Situational Judgement test questions assess how you approach situations encountered in the workplace. This test is built around hypothetical work situations, to which you are expected to react accordingly. Your answers will indicate your judgement and decision-making abilities and your alignment with the values and behaviours of that particular company.
Being able to quickly identify and come up with solutions to issues in the workplace is a highly sought-after skill for a variety of roles.
Practise with our Situational Judgement test questions to help you know what to expect, improve your speed and confidence and be really prepared for the actual test.
What would you do? Choose the BEST option.
This is an inflexible situation as far as you are concerned, so you accept it and do your share of the work load to the best of your ability. The rest is up to your co-worker.
You are concerned that the quality of the project will reflect badly on you and the company, so you put in extra hours to complete the project by yourself to the best of your abilities.
You cannot accept this kind of attitude. You immediately contact your manager to discuss the situation. You request that your co-worker be replaced by another worker to complete the project.
You reach out to the co-worker, explain your difficulty and try to negotiate a fair distribution of the work load between you. You take into account that you might have to put in extra hours to complete whatever tasks he neglects to do.
Correct answer is D
No explanation has been provided for this answer.
Matt, a co-worker in your staff with whom you share an office, needs your advice regarding a report he is about to present at this week's team meeting. These meetings are led by your team manager but the department manager is almost always present, too.
Although the part of the report that Matt shows you seems fine, you notice that the numerical analysis in another section of the report is missing important conclusions. You can tell that this section of the report does not adhere to the standards of your department's supervisors.
Matt seems to be confident about that part of the report and you get the impression that he is not interested in your opinion about it.
What would you do? Choose the BEST option.
If he is not interested in your opinion there is not much you can do about it, so you let it go and leave him to deal with the consequences of a poor presentation.
If he does not want to listen to you, notify management about it. Talk to your manager and ask him to explain to Matt the importance of the necessary changes.
You do your best to get him to listen. It may involve some discomfort but you try to explain the logic behind your criticism in the hope that he will understand.
It's best to stay out of it. If Matt does not want to hear your thoughts, that is his right and there is always the possibility that you are mistaken.
Correct answer is C
No explanation has been provided for this answer.
What would you do? Choose the BEST option.
You meet with the employee and explain that her negative behaviour is affecting not only her performance but that of the entire office. You express a sincere desire to help her during her rough patch on condition that she cooperate with you and improve her attitude.
You feel that since she is a very popular employee it is crucial that she be replaced temporarily or else office performance will suffer. You assign her to back office tasks for the time being and promise her that once her performance improves, you will re-instate her in her former position.
You call a staff meeting to talk about the negative atmosphere in the office. You single out the problematic employee and discuss her contribution to this atmosphere in the hope that her behaviour will improve.
You decide to let it blow over. She has been a consistently good employee until recently and you feel you need to "cut her some slack". Part of your job is to be sensitive to your employees' needs when necessary.
Correct answer is A
No explanation has been provided for this answer.
What would you do? Choose the BEST option.
You do not accept the decision and send the training manager a furious e- mail demanding that she re-open the course for your employees as their performance is hindered by the delay in their training. You make sure to cc the executive director.
Since relations between you and the training manager are already strained, you decide to let the subject go this time and wait a few months until the next course opens.
You contact the manager of the other department, whose workers were selected for training instead of your employees. You try to convince him to let one of your employees take the course instead of one of his.
You talk to the training manager and try to understand the reasons for her decision. You explain the necessity of training for your department's performance and try to persuade her to let at least one of your employees attend the course.
Correct answer is D
No explanation has been provided for this answer.
What would you do? Choose the BEST option.
You wait to see how things develop; at the moment this information is merely hearsay.
You call your co-worker in for a talk. You explain that cooperation is an essential feature of any workplace and tell him you believe both of you can learn from one another. If he refuses to understand you take more serious steps.
You do not want to take any chances with such issues. You report the matter to your supervisor and advise him to consider replacing your co-worker.
Since you do not want to make a "big deal" out of the issue, you ask a third party to intimate to your co-worker that his behaviour is unacceptable.
Correct answer is B
No explanation has been provided for this answer.
What would you do? Choose the BEST option.
You trust your manager's judgement and withdraw your proposition. There's no point in going against her better judgement.
You present a document to your manager systematically detailing the advantages of your proposition and its contribution to the company. If she keeps insisting, you'll support her decision.
You implement your proposition despite the manager's resistance. Since you have a lot of faith in this proposition, you decide to trust your judgement and go behind her back this once for the benefit of the company.
You confront your manager on the issue and insist that she accept your proposal. You are positive that you are right. You have the marketing people to back you and will not give up until you convince your manager otherwise.
Correct answer is B
No explanation has been provided for this answer.
What would you do? Choose the BEST option.
Since the rumour is already out, you update all your acquaintances in the organisation that you are in the midst of negotiations for a new position. This may even encourage your directors to promote you within the company.
Since it is only a rumour, you don't update anyone until you actually hand in your notice. Nothing has been decided yet.
Since the rumour is already out and you will probably leave, you invest a little less in your work and a bit more in attaining the new position.
Because the rumour is out, you update your manager and only him about your intention of leaving. Since you are still an employee there, you keep working normally.
Correct answer is D
No explanation has been provided for this answer.
What would you do? Choose the BEST option.
You explain your personal situation to the director and apologise for the decline in the performance of your team. You ask to take a few days off to recuperate.
You make a decision to put aside your personal situation and consult other sales directors regarding their ways of coping with a volatile market. You devote yourself entirely to your work.
You update the director on the changes in the market and explain that there is nothing that can be done at the moment to improve sales.
You scold your team members for their poor performance and set new, more attainable sales targets in line with the changes in the market.
Correct answer is B
No explanation has been provided for this answer.
What would you do? RANK ORDER all responses (1=most effective to
4=least effective).
A. Since this course is likely to result in the relocation of the deputy manager, you approve her participation in the course.
B. You contact your director immediately and ask that she be relocated to a different position, more suited to her capabilities.
C. You veto her participation in the course and discuss it with her. You express your concerns and you try to work out your differences. You update your director.
D. You approve her participation in the course since it was offered by the director. However, you voice your concerns to the director.
C → D → B → A
D → A → B → C
A → D → B → D
B → D → C → A
Correct answer is A
No explanation has been provided for this answer.
What would you do? Choose the BEST option.
You accept the idea of the senior marketing manager. Since she is more senior she has more influence on your status in the company and therefore it is politically wiser to support her.
You accept the idea of your supervisor. Since he is directly above you, he has more influence on your daily routine in the company and therefore it is politically wiser to support him.
You weigh up the advantages and disadvantages of each side and decide accordingly without getting involved in their personal conflict.
You believe that getting involved in this dispute would be detrimental to you as both sides are superior to you. Therefore, you refuse to pick a side saying that both strategies are equally successful.
Correct answer is C
No explanation has been provided for this answer.
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