Free situational judgement test questions with explanations
When practicing situational judgement tests, you should seek to experience a variety of question types that address key competencies – communication, teamwork and decision-making skills, for example.
If you’d like to try a practice test offline, download this Situational Judgement Test PDF.
Alternatively, you can take a look at these example questions.
Example question: communication
Read the passage and select how you would most likely and least likely respond:
A) Be honest with your manager, outlining that your current project and your colleague will continue to need your input until the end of the first project. Explain that you don’t want to desert them and see the project fail.
B) Accept the second project and explain to your manager that you will work extra hours and weekends to ensure that you can dedicate sufficient time to both projects for the immediate term. This will ensure that your less experienced colleague is not abandoned but that you can still take on the new project.
C) Tell your manager that you would love to take on the second project and make assurances that you will successfully deliver both by giving your colleague on the first project more autonomy but will continue to regularly meet with them and be on hand for issues as they arise.
D) Agree to take on the second project but set up daily calls with your less experienced colleague who is working on the first project to ensure that they remain on track and that you know everything that is happening. That way you can continue to oversee the first project as well as managing the second one.
Example question: teamwork
Read the passage and select how you would most likely and least likely respond:
A) Tactfully suggest the group should focus on the suggestions that are more in keeping with the current product lines. This will give the group more focus and will get them moving on to the next stage more effectively.
B) Suggest that as a group you create a series of criteria against which to review all of the suggestions made so far. This will ensure that all suggestions get a fair hearing.
C) Suggest that the group splits into three so that each pair can quickly work up a project plan for their favoured suggestion. Encourage your less conventional team members a chance to work up a plan that they can share with the rest of the group to demonstrate a way of making their ideas work.
D) Ask each member of the group which of the suggested product lines they think will be more successful and why. Offer to act as secretary and record all opinions. Once everyone has put their point forward, encourage a debate that focuses on coming to agreement based on the pros and cons of the solutions offered.
Example question: decision-making skills
Read the passage and select how you would most likely and least likely respond:
A) Arrange a kick off meeting with your manager to brainstorm ideas based on their prior experience in retail and your observations of the business since joining.
B) Start by conducting desk based research to look at what the competition is doing and learning from that.
C) Set up a series of focus groups to include customers from a diverse range of backgrounds to try and understand what they are looking for from the loyalty card.
D) Meet with the finance and marketing teams and chair a session to generate ideas from them on what would generate the most financial gains in their view.
Example question: customer service
Read the passage and select how you would most likely and least likely respond:
A) Respond to the email as best you can before leaving without having access to the key files and tell the client that you will double check everything first thing on Monday.
B) Call the client immediately to find out exactly when they need the information by. If they do need it this evening you can pop back to the office and talk them through the key information and then provide a more in-depth written response on Monday.
C) Reply immediately telling the client that you need to get more information for them before you can give them an answer in full and with that in mind you will get back to them first thing on Monday morning as a priority.
D) Leave the email for now and deal with it first thing on Monday morning. The client will have received your out of office response anyway and may have contacted a colleague already.
Answers
Communication
C) is the most likely. This response shows that you are enthusiastic about extra responsibilities and that you have thought of ways to ensure both projects can successfully be delivered. You are demonstrating that you can empower and support your colleague without having to get involved in all of the day to day delivery issues.
A) is the least likely. Your manager is demonstrating trust in you by offering you the opportunity to lead a project within a different department. As a graduate you need to grasp opportunities like this with enthusiasm and find ways to ensure all projects are delivered successfully. By declining their offer you may be missing out on opportunities further down the line.
Teamwork
D) is the most likely. By asking everyone to make a decision about their favoured option and to also back this up with reasoned arguments it is encouraging debate and open communication. Everyone has to listen to everyone else’s views and this will encourage the team to work more cohesively.
A) is the least likely. This approach may well encourage the group to progress to the next stage but it fails to recognise that diverse views can be harnessed to give a real advantage in a team situation. Sometimes it is too easy to stick with what we know rather than capitalising on diversity within a team, even if it takes you outside of your comfort zone.
Decision making
C) is the most likely. This approach ensures that your initial proposal will take account of what customers would like to see. By taking steps to understand your customers you can tailor your proposals to ensure their needs are met.
A) is the least likely. Your manager has asked you come up with some proposed changes. This approach merely brings the problem back to them. Further, it is a very inward facing approach and takes no account of the competitive landscape and more importantly, what customers would like to see.
Customer service
B) is the most likely. By calling the client you are ensuring that you are respond according to their needs. It may be that they can wait for the information but it is important to establish this. It recognises that even a simple verbal response must be correct and having access to the correct files is vital. As they are your client it is important that you demonstrate you are willing to go the extra mile.
D) is the least likely. This is a client you have been working with very closely for 6 months so it is you they need help from. By ignoring the email completely it is evident that you are not prepared to go the extra mile. You have a good relationship with them so simply ignoring them is not what they will expect from you.
What competencies do situational judgement tests typically test?
Examples of core competencies tested by situational judgement tests include (but are not limited to):
Communication skills
SJTs focus on your skill with people: good communication and networking abilities should earn you a few points. But what really constitutes good communication?
Strong SJT responses typically show that you:
- Listen and ask clarifying questions before acting
- Adapt your tone to the audience (colleague vs manager vs customer)
- Communicate calmly, respectfully, and with purpose
- Avoid blame and focus on resolving the issue
Teamwork and collaboration
Employers want to see that you can work effectively with others, contribute to shared goals, and handle differences maturely.
Strong SJT responses typically demonstrate:
- A willingness to support colleagues and share information
- Respect for different perspectives
- A focus on what’s best for the team, not just yourself
- Constructive ways to resolve conflict (rather than escalating or ignoring it)
Relationship building
You need to know how to successfully network with your team members. But also how to sustain effective relationships beyond your workplace.
This competency is often tested through scenarios involving:
- Stakeholder management
- Customer and partner relationships
- Cross-team communication
- Influencing without authority
- Handling difficult conversations professionally
Customer focus
Customer experience is highly important, and employers know it. To score highly in SJTs, you must demonstrate that you value customers and clients.
This typically means:
- Empathy and professionalism
- Accountability and timely action
- A balanced approach
- Going the extra mile
- Escalation to the right person when needed
Creative and analytical thinking
This is the core of most SJTs: can you choose an effective course of action based on limited information?
Employers often reward answers that:
- Prioritise safety, ethics, and professionalism
- Consider consequences before acting
- Gather information when appropriate
- Choose proportionate actions (not overreacting or doing nothing)
Commercial awareness
Commercial awareness, together with market and competitor knowledge, is especially relevant if you are applying for a job in law or finance.
It can include behaviours such as:
- Understanding client needs and expectations
- Considering cost, time, and business impact
- Seizing opportunities to grow an organization
- Balancing quality with efficiency
- Protecting long-term relationships and reputation
Achiever attitude
A true achiever personality should possess drive, determination, and resilience. If you have a ‘can-do’ attitude, it means you are:
- Responsible for the successful delivery of your own tasks
- Ready to work hard when required
- Displaying enthusiasm in all that you do
- Focused on achieving results
- Able to keep the end-goal in sight at all times
Planning and organising
Employers want to know that you can deliver high-quality work in an efficient and timely manner.
Strong SJT responses typically demonstrate:
- Structured thinking and prioritisation
- Awareness of urgency vs importance
- Proactive communication about deadlines
- Effective delegation or escalation when appropriate
