to the increased targets and for you to help them with
this.)
D) Meet individually with all your advisors as soon as possible and explain the challenge
to them. Ask for their thoughts and input on how they might go about meeting the
targets and addressing the offshore bonds push.
(This is the most effective response you are helping the advisors to take responsibility
for planning how to meet their targets. They will probably have the best ideas about how
to do it as they are ‘at the coalface’. You can be a useful ‘listening ear’ as they talk
through possible strategies. Also, you are informing them in advance so that they can
prepare themselves. ).
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Situation 2:
It is late January and the team have been working towards an increased target for nearly a
month. You have reviewed their performance informally just to keep tabs on progress and it
appears that most of the advisors are hitting the new targets even with the 20% hike,
although the likelihood of them significantly exceeding the offshore bonds target is low.
However, you have spotted that one of the team, Rick Esposito, is falling behind and has not
even equalled his third quarter performance (based on a like-for-like comparison). You
haven’t seen Rick for a few days as he has been travelling to meet clients elsewhere in the
UK but when you last saw him he looked rather harassed and tired. Another of the advisors
mentioned in passing that Rick had talked about suffering from terrible insomnia at the
moment and not being able to do anything about it. Rick is due in the office today; you have
checked his calendar and he only has one client appointment this afternoon. It appears he is
free this morning.
Review the following responses A to D and indicate which one you believe to be the
response to the situation you would be ‘most likely to make’ and the response to the
situation which you would be ‘least likely to make’.
Competency being measured: Managing People
Responses:
A) When Rick arrives take him for a coffee and say that you know he has got bad
insomnia at the moment and that you feel sorry for him. Remind him of the bank’s
employee health insurance.
(Not a particularly appropriate response as you are not making any link between
Rick’s possible personal issues and his work performance. Also, he hasn’t told you
directly about his insomnia and you are therefore intruding on a private matter, albeit one
which might be affecting his work performance. Much better to start by raising his
performance with regard to targets and hope that he makes the links to his personal
problems. Also, there is a possibility that the insomnia is being caused by the work
issues rather than the other way around.)
B) When Rick arrives, arrange a one-to-one chat for sometime this morning. During the
meeting, state the issue that exists with his performance currently. Ask him what his
views are on how to tackle the underperformance. Offer help if appropriate.
(This is the most effective response as Rick may have been too stressed to ask for
help or talk about his problems. Now he knows that you are aware of his
underperformance he might be willing to share any underlying issues with you. Even if
he isn’t you can still formulate a plan together to improve his performance over the next
few months.).
C) As soon as Rick gets into the office, call him aside. Ask him why he has such an
empty calendar today when he is not meeting his targets and should be doing
everything he can to ‘up his game’.
(This is the least effective response as you are being critical but unsupportive and not
offering any practical help.)
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D) Take Rick to lunch before his afternoon meeting and have a general chat about how
things are going and how he is feeling.
(A reasonable response but you aren’t being transparent about your real concerns (i.e.
his failure to hit targets) and you may not come out of the session with a clear plan for
either you or Rick to tackle the issues. Although it will be a good start and will help Rick
feel valued and supported.)
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Situation 3:
You have just received an email from Mr. G. Browning. He is one of your team’s most
important and high-value clients. Currently the advisor assigned to Mr Browning is Rick
Esposito, who is falling behind his targets.
In the email Mr Browning sets out three issues about which he is dissatisfied. Firstly, and
most importantly, he asked Rick to make a large stocks and shares investment for him three
weeks ago and he has just found out that Rick only got around to making the investment
yesterday. Secondly, Rick has missed two appointments with Mr Browning in the last month
although they have been in regular contact on the telephone and by email. And finally, Mr
Browning feels that Rick, on occasion, is presenting a bad image for FATI Bank as he
sometimes arrives at appointments wearing jeans and an open-necked shirt.
Review the following responses A to D and indicate which one you believe to be the
response to the situation you would be ‘most likely to make’ and the response to the
situation which you would be ‘least likely to make’.
Competency being measured: Relationship & Reputation Building
Responses:
A) Immediately call Mr Browning and apologise. State that you will be talking to Rick
very shortly to ensure that none of these issues ever arise again.
(A reasonable response but it might be advisable to talk to Rick before speaking to Mr
Browning as he may have some background information or extenuating circumstances
which are valid to raise with the client.)
B) Send an acknowledgement email to Mr Browning. Contact Rick as soon as he is next
available and inform him of the problem; ask for the background to the issues. Call
Mr Browning and apologise and inform him of how Rick and yourself plan to ensure
these issues will not arise again.
(This is the most effective response as you are collecting relevant information before
going back to the client. You are also giving Rick a warning that Mr Browning has raised
these issues; after all Rick may contact Mr Browning today and if he is unaware of the
complaint he could make matters worse.).
C) Send an apologetic email to Mr Browning and assure him these issues will not arise
again.
(Not a particularly appropriate response as you haven’t informed Rick of the problem
and he may be in touch with Mr Browning today without being aware of what needs to
change. Also, although Mr Browning used email to communicate with you, it is always
better to use telephone or face-to-face contact when dealing with a complaint as any
misunderstandings can be cleared up more quickly and the customer will feel like you
are treating the issues very seriously.)
D) Immediately inform Rick and Mr Browning that you are switching Mr Browning’s
account to another advisor.
(This is the least effective response, you are alienating Rick and not giving him a
chance to rebuild and repair the relationship with Mr Browning. They may have had a
good relationship up until now. Also you are doing nothing to demonstrate to Mr
Browning that you are addressing the underlying causes of the issues, with Rick or any
of the other advisors.)
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Situation 4:
It is April. You have just returned from an unscheduled seminar called by the Head of Private
Banking at which an invited speaker explained there is to be an emergency change in the
regulation of offshore bonds effective immediately.
The context is that there has been reported mis-selling of these bonds as they are a tax-
efficient way of investing money but that HMRC rules on the amount of value that one
individual is allowed to hold in these bonds has been flouted on numerous occasions by
unscrupulous traders and financial advisors. Therefore, from today, the purchase of these
bonds will involve a 3 month lead-in period, whereby the bonds are held in a Government
trust account whilst the purchase is investigated and approved by HMRC.
The invited speaker at the seminar has stated that he believes that this will effectively “kill
the market” in these bonds. There will still be demand from long-term, low-risk investors but
the more short-term, growth-orientated investors will lose interest. Your team has particularly
high targets for these bonds for the first quarter of this year as they had been selling
incredibly well. Therefore you now are facing three months of failure to meet this target as a
team.
Review the following responses A to D and indicate which one you believe to be the
response to the situation you would be ‘most likely to make’ and the response to the
situation which you would be ‘least likely to make’.
Competency being measured: Analytical Thinking & Decision-making
Responses:
A) Email your advisors and inform them of the new regulations, include a link to the
regulator’s website to give them the full details of the changes.
(Not a particularly appropriate response as, although it is clearly important that the
team fully understand the changes, you are doing nothing actively to address the
problem of achieving the target.).
B) Call a team meeting urgently and ask the team for ideas and input with regard to the
issue of selling these bonds now. Ask for details of clients who are currently showing
interest in these investments and brainstorm how to keep them interested.
(A reasonable response as your team may have ideas and insights to which you are
not party as they are closest to the client-base. Getting an overview of the attitudes to
risk and growth of the clients will give you a good starting point for working on achieving
these targets as a team. You may have a disproportionately risk-averse client base; but
even if that isn’t the case, you need to understand the current state before making a plan
for the next quarter.)
C) Watch the financial news channels to see if there is more analysis and information
that you can gather during the course of the day on this key regulatory change.
(This is the least effective response as you are doing nothing to inform your team,
analyse the team’s current state with regard to its client base or to generate a plan of
action.)
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D) Speak to the Head of Private Banking and ask whether there is any chance that the
first quarter targets can be amended or revised to take into account this new
development.
(This is the most effective response as there is a good chance that your line manager
will be receptive to this given the difficulty of the situation. And, if revising the targets is at
his discretion, you may find that the problem can be solved very swiftly in this way).
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2. Ranked Responses
In this test you will be asked to imagine yourself in a number of different scenarios and roles.
You will be presented with situations and asked to rank each of the responses to these
situations from 1 to 4 with regard to your opinion of their effectiveness.
As this test is designed to help you practice your approach to Situational Judgement Tests,
commentary is provided giving information on which answers are considered to be the most
effective response, the second, the third and the least effective response. Of course, there is
always a level of judgement involved with regard to how effective each response is likely to
be, and some people may have different opinions.
The commentary provided is based on a considered understanding of global, generic
competencies for each level of role; what ‘most’ organisations and employers would expect
from their employees. The ideal response may vary from organisation to organisation and
this should be borne in mind when sitting an SJT in a live, recruitment context. Being aware
of the organisational competencies, culture and style, as well as drawing on your own
experience and skills, is very important when deciding your answers to a Situational
Judgement Test.
SCENARIO 2
You are a Project Manager working for Futureforce Energy plc, a niche provider of energy
and energy technology to the UK domestic and commercial market. Futureforce generates
and distributes energy only from renewable sources; its portfolio currently includes:
- production of solar and photovoltaic panels
- installation and management of solar and photovoltaic panels
- production of energy from wind farms and off-shore windfarms
- production and distribution of ‘eco-gas' produced by anaerobic digestion of household food
waste
Futureforce is always looking for new energy sources and products to add to its portfolio and
you are based in the Department for Research and Development which drives this search.
You lead a project team of 7 researchers and administrators who have a wide remit “to
investigate and evaluate new sources of renewable energy and supporting technologies”.
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Situation 1:
Your team have been tasked with an urgent project to evaluate a new method to harness
wind power using trees. The trees are fitted with technology that harvests the energy from
the movement of the leaves and branches when the wind hits the tree. This energy can then
be stored and converted into electricity and used as normal.
Your team’s remit is to produce a report on the viability, cost and potential of this technology
for use in the UK energy market. One of the prototype tree-motion harnessing kits has been
delivered to the team this morning; your line manager, the Head of R&D, has asked that a
report be forthcoming from the team by this Friday which is 3 days from now. The urgency is
because there is competition from other providers to purchase this technology from the
Swedish inventor responsible.
You have just been briefing the team on this task to which they have reacted rather
negatively. John Scudamore, the most senior research officer in the team, summed their
views up by saying “whatever we manage to investigate and report in this amount of time will
be flawed at best and completely erroneous at worst”. You have concluded that the team
view the project deadlines as unrealistic.
Review the following responses A to D and indicate whether you believe the response to be
1 – The most effective response, 2 – The second most effective response, 3 – The third
most effective response or 4 – The least effective response . You may assign each rating
only once.
Competency being measured: Managing Tasks & Objectives
Responses:
A) Tell the team that they have no choice but to do their best to deliver something
meaningful in the time available.
(The least effective response. Your most experienced member of staff has opined that
the deadlines are unrealistic and told you about the risks to the validity of any report; you
need to take this seriously otherwise it will be a waste of everyone’s time and hard work.)
B) Ask your team what they can realistically do in the time available and offer this as a
compromise to the Head of R&D.
(The second most effective response. Perhaps the team will be able to deal with part of
the remit such as ‘cost of roll-out’ but not all of it – the Head of R&D could prioritise on
what the team should concentrate, give that they can’t do it all).
C) Immediately go back to the Head of R&D and communicate your team’s views; ask
for an extension on the deadline.
(The most effective response. You need to be upfront and honest with your end
‘customer’ as there is little point in producing something that will be of low quality or even
inaccurate. There may be a possibility that the Head of R&D can wait a few days longer
for the report and this is worth checking out.).
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D) Tell your team to work through the weekend; this will add an extra two days to the
project time available.
(The third most effective response. This may be viable as the Head of R&D will
probably not be reading the report over the weekend; however you need to check this
out with him to make sure that these weren’t his plans. Also, your team may not be too
pleased about having to give up their free time and you will have to deal with this in
some way (e.g. offer them time-off-in-lieu). And finally, even with an extra 2 days the
team may still not have sufficient time – you need to check their views on this.)
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Situation 2:
One of the ongoing roles of your team has been to monitor the utility and effectiveness of the
use of solar and photovoltaic panels in various locations. The data is analysed to produce a
quarterly report on the optimal positioning, angling and geographical location of such panels.
The data is gathered from the panels that Futureforce installs and manages for domestic and
business customers and the reports need to be continually updated as more and more
panels are installed.
However, the UK government this morning announced that they would no longer be
subsidising the sell-back of micro-produced electricity to the national grid. Energy experts
quickly interpreted the consequences of this announcement as being a sharp fall in demand
for domestic solar and photovoltaic panels. This is because panel owners will now only
receive a fraction of the income that they did previously from selling their home-produced
power to the national grid. It will mean that it will take much longer to make back the
investment in a solar panel from now on.
You have just had a call from the Head of R&D who has told you that the implications for
Futureforce could be serious and that the head count of your team may be threatened. You
may have to lose 2 of your team of 7 as the analytical work regarding the solar panel data
will no longer be required.
Review the following responses A to D and indicate whether you believe the response to be
1 – The most effective response, 2 – The second most effective response, 3 – The third
most effective response or 4 – The least effective response . You may assign each rating
only once.
Competency being measured: Managing People
Responses:
A) Draw up a list of the team members who you think should be made redundant, if it
were to come to that.
(The least effective response. Whilst this is a task that may have to be done at some
point soon, your most important priority is to communicate openly with your team in order
to avoid panic, gossip and hearsay.)
B) Send an email to all your staff outlining the implications of the government
announcement for Futureforce.
(The second most effective response. Whilst you are giving your team the background
information there is no invitation for them to ask questions and allay any anxieties they
may have. Face-to-face communication is probably better in a situation like this).
C) Call a brief team meeting and ensure that the staff is aware of the government
announcement and the overall implications for Futureforce. Answer any immediate
questions honestly and openly.
(The most effective response. You are not overemphasising the direct threat to the
team but giving them some background information and time to digest the implications of
the situation. If you are asked the question about the implications for the team you can
say that there are no guarantees that the team won’t be affected.).
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D) Do nothing for now, as the redundancy threat is only a possibility and you don’t want
to worry your staff.
(The third most effective response. Although this could be a reasonable decision, there
is a risk that the threat will become a reality and you will have failed to prepare your staff
for the situation which will then be more of a shock to them. You are risking gossip and
hearsay taking hold in the team.)
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Situation 3:
Today you have had a call from a Futureforce Customer Service Officer, Anna Zovari. Anna
told you that the customer service team had had an influx of calls over the last few days from
recipients of the latest photovoltaic panels to have been installed by Futureforce. The
customer service team have received 20 calls from this group over the last week and all the
callers reported that the panels were generating little or no electricity.
Anna noticed that this was a pattern and immediately contacted the installation team to see if
there had been any recent issues which might explain the problems. The installers insist that
they had not varied their routine and therefore Anna contacted you to find out what the
possible causes of the problems could be in order to relay this to customers. You thanked
her for her call and told her that you would get back to her shortly.
Your initial thoughts on this are firstly that the production department are probably
responsible and that this is a faulty batch of panels and secondly, that your team are very
busy with strategic research work and really haven’t got time to investigate manufacturing
problems.
Review the following responses A to D and indicate whether you believe the response to be
1 – The most effective response, 2 – The second most effective response, 3 – The third
most effective response or 4 – The least effective response . You may assign each rating
only once.
Competency being measured: Relationship & Reputation Building
Responses:
A) Call Anna back and say that she should contact the production department as it is
their responsibility.
(The third most effective response. Whilst this may be essentially true, you are not
being supportive or helpful to Anna and this will delay the response to the customers
whose’ dissatisfaction could get worse and worse if the situation drags on.)
B) Ask one of your team to talk to Anna and give her a brief run-down of the various
possibilities that could have caused the problem.
(The second most effective response. This will be useful information for Anna but it is
still leaving it up to her to investigate which issue is actually causing the problem; she
could probably do with more support than this and meanwhile customers are waiting to
hear from Futureforce).
C) Call the Head of Production & Manufacturing and alert him to the problem; tell Anna
what you have done and that she should contact him but say she is welcome to talk
any issues through with one of your team as well if she would like.
(The most effective response. You are facilitating Anna getting in touch with the ‘right’
department but also offering extra advice and assistance if she wants. If everyone
assists Anna in her work then the customers will get a response in the quickest time
possible).
D) Call your line manager and ask that customer services issues aren’t referred to your
team in future as it is not your responsibility.
(The least effective response. You are doing nothing to support Anna and her
colleagues in their response to the customers and the customers could end up getting
more and more unhappy which will have a negative impact on Futureforce.)
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Situation 4:
Your team are currently investigating approximately eight different new sustainable energy
sources and technologies. These projects are all at different stages of research, some being
closer to a firm conclusion than others.
You attended an R&D Department meeting yesterday where departmental strategy was
discussed. The Group Commercial Director (GCD) attended the meeting as a special guest
and told you all that Futureforce needs research results which translate more speedily into
commercial products. You therefore agreed with the GCD and the Head of R&D that a new
approach was needed for the coming year and that the team’s resources should be
concentrated on the two most realistic and immediately realisable technologies or sources.
The other six more speculative and unlikely projects would need to be put on the backburner
for now.
Review the following responses A to D and indicate whether you believe the response to be
1 – The most effective response, 2 – The second most effective response, 3 – The third
most effective response or 4 – The least effective response . You may assign each rating
only once.
Competency being measured: Analytical Thinking & Decision-making
Responses:
A) Decide which two projects are to continue based on which contain the most
‘recognisable’ technologies from your point-of-view.
(The third most effective response. This will probably lead you to pick 2 projects that
contain ‘tried-and-tested’ technology but without gathering information and views from
your team you may miss some vital issues which are relevant to the decision.)
B) Ask each team member to email you with information on their own project and with
arguments as to why their project should be saved, given the GCD’s criteria.
(The second most effective response. This leaves the final decision up to you based on
information provided by each team member; however the adversarial nature of this
process may result in team members overemphasising the ‘readiness’ of their
technologies and misleading your final decision.).
C) Ask your team to get together and rank order the projects based on their best guess
as to the ‘likely commercial viability’ of the technologies involved.
(The most effective response. Your team are best placed to rank the projects as they
are closely involved in the work; by asking them all to be involved in the decision-making
process you should get as well-balanced and thoughtful decision as is possible.).
D) Decide which two projects are to continue based on which are closest to reporting
their final conclusions.
(The least effective response. This fails to reflect any detail on the content of the
projects or the technologies upon which they are commenting; they could relate to
technologies which are unlikely to commercially viable for years.)
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3. Most and Least Effective Responses
In this test you will be asked to imagine yourself in a number of different scenarios and roles.
You will be presented with situations and asked to select the ‘most’ and the ‘least’ effective
responses to these situations from a range of options.
As this test is designed to help you practice your approach to Situational Judgement Tests,
commentary is provided giving information on which answers are considered to be most
effective, least effective and which answers are somewhere in between. Of course, there is
always a certain level of judgement involved with regard to how effective each response is
likely to be, which in practice will be applied by the company for whom the test is being
conducted. You will see that with situational judgement tests you might find yourself thinking
"it depends"; this is almost inevitable but the consensus is that over the range of questions,
your responses will average out and your true behaviour characteristics will be revealed.
The commentary provided is based on a considered understanding of global, generic
competencies for each level; in other words, what ‘most’ organisations and employers would
expect from their employees.
The ideal response will vary from organisation to organisation and this should be borne in
mind when completing a situational judgement test in a live, recruitment context. Being
aware of the organisational competencies, culture and style of your potential employer is
very important when deciding your answers to a Situational Judgement Test, in addition to
drawing on your own experience, skills and approach. It would help if you have an
understanding of the culture and attitudes of the company you are applying to. Often, the
company describe the qualities they are looking for in the job advertisement, or on their
website.
SCENARIO 3
You are a Project Manager working for an IT consultancy named Cloud Space.
The company has 24 employees and a team of three Directors. The work is structured on a
project basis, in this way a team is formed to work on a project for a client and a project
manager (PM) is assigned to the team. The PM is responsible for the work of the team and
for the welfare and development of the team members whilst the project is running.
Cloud Space currently has 4 Senior Project Managers and 2 Assistant PMs who will run the
smaller projects. You are a Senior Project Manager.
Cloud Space is a web-specialist IT consultancy and works with business clients to design,
build and maintain public websites, internal company websites and to develop e-marketing &
e-commerce systems.
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Situation 1:
You are running a Project with a business client called Carruthers Brown. They are an
upmarket toiletries company who have traditionally supplied quality high street retailers,
hotels and private health clubs with their products for purchase and use by consumers. They
are opening a number of direct retail outlets in the near future and have asked Cloud Space
to design a website to publicise this development and to raise awareness of Carruthers
Brown products to more ‘mainstream’ consumers.
You have a team of 3 web developers and you and your team have been working closely
with the PR and marketing team from Carruthers Brown to design and build the website. The
project was due to run for 13 weeks; you are now at the end of the 8th week of the project.
You have just had a call from your key contact in the Carruthers Brown, the Director of
Marketing, Ed Gilligan. He says that the retail strategy has changed over the last few weeks
and that Carruthers Brown now want the website to have ‘e-commerce’ capability; they want
customers to be able to order and pay for products on the website and arrange for home
delivery. Ed would like a meeting with you later today and wants to understand from you, the
implications of the new project brief.
Review the following responses A to D and indicate which you believe to be the ‘most
effective’ response to the situation and which the ‘least effective’.
Responses:
A) Ask Ed if you can have a little more time to consider this issue as you need to consult
with your colleagues, and with your team of Directors at Cloud Space, before you are
able to commit to new project requirements. Ask if you could meet up in one or two
days’ time instead.
(Not a particularly appropriate response as you can be ‘prepared enough’ by this
afternoon and in the meeting you can make it clear that your responses are ‘first
thoughts’. If you try to delay the meeting you are not responding efficiently to the client’s
needs and possible delaying the project unnecessarily.)
B) Ask the Cloud Space e-commerce specialist and one of the team of Directors to
accompany you to the meeting this afternoon in order that all the issues and
considerations are addressed properly.
(A reasonable response which will mean that the issues are thoroughly considered and
the new project plan is a realistic one, however there is a chance that these people will
not be available at such short notice.)
C) Contact your team of Directors and ask that one of them attends the meeting instead
of you – you feel that a change of project requirement needs a higher level ‘sign-off’
than you are able to provide.
(This is the least effective response as you are the Project Manager and therefore
should be involved at all stages of scoping and planning of the project.)
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D) Consult the Cloud Space e-commerce specialist, by email or phone, and also talk the
issues through with the project team. Work up an outline document including new
realistic project deadlines, issues that may arise and new costs for the project. Send
a copy of the document to your Directorial team, explaining the situation, and use it
as a basis for a discussion with Ed this afternoon.
(This is the most effective response you are taking full responsibility for planning the
project but basing your decisions on appropriate views and expertise in your team and
the wider consultancy. You are also being responsive to your clients needs but realistic
at the same time).
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Situation 2:
You have now agreed the e-commerce project changes with Ed Gilligan of Carruthers Brown
and with your Directorial team. The changes have meant that the project has been extended
by 5 weeks and it has pushed Carruthers Brown to the limits of their budget for the website
development and therefore they are very keen that the work is delivered on time and within
budget.
You are now 4 weeks from completion and the project is running on time. However there
have been some delays on one element of the work and you have had to spend some time
helping out with the team member responsible whose name is Lisa Weldon. Lisa’s part of
the project is ensuring the security and safety of the e-commerce payment methods and
ensuring compatibility of the Carruthers Brown website with the UK banks’ web-based
systems. You are worried because over the next few weeks you don’t have as much time
available to chip in with Lisa’s work and she may fall behind again.
Review the following responses A to D and indicate which you believe to be the ‘most
effective’ response to the situation and which the ‘least effective’.
Responses:
A) Have a chat with Lisa and say that you are confident that she will be able to complete
the rest of the work with less input from you. Boost her self-esteem by praising the
work that she has done so far.
(Not a particularly appropriate response as, although it is always great to boost
someone’s confidence, it is not helpful to do so by being untruthful or by simply ignoring
problems that exist. Lisa may need her skills as well as her confidence enhanced before
she can really be effective on the project.)
B) Have a detailed discussion with Lisa about her part of the project; ask her about her
confidence with the brief. Find out the cause of Lisa’s problems (e.g. is the ‘e-
commerce’ area a new one for her and does she need some expert coaching or
training to build her knowledge?). Depending on the outcome of your discussion, ask
colleagues to give her help and support as appropriate.
(This is the most effective response as Lisa may have a knowledge-gap or perhaps a
confidence issue or even a simple problem with planning her work. There should be
someone in the team or in Cloud Space as a whole who can coach her and help her
improve in these areas. You would still be there to monitor and review project progress
of course).
C) Leave Lisa with a detailed written note of your expectations of her part of the project.
Check in with her at the end of each day or two, to ensure that she is ‘on track’.
(This is the least effective response as you have done nothing to determine the cause
of her problems or to give her support in improving her performance.)
D) Ask the Cloud Space e-commerce expert to run a session with Lisa giving her some
one-to-one coaching on the software challenges involved in web-based payment
systems.
(A reasonable response but you are making assumptions about the cause of Lisa’s
problems. She may be completely ‘au fait’ with the e-commerce issues but lack
confidence in work alone or lack planning skills or even basic motivation to succeed.)
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Situation 3:
You have recently been assigned to a new project following the departure of one of the
Cloud Space Senior Project Managers. You have taken over the project about one-third of
the way into the work.
The client for the project is South Thames Borough Council and your key contact there is
Brian Greystone, IT Services Manager. The work is a re-design of the Council website to
make the site more interactive so that council taxpayers can search for events, information
and local news from an online database.
You have just finished a phone call with Brian Greystone and he has raised some issues
with you about the way that Cloud Space have been working. He commented that the
previous PM appeared to be unenthusiastic about the project and that some of your project
staff were rather lacking in energy and commitment; they appeared to feel that ‘local
authority’ work was ‘beneath them’. He said that two of his IT Services staff told him about a
meeting with a Cloud Space consultant who had told them to leave the ‘difficult bits to him’
as he imagined that they “wouldn’t have been exposed to much cutting edge technology
working for the council”.
Review the following responses A to D and indicate which you believe to be the ‘most
effective’ response to the situation and which the ‘least effective’.
Responses:
A) Call a team meeting to get to the bottom of what has been going on and remind them
of their responsibility to be committed to the project and responsive & polite to the
clients at all times.
(A reasonable response which may have the desired effect on your team’s behaviour
in future although you perhaps need to do more to reassure the client and re-build the
relationship with him and his team.)
B) Talk to each of your team members individually and find out their perspective on the
client relationship. Advise them all that they should always be responsive and
respectful to clients. Speak to Brian tell him of the process you have been through,
apologise for the past misunderstandings and assure him of Cloud Space’s
commitment to this work.
(This is the most effective response as you are not alienating your team by throwing
accusations around but you are demonstrating to Brian that you take this matter
seriously).
C) Call a team meeting and state that rude behaviour towards a client is unacceptable
and that anyone found to have been less than respectful to Brian and his team will be
taken off the project and reported to the Cloud Space Directors.
(Not a particularly appropriate response as you are implying that all your team have
the ‘wrong attitude’ which is unlikely. Additionally you are doing little to build a more
positive relationship with Brian.)
D) Don’t worry too much about Brian’s comments. The previous PM has gone which
solves one issue, also you are sure that under your leadership the team will work
effectively and deliver a great product for Brian which will leave him very satisfied.
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(This is the least effective response, you are doing nothing immediate to manage your
relationship with Brian and with South Thames as a client. The situation could easily
deteriorate now.)
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Situation 4:
Cloud Space have a long-standing client called Pickworths which is an online retailer selling
household goods, cleaning products, clothes, kitchenware and DIY products. You are the
lead manager for the Pickworths account although currently there is little development work
being done for the client. Their website is operational and uses an automated content
management system so that Pickworths staff can easily make changes to the products and
prices on the site without help from Cloud Space consultants.
You have just received an email from a colleague telling you that the rolling news channels
are reporting a takeover of Pickworths by the US firm Waldart Inc. Your colleague says that
the takeover is being referred to as ‘confirmed’ and due to be finalised in the next few weeks.
Review the following responses A to D and indicate which you believe to be the ‘most
effective’ response to the situation and which the ‘least effective’.
Responses:
A) Ask your colleague what they think about the situation and what the implications are
for Cloud Space and Pickworths working together.
(Not a particularly appropriate response as your colleague may not have any more
information or perspective on the situation than you have; it might be better to look into
the detail of the situation yourself and make your own analysis).
B) Call your key contact at Pickworths and ask for a quick update on how things are
going and whether there is anything new that Cloud Space can help with.
(A reasonable response as you may find out some information that is not in the public
domain yet and you can start planning proposals for work to re-brand or restructure the
website accordingly; however your contact may not have concrete information about
what is going on, or may not want to give it to you, and you could find out less than you
would hope and even irritate your contact.)
C) Do nothing and wait to see how the situation unfolds over the next couple of weeks.
(This is the least effective response as you will be woefully underprepared if, or when,
the takeover is finalised.)
D) Research on the internet and in the financial pages of broadsheet newspapers to
check what the likely situation is with the takeover. Draw up some projections of
potential work that Cloud Space could offer to Pickworths / Waldart, such as re-
branding of the website.
(This is the most effective response as you are considering objective and relevant
information and not pressurising your contact at Pickworths for information. Being
prepared to the new client organisation will stand you in good stead to remain a trusted
supplier in the future).
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4. Rated Responses
In these questions you will be asked to imagine yourself in a number of different scenarios
and roles. You will be presented with situations and asked to rate each of the responses to
these situations on a 5 point scale. You may assign each rating only once.
As this test is designed to help you practice your approach to Situational Judgement Tests,
commentary is provided giving information on which answers are considered to be Very
Effective, Effective, Slightly Effective, Ineffective or Counterproductive. Of course, there is
always a certain level of judgement involved with regard to how effective each response is
likely to be, which in practice will be applied by the company for whom the test is being
conducted.
The commentary provided is based on a considered understanding of global, generic
competencies for each level of role; what ‘most’ organisations and employers would expect
from their employees. The ideal response may vary from organisation to organisation and
this should be borne in mind when sitting an SJT in a live, recruitment context. Being aware
of the organisational competencies, culture and style, as well as drawing on your own
experience and skills, is very important when deciding your answers to a Situational
Judgement Test. It would help if you have an understanding of the culture and attitudes of
the company you are applying to. Often, the company describe the qualities they are looking
for in the job advertisement, or on their website.
SCENARIO 4:
You are a Team Manager working for Goliath Pharmaceuticals in their UK Headquarters in
Swindon. Goliath is a global company that develops, manufactures and markets medical
drugs in 60 countries worldwide. You manage a team which is responsible for the research,
support and marketing of Solotor which is a drug that combats high levels of bad cholesterol.
Your team consists of 15 research & development scientists and technicians and 4
marketing professionals. You also have 20 global account managers who support the sales
of Solotor in all of Goliath’s worldwide markets.
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Situation 1:
You have just briefed the team on a new market launch for Solotor which will involve two of
your global account managers and your R&D group. Goliath want to start selling Solotor in
Russia and the Ukraine in 6 months' time. The Russian food and drug regulations are
different and more stringent than many other countries in the region and part of the team’s
job will be to demonstrate empirically (through recorded lab work) that the drug meets these
safety standards. Following your briefing one of the R&D team, Bill Harrent, approached you
to say that he believes the launch deadline is unrealistic. He thinks this because in order for
the research to count towards market approval, it must be published in a peer-reviewed
journal and it can take up to 4 months to have a report approved for such a journal.
Review the following responses A to E and indicate whether you believe the response to be
Very Effective, Effective, Slightly Effective, Ineffective or Counterproductive. You may assign
each rating only once.
Competency being measured: Managing Tasks & Objectives
Responses:
A) Ask the R&D Team and the relevant account managers to outline a draft project plan
based on realistic deadlines, by the end of the day.
(The Effective response. This will result in an evidence-based, realistic approach to the
time required to achieve the product launch and you can use this plan to talk to the
people driving the launch at a senior level and ask them to reconsider their launch date.)
B) Call the Head of Marketing Central & Eastern Europe and tell her that the deadline is
not achievable.
(The Ineffective response. You will be unlikely to be able to persuade her without
detailed evidence as to why the deadlines are unrealistic; you need to involve your team
in order to get this.)
C) Outline a draft of a project plan for the Russia and Ukraine launch. Incorporate Bill’s
comments about it taking up to 4 months to publish in a peer reviewed journal.
(The Slightly Effective response. You may produce a reasonably accurate plan,
although it would be better to include your staff in the draft planning process, and you will
then have a document you can use to ‘push back’ against the planned launch date.)
D) Tell Bill that the deadline has been set by the senior management and by the CEE
Marketing experts and therefore it must be realistic.
(The Counterproductive response. Without spending time exploring whether Bill has a
valid point about the deadline you may be setting the project up to fail.)
E) Spend a day with the launch sub-team going through all the elements of the project
and drawing up a realistic and detailed draft project plan.
(The Very Effective response. This will be the best possible document on which to base
any objections that you and your team may have to the launch date. )
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Situation 2:
You have arrived for work on a Monday morning to the news that the Goliath Board of
Directors have just announced there will be redundancies made in the UK this quarter and
that this could affect up to 20% of staff.
The announcement has been made on the Goliath internal staff website. There is no
indication of who is under threat from redundancy in the information given, however it has
clearly put all your staff on edge and no-one is in the mood to get on with their work this
morning.
Review the following responses A to E and indicate whether you believe the response to be
Very Effective, Effective, Slightly Effective, Ineffective or Counterproductive. You may assign
each rating only once.
Competency being measured: Managing People
Responses:
A) See if you can find out any more information from your line manager and the HQ
Human Resources team. Inform your staff that you are seeking clarification and let
them know what you find out, if anything.
(The Effective response. You are doing your best to clarify the picture and put your team
members’ minds at rest. They will see that you know the same amount as they do and
won’t feel that you are keeping anything from them.)
B) Buy coffee and doughnuts for the whole team from Swindon’s top patisserie to cheer
them all up.
(The Ineffective response. This might have temporary comfort factor for the team but
will do little to put their minds at rest in the long term. )
C) Tell the team that there is no point in getting stressed as they probably won’t be in
the firing line and they should get on with their work to take their minds off the
situation.
(The Counterproductive response. You have no idea whether your team will be
affected at this point and therefore you should not give false reassurances.)
D) Call a brief team meeting to get the staff questions and concerns on the situation.
Take their questions and put them to the Human Resources team. Inform the staff as
to whether you receive any clarification or not.
(The Very Effective response. You are dealing with the situation honestly and directly
and trying, as far as you can, to keep your staff informed.)
E) Scrutinise the internal website and HR bulletins to see if you can find any extra
information to enlighten or reassure your staff.
(The Slightly Effective response. At least you are demonstrating that you are
concerned to alleviate their worries, however you are unlikely to find any extra
information this way.)
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Situation 3:
You received an email from Bill Harrent which he has labelled urgent and confidential. In it
he tells you that he has just finished analysing a batch of tests for a routine review of
Solotor’s ‘unintended outcomes’; sometimes called the ‘side effects’ of the drug. He says
that he was stunned to find that there was a slight drop in the blood sodium levels of the rats
he had been studying. The danger is that if Solotor really does have an impact on users’
sodium levels then there is a risk of people developing hyponatremia which causes the
kidneys to have to work very hard to maintain the right levels of sodium in the body. One of
the extreme outcomes of hyponatremia can be the sufferer going into a coma.
Review the following responses A to E and indicate whether you believe the response to be
Very Effective, Effective, Slightly Effective, Ineffective or Counterproductive. You may assign
each rating only once.
Competency being measured: Relationship & Reputation Building
Responses:
A) Ask Bill to replicate the study and ask one of Bill’s colleagues to verify the results.
(The Effective response. This will give you reassurance that the data produced in Bill’s
original work were not simply a ‘one off’; you will then be able to make a decision about
how to assess the statistical risk associated with this side effect and what impact this will
have, if any, on the marketing of the drug.)
B) Call the manufacturing plant in Poland immediately and tell them to halt production
until a change can be made to the ‘possible side effects’ information given with the
drug.
(The Ineffective response. Without double-checking and verifying Bill’s work you cannot
be sure that the side effects information needs to be changed.)
C) Call a contact of yours at Science Today magazine and ask whether he knows of any
recent media coverage of hyponatremia.
(The Counterproductive response. You are potentially alerting a journalist to a problem
with one of Goliath’s drugs and as he is an existing contact of yours he may realise that it
has to do with Solotor. Also whether there has been media coverage or not is irrelevant
to your work in risk assessing this drug.)
D) Take Bill’s data to your boss and alert her that there may be an issue here.
(The Slightly Effective response. Whilst it is worth keeping your boss in the loop, you
really need to double-check Bill’s results first though to be sure that the effect is
verifiable.)
E) Bring in an independent laboratory to verify (or disprove) Bill’s results.
(The Very Effective response. This will generate the most robust evidence for whether
the risk is present or not. You can then progress on to assessing the level of risk and its
implications for the marketing of Solotor.)
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Situation 4:
One of the key ingredients in the outer coating of the capsule form of Solotor is magnesium
stearate (MS); it is made from hydrogenated palm oil. Due to the worldwide outcry against oil
palm plantations (which have been found to be responsible for a large amount of
deforestation in the tropics which leads to the displacement of wildlife and the warming of the
Earth’s climate) the production of palm oil has fallen drastically and the price risen. Therefore
the cost of magnesium stearate has risen as well.
You have been asked to attend an emergency meeting to discuss the implications for the
cost of Solotor manufacture; colleagues from Finance, HQ Marketing and Manufacturing
(Europe) are also attending the meeting.
Review the following responses A to E and indicate whether you believe the response to be
Very Effective, Effective, Slightly Effective, Ineffective or Counterproductive. You may assign
each rating only once.
Competency being measured: Analytical Thinking & Decision-making
Responses:
A) Ask your team to attend the meeting with you to present information to the attendees
about what the function of MS is in the design of the Solotor capsule.
(The Effective response. This could be useful as this might help the meeting to
understand whether there are valid alternatives that can be used in the manufacture;
although it would be better if you or your team could already have generated a list of
these.)
B) Research the cost of MS as a percentage of the entire cost of a single unit of Solotor;
run a projection to show how an increase in the cost of MS affects the cost of Solotor
production.
(The Ineffective response. You are not the best placed person at the meeting to do this;
your finance and manufacturing colleagues will able to do this more quickly and
accurately.)
C) Search the internet for low-cost sources of MS; compare prices between
manufacturers.
(The Counterproductive response. This will almost certainly turn out to be a duplication
of effort as this is where the finance and manufacturing colleagues will have expertise.)
D) Attend the meeting and ask your colleagues how you might be best able to help
them.
(The Slightly Effective response. At least you aren’t duplicating any effort but you
should be able to predict which information would be useful to contribute as well as
perhaps clarifying and checking this at the meeting).
E) Ask your team for a full report on how MS is used in the Solotor capsule which they
initially designed; ask for a list of valid alternative ingredients, if possible.
(The Very Effective response. This is the ‘value-add’ information that you will bring to
the meeting; the other attendees will be able to bring cost and process information.)
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- End of Practice Situational Judgement Test 4 -
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