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SJT examples
Each situational judgmeent test respondent must review a full set of scenarios. For each SJT scenario the respondent must analyse the possible rationale for each multiple-choice answer options being the correct answer.
For example, making a judgement…
- As to which answer response option is most closely aligned with the company’s expectations. This could be around complying with company rules or acting in line with company values.
- Based on ambiguous or incomplete information.
- On achieving a shared goal.
- About which actions are more likely to achieve the objective (outlined in the SJT scenario).
- On how best to interact with colleagues in their team. Or on a work project.
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Working With Others competency
| EPSO SJT Example 1 – Working with Others | Most Likely / Least Likely | |
| If a problem requiring urgent attention occurred in my department but I know that it was a colleague’s responsibility, I would… | ||
| a | Continue as normal and stay focused on doing my own job. | |
| b | Inform my manager about the colleague who was a fault. | |
| c | Stop doing whatever I was doing and help to fix the problem. | M |
| d | Consider it my supervisor’s job to speak to the colleague at fault. | L |
Delivering Quality and Results competency
| EPSO SJT Example 1 – Delivering Quality and Results | Most Likely / Least Likely | |
| Two colleagues are transferred into your team from a poorly performing team; comprised mainly of new joiners. Your manager proposes that you monitor the quality of their work. It is your responsibility to drive their performance upwards. | ||
| a | Produce and review daily performance reports before sending them to your manager. | |
| b | Set additional targets of a type that each colleague has agreed will motivate them | M |
| c | Give the two colleagues a few days to settle in and then call a meeting. | |
| d | Ask each of the two colleagues which reward will be the most effective at motivating them. | L |
Prioritising and Organising competency – Situational judgement test example
| EPSO SJT Example 1 – Prioritising and Organising | Most Likely / Least Likely | |
| You have two very important deadlines to meet by the end of your working day. However it is becoming clear in your final two hours of working that you are in danger of missing both deadlines. | ||
| a | Speed up your remaining tasks so that you will still be able to meet both deadlines. | |
| b | Aim to achieve one deadline and to renegotiate the delivery date for the other. | |
| c | Work out what’s left to do and then prioritise the most critical tasks for the time remaining. | M |
| d | Focus on still doing a quality job even if you must miss a deadline. | L |
Analysis and Problem-Solving competency
| EPSO SJT Example 1 – Analysis and Problem-Solving | Most Likely / Least Likely | |
| This year there’s already been lots of new processes causing some problems amongst your team. As a result, some of your colleagues are now very resistant handling any more change. In fact, one of your closest team colleagues has just confided in you that they really cannot cope with another increase in their daily responsibilities. | ||
| a | Advise your superior a colleague was feeling very stressed, which could be a wider team problem | M |
| b | Be empathetic whilst suggesting that they are more confident about their capacity for coping. | |
| c | Advise your colleague to take a deep breath for the time being, and to wait for things to improve. | |
| d | Suggest that there are specialists who are experienced at coping with stress at work. | L |
Resilience competency – Situational judgement test example
| EPSO SJT Example 2 – Resilience | Most Likely / Least Likely | |
| Each member of your team agreed a set of priorities with your manager. Surprisingly you and the team just heard a presentation by this senior manager outlining a completely different set of priorities. | ||
| a | Get your team’s perspective on the situation and pass on these views to your manager. | |
| b | Email your senior manager a breakdown of the differences and copy in each of your team. | |
| c | Focus on the meeting and its outcomes – the previous set of priorities is clearly now out -of-date. | L |
| d | Highlight to your senior manager how what you just heard contradicts what was said before. | M |
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Situational judgement test examples
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