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You have 13 minutes to answer 10 questions. Each question describes a workplace situation and four possible responses. For every question, select the response you believe would be MOST effective and the response you believe would be LEAST effective. There are no trick questions; judge each response on how well it would work in the situation described.
About this test: this is one of a set of practice tests covering the areas Chevron’s assessment process typically includes. It is written by us: it is not Chevron’s own assessment and these are not Chevron’s questions.
Question 1 of 10
You are an office assistant at a plumbing and heating firm. This morning the operations manager emailed asking you to compile last quarter’s supplier invoices for a cost review he is running later this week. As you begin, an engineer phones: he is at a customer’s home and cannot start a boiler repair until you email him the parts authorisation, which means finding the customer’s warranty record, about twenty minutes’ work. He and the customer are waiting. Which response below would be most effective, and which would be least effective?
Most effective: D. Send the engineer's authorisation first, since he and the customer are blocked until it arrives, then return to the invoices, which are not needed until later in the week.
Least effective: C. Tell the engineer the authorisation is already on its way so he stops chasing, then carry on with the invoices and actually send it once they are finished.
A: Substitutes own judgement for the stakeholder's: it ranks the manager's request first because of seniority, when his own email says the review is later this week, inventing an urgency he never expressed while two people stand waiting.
B: Splits effort so nothing finishes: the authorisation is a single twenty-minute job, and breaking it into fragments between invoice batches stretches the engineer's and customer's wait far beyond what doing it in one go would take.
C: Is dishonest to the engineer's face: claiming the authorisation is already on its way buys quiet at the cost of the truth, leaving him and the customer waiting on something that is not coming. That is deception, not a defensible ordering of tasks.
The most effective response is to send the engineer’s authorisation first and then return to the invoices: he and the customer are blocked right now, the authorisation takes about twenty minutes, and the invoices are not needed until the review later in the week, so urgency and importance both point the same way. It beats finishing the invoices because the request came from senior management, since that invents an urgency the operations manager never expressed and ranks his request first on seniority while two people stand waiting. It beats alternating between the two tasks, because that chops a single short job into fragments and stretches the engineer’s and customer’s wait well beyond the twenty minutes it needs. The least effective response is telling the engineer the authorisation is already on its way when it is not: unlike putting the invoices first, which at least gives him an honest timeline, and unlike alternating, which at least makes real progress on the authorisation, it tells him a straightforward lie and leaves him and the customer waiting on something that is not coming. The principle: order work by real urgency and stated need, since a person blocked now outranks a task wanted later in the week, and never manage the gap with a lie.
Question 2 of 10
You work in sample reception at a testing laboratory. At 2pm three things need doing. A batch of clinical samples has arrived that must go into the fridge within thirty minutes or be discarded. A client is on hold asking for a results certificate. And your manager wants the weekly sample log by 5pm, which takes an hour. You are alone at the bench. The certificate takes ten minutes. Which response below would be most effective, and which would be least effective?
Most effective: C. Get the clinical samples into the fridge first, then produce the client's certificate, then do the sample log before 5pm.
Least effective: D. Refrigerate the samples, then leave the client on hold and do the log, ringing him back tomorrow when the log has been submitted and the bench is quieter.
A: Delays the decision: ten minutes on the phone eats a third of the thirty-minute window in which a batch of clinical samples is still usable, and they cannot be replaced once discarded.
B: Splits effort so nothing finishes: it starts the one task with three hours of room and leaves a thirty-minute window and a waiting client to be squeezed around it.
D: Ignores the customer's actual need: it leaves a client holding on the telephone with no answer at all and defers a ten-minute job to the next day, when three hours were available. Abandoning someone already on the line is the worst of the four.
The most effective response is to get the clinical samples into the fridge first, then produce the client’s certificate, then do the sample log before 5pm: only the samples have a window that closes, at 2.30, and losing them means they cannot be tested at all. Once they are refrigerated, ten minutes for the certificate and an hour for the log both fit comfortably. It beats taking the client off hold first because he is waiting on the phone, since that spends a third of the refrigeration window on something with no deadline attached. It beats starting the sample log because it is the longest job with a fixed deadline, because that leaves the irreversible task to be squeezed. The least effective response is refrigerating the samples and then leaving the client on hold to ring back tomorrow: it gets the samples right and then abandons a client already on the line, deferring a ten-minute job to the following day when there were three hours to spare. That is worse than the other two, which mis-sequence but serve everyone the same day. The principle: protect the thing that cannot be recovered first, then fit the rest around it in the time that remains.
Question 3 of 10
You are an account assistant at a catering supplier. A regular client has booked food for a conference on Thursday. On Tuesday you discover the order was entered for eighty covers rather than the hundred and eighty confirmed in the client’s email. Production can make up the difference only if the kitchen is told today, and the client’s contact is travelling with intermittent phone signal. Your account manager is on leave until Thursday. Which response below would be most effective, and which would be least effective?
Most effective: C. Tell the kitchen today to produce the hundred and eighty confirmed in writing, and immediately email and text the client explaining the correction and asking her to flag any change.
Least effective: A. Leave the order at eighty covers, since that is what the system says and the client's own contact cannot be reached to authorise a change before the kitchen's deadline.
A: Hides the problem / silent deadline slip: you know the written confirmation says a hundred and eighty and let a conference go a hundred covers short without telling anyone. Hiding behind the system record is concealment, not caution.
B: Delays the decision: she is travelling with poor signal and the kitchen needs today's instruction. Waiting for a confirmation that may not arrive spends the only window in which the shortfall can be fixed.
D: Hides the problem: the covers get made and the client is told after the event she could no longer influence. She loses any say in a change to her own order, and learns of the error only once it cannot matter.
The most effective response is to tell the kitchen today to produce the hundred and eighty confirmed in writing, and immediately email and text the client explaining the correction: her written confirmation is the best evidence of what she ordered, the kitchen’s window closes today, and reaching her on two channels at once means she is informed and can still correct you. Acting and informing together is what the situation allows; only one of them is not enough. It beats emailing her contact and asking her to confirm the number before you tell the kitchen, because waiting for a reply from someone with intermittent signal spends the kitchen’s window on a confirmation you already hold in writing. It beats producing the full number now and telling her on Thursday morning, because that takes a decision about her order out of her hands when she could still have had a say. The least effective response is leaving the order at eighty covers because that is what the system says: it lets a conference go a hundred covers short, against a written confirmation you have read, and tells nobody, using the system record as cover for doing nothing. That is worse than emailing for confirmation, which at least asks, and worse than telling her afterwards, which at least gets the food right. The principle: when the evidence is clear and the window is closing, act on the evidence and tell the client at the same time, not instead.
Question 4 of 10
You are a customer service assistant for a coach travel operator. Sorting a refund you notice that a driver’s tachograph records for a regular Friday service show consistently less rest than the schedule allows, across several weeks. You are not in operations and do not know the rules in detail, but the pattern looks wrong. The operations manager is on site. The Friday service runs tomorrow. Which response below would be most effective, and which would be least effective?
Most effective: B. Take what you have found to the operations manager today, show him the records, say you may have misread them, and let him judge before tomorrow's service.
Least effective: C. Leave it, since you are not in operations, you do not know the rules, and the records are presumably checked by people whose job it is to check them.
A: Delays the decision: the caution is reasonable and the clock is not. The service runs tomorrow, and teaching yourself the rules first spends the time in which the person who already knows them could have looked.
C: Fails to escalate a genuine risk: a pattern suggesting a driver is under-rested runs again tomorrow, and the reason for silence is that somebody else must have noticed. Not being certain is a reason to ask, not a reason to say nothing.
D: Personalises the conflict: it makes a compliance question into a private word with the person it concerns, which is the one route guaranteed not to reach anybody who can check the records.
The most effective response is to take what you have found to the operations manager today, show him the records and say you may have misread them: you do not need to be right, you need the right person to look, and he can settle in minutes what you cannot settle at all. Saying you may have misread it is honest and costs nothing; the service runs tomorrow, so today is when it has to happen. It beats looking up the drivers’ hours rules and checking the records properly yourself first, because that is a day’s work to reach a conclusion he can reach in five minutes, and tomorrow’s service does not wait for it. It beats mentioning it to the driver next time you see him, because that is the one route that never reaches anyone able to check the records, and it puts him on notice rather than getting the question answered. The least effective response is leaving it because you are not in operations and do not know the rules: it leaves a possible under-rested driver on tomorrow’s service, on the assumption that the checks someone else does must be working, which is exactly what the pattern calls into question. That is worse than the other two, which are slow or misdirected but still act. The principle: when you spot something that might be a safety problem, take it to the person qualified to judge it, before the next time it matters, and be honest that you might be wrong.
Question 5 of 10
You are a supervisor in a commercial cleaning team working in an office building overnight. One of your team, Kasia, is new and is spending far too long on each room; at the current rate the third floor will not be finished before the building opens at 7am. It is 3am. Two other cleaners have finished their floors. Your contract manager is contactable by phone. Which response below would be most effective, and which would be least effective?
Most effective: D. Tell Kasia where she is against the 7am deadline, show her a faster way through a room, and move the two finished cleaners onto the third floor with her.
Least effective: B. Let the floor run short and leave a note for the day team explaining which rooms were not done, since Kasia is new and pushing her would be unfair.
A: Prioritises harmony over honesty: it finishes the floor and leaves Kasia working at the same rate tomorrow night, because nobody has told her what pace the contract needs.
B: Hides the problem / silent deadline slip: it decides at 3am to miss a contractual deadline with four hours and two free cleaners available, and leaves the client's building part-cleaned with a note. Choosing the failure is worse than mishandling the fix.
C: Escalates prematurely: there are four hours, two cleaners free and a fix within your reach as supervisor. Reporting a new starter before trying the obvious redeployment makes a performance case out of a training gap.
The most effective response is to tell Kasia where she is against the 7am deadline, show her a faster way through a room, and move the two finished cleaners onto the third floor with her: there are four hours, two people free and a new colleague who does not yet know the pace the contract needs, so redeploying and coaching at once fixes tonight and tomorrow. It beats moving the two finished cleaners across without saying anything to her, because that gets the floor done and leaves her working at the same rate, so the same shortfall recurs. It beats ringing the contract manager to report that a new cleaner is working too slowly, because the fix is within your authority as supervisor and there is ample time, so reporting a new starter first turns training into a performance issue. The least effective response is letting the floor run short and leaving a note for the day team: it accepts a missed contractual deadline at 3am, with four hours and two idle cleaners available. That is worse than the other two, which both try to make the deadline. The principle: measure against the deadline, tell the person who is behind, and move the resource you already have.
Question 6 of 10
You are a chef de partie in a restaurant kitchen. The new sous chef has changed how your section plates a dish, and does so by calling corrections across the pass during service in front of the whole brigade. The dish is fine either way. Service is suffering because you are second-guessing yourself. There is a quiet hour between lunch and dinner service. The head chef is in most afternoons. Which response below would be most effective, and which would be least effective?
Most effective: C. Speak to the sous chef in the quiet hour between services, tell him the corrections across the pass are affecting your section, and agree how he will raise changes in future.
Least effective: D. Say nothing and plate the dish whichever way he last asked for, since the dish is fine either way and challenging a new sous chef during his first weeks would not go down well.
A: Escalates prematurely: the sous chef is new and has not been told the corrections land badly, so the first he hears of it is from the head chef, over something a quiet hour could settle.
B: Personalises the conflict: it takes a disagreement into the middle of service in front of the brigade, which is the very thing that makes the corrections difficult, and turns it into a public contest.
D: Avoids the difficult conversation: it accepts that service keeps suffering because you cannot predict which version is wanted, and the reason for silence is the sous chef's newness rather than anything about the food.
The most effective response is to speak to the sous chef in the quiet hour between services, tell him the corrections across the pass are affecting your section, and agree how he will raise changes in future: the substance is trivial, the problem is when and how the corrections are made, and there is a quiet hour built into the day for exactly this. Agreeing the process fixes the cause rather than the instance. It beats raising it with the head chef this afternoon, because the sous chef is new and has never been told the effect, so going above him first turns an easy conversation into a complaint. It beats answering him across the pass next time so the brigade hear both sides, because that repeats the mistake and adds an audience. The least effective response is saying nothing and plating it whichever way he last asked: it leaves service suffering indefinitely while you guess at which version is wanted, and the reason for silence is that he is new. That is worse than the other two, which raise it in the wrong place but do raise it. The principle: take the conversation to the person, at the moment of the day designed for it, and agree the process rather than arguing the instance.
Question 7 of 10
You volunteer at a food bank warehouse. Your fellow volunteer Grace is sorting a large donation alone against a 4pm van collection for the distribution centres, and it is 3pm. The sorting needs two people to be finished in time. You have completed the task you were given and nothing else is outstanding. The warehouse coordinator is on a call in the office. Which response below would be most effective, and which would be least effective?
Most effective: D. Go over to Grace, tell her your own task is done, and sort alongside her until the donation is ready for the 4pm collection.
Least effective: B. Tidy your own area until someone asks you to help, since the donation was assigned to Grace and she has not said she is struggling with it.
A: Delays the decision: waiting for the call to end spends part of the only hour available to arrange what you could simply start doing.
B: Waits to be asked: a two-person job is being done by one against a van collection, and the reason for not helping is that nobody has asked. Waiting to be asked is what makes the van leave short.
C: Substitutes own judgement for the stakeholder's: a volunteer an hour from a collection will usually say she is managing, so the offer is courteous and predictably leaves her sorting alone.
The most effective response is to go over to Grace, tell her your own task is done, and sort alongside her until the donation is ready for the 4pm collection: the sorting needs two people, there is an hour, and your task is finished, so joining her is what actually makes the collection. Saying your work is done removes any need for her to ask. It beats asking whether she would like help and finding something else if she says she is managing, because a volunteer under time pressure will usually decline a general offer, and the donation is no further sorted. It beats waiting for the warehouse coordinator to finish her call and suggesting someone helps, because that spends part of the hour arranging what you could begin immediately. The least effective response is tidying your own area until someone asks you to help: it leaves a two-person job with one person against a van collection. That is worse than waiting for the coordinator, which at least seeks help, and worse than offering, which at least asks. The principle: when your own work is finished and a colleague plainly cannot finish alone, start helping rather than waiting to be asked.
Question 8 of 10
You work as a machine operative at a joinery workshop. Changing over the crosscut saw, you notice its blade guard is cracked and no longer locks into position. Workshop rules say a defective guard must be reported to the supervisor, who takes the machine out of use until it is repaired. It is the only crosscut saw in the workshop, several colleagues rely on it every day, and losing it would slow the whole team’s work; the last repair took most of a week. Which response below would be most effective, and which would be least effective?
Most effective: C. Report the cracked guard to your supervisor straight away, so the saw comes out of use until it has been repaired.
Least effective: A. Say nothing about the guard and plan your own jobs around the other machines, leaving the crosscut saw available for the colleagues who rely on it.
A: Stays silent about a known safety risk: keeping quiet while steering only yourself away from the saw protects you and nobody else; colleagues keep using a machine you know is unsafe, which is self-protective silence rather than a defensible reading of the risk.
B: Fails to escalate a genuine risk: care and warnings do not fix a guard that no longer locks, and waiting days for a meeting keeps a known hazard in daily use when the rules give you a route that acts today.
D: Escalates on assumptions without checking: widening one observed fault into a workshop-wide inspection request is built on a guess, bypasses the supervisor the rules name, and leaves the one saw you know is unsafe in use while the bigger process gets arranged.
The most effective response is to report the cracked guard to your supervisor straight away so the saw comes out of use: a guard that is cracked and no longer locks is a genuine injury risk, the rules name exactly who to tell, and the supervisor can act today. The disruption to the team is real, but it is the trade the workshop’s own rules have already made. It beats carrying on with extra care and raising it at the team meeting, because care and warnings do not make a broken guard safe, and waiting days keeps the hazard in daily use for the sake of avoiding a difficult report. It beats emailing the health and safety officer for a workshop-wide inspection, because that inflates one observed fault into an assumed general problem, bypasses the supervisor who can act now, and leaves the one saw you know is unsafe running while a bigger inspection is arranged. The least effective response is saying nothing and working around the saw yourself: unlike carrying on with warnings, which at least alerts the people at risk, and unlike the inspection request, which at least tells someone with authority, it tells nobody and quietly protects only you, leaving colleagues to use a machine you know is unsafe. The principle: a genuine safety risk is raised at once through the stated route, whatever the disruption, and never managed silently around yourself.
Question 9 of 10
You work in an HR shared service team. It is Wednesday. Three things are outstanding: a new starter’s contract must go out today or she cannot begin on Monday, a manager wants a report on absence figures by Friday, and a colleague has asked you to review her draft policy whenever you have time. The contract takes an hour, the report three hours. You have five hours left today. Which response below would be most effective, and which would be least effective?
Most effective: D. Send the new starter's contract first, then work on the absence report, and tell your colleague you will review her policy tomorrow.
Least effective: A. Work through all three in the order they were asked for, and let your manager know at the end of the day if anything has not been finished.
A: Hides the problem / silent deadline slip: the contract is the one item that cannot slip, and reporting at the end of the day is after the point at which anyone could rescue it. Reporting a missed deadline once it is missed is not communication.
B: Delays the decision: it leaves an hour-long task with a today-or- never deadline to the end of a five-hour day, so any overrun on the report costs the new starter her start date.
C: Splits effort so nothing finishes: it fits the favour in ahead of a report with a named Friday deadline, and pushes three hours of work into a day that already has other demands.
The most effective response is to send the new starter’s contract first, then work on the absence report, and tell your colleague the policy review waits until tomorrow: only the contract has a deadline of today with a consequence attached, a start date, and it takes one of the five hours available. That leaves four hours for a three-hour report due Friday, and the policy review has no deadline at all. It beats starting the absence report first because it is the longest job, since that puts a fixed, unrecoverable deadline behind an open-ended one. It beats doing the contract and the policy review first as the two shorter jobs, because that fits an unscheduled favour ahead of a report with a stated deadline. The least effective response is working through all three in the order they were asked for and reporting at the end of the day: it works to the order things were asked in rather than to their deadlines, and reports the failure only once the new starter’s Monday cannot be saved. That is worse than the other two, which sequence badly but at least do the contract today. The principle: identify the task that cannot slip, do it first, and say early which of the others will move.
Question 10 of 10
You work on the technical support line for a broadband provider. A customer who works from home has had no connection for four days. Three engineer visits have been booked and each has been cancelled by the provider. She is calm but says she is losing income. The fault system shows an area problem with no fix date. Your team leader can authorise goodwill credits and priority escalation. Which response below would be most effective, and which would be least effective?
Most effective: C. Apologise, explain the area fault honestly, and ask your team leader now about priority escalation and a goodwill credit for four days without a connection.
Least effective: A. Explain that area faults are outside the provider's direct control, that no fix date is available, and that she will be updated when there is news.
A: Ignores the customer's actual need: it gives a customer losing income an open-ended wait and nothing else, when escalation and a credit are both available a few steps away. Offering only patience is a refusal of the remedies that exist.
B: Repeats what has already failed: a fourth visit against an area fault will be cancelled like the other three, and it offers nothing for four days of lost income when a team leader could.
D: Breaches confidentiality or process: goodwill credits are the team leader's to authorise, and applying one yourself reaches a fair outcome by removing the approval that governs it.
The most effective response is to apologise, explain the area fault honestly, and ask your team leader now about priority escalation and a goodwill credit: the fault is genuinely an area problem, so honesty about the fix date is right, but she is losing income and the provider has two remedies available, both of which need the team leader who is right there. It beats booking a fourth engineer visit for the earliest slot, because sending an engineer against an area fault repeats what has already failed three times. It beats applying the goodwill credit yourself and telling the team leader afterwards, because the credit is hers to authorise and taking it bypasses the control rather than using it. The least effective response is telling her area faults are outside the provider’s control and that she will be updated when there is news: it tells a customer losing income to wait indefinitely and offers none of the remedies the provider has. That is worse than the fourth visit, which at least books something, and worse than the unauthorised credit, which at least compensates her. The principle: be honest about what cannot be fixed, and use every remedy your organisation actually has, through the person authorised to grant it.
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