SHL Situational Judgement Test - Prepare for Scenarios Assessments

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Avia, SHL Test specialist at JobTestPrep.

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What Is the SHL Situational Judgment Test?

The SHL SJT has two versions – Graduates and Managerial.

Though different in length, both Graduate and Management SHL Situational Judgment tests contain various workplace-based scenarios and a number of responses.

You will be asked to rate the effectiveness of each of the responses on a 5-level scale ranging from highly undesirable to highly desirable. 

  • SHL Graduate Situational Judgement Test – you will be presented with 10 workplace scenarios; for each, you will need to rate 4-7 responses; 70 questions overall. There is no time limit for the test, but you will be expected to complete it within 25 minutes. 
    The Graduate SJT is usually given to candidates applying for entry-level and junior management positions, so the focus of the scenarios can be on establishing your management skills, such as decision-making, the delegation of powers, planning, and organization, and critical reasoning.
  • SHL Managerial Situational Judgment Test – you will be presented with 14 workplace scenarios; for each, you will need to rate 5-9 responses; 100 questions overall. There is no time limit for the test, but you will be expected to complete it within 40 minutes. 
    The Managerial SJT is usually given to candidates with management experience, so the focus of the scenarios can be on recognizing your management style in situations like negotiating, people management, and disputes between co-workers or clients.

 

Below we provide two sample questions, one for SJT Graduate and one for SJT Management.

SHL Situational Judgment Sample Questions and Answers

SJT Graduate

You've been working in the same place for the past three years and have managed to work your way up. Lately, you have been feeling you have reached your potential in the company, so you pursue options for advancing your career in other companies. You are now in negotiations for a new position.

Rumours are, you are leaving have spread in your workplace.

Response #1: Since the rumour is out, confirm your intention to anyone who asks if you are in the midst of negotiations for a new position.

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Ideally, you probably wouldn't have informed your workplace about your likely resignation until you were hired for the new position. However, the circumstances of this scenario are different, since word has gotten out. This item examines how you manage these rumours and maintain your work relationships despite potential conflict.

Response #1 demonstrates conscientiousness, as you are honest with your work colleagues. However, it reveals your inability to work under management, as you do not inform your superiors first about your probable resignation.

Response #2: Because the rumour is out, you update your manager and only him about your intention to leave. Since you are still an employee there, you keep working normally. 

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Response #2 demonstrates organisational thinking, as you continue to work as usual, demonstrating your commitment to the company. You show your ability to work under management, as you inform higher-level management of your plans to resign. This attitude will also be beneficial in maintaining good relations with your superiors.

Response #3: Since the rumour is out, and you will probably leave, you invest a little less in your work and more in attaining the new position.

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Response #3 reflects poor work ethics on your part and lacks conscientiousness. It is unfair towards your employer, who is still paying you for the position you are in and expects you to deliver results. This response is also detrimental for you, as it is likely to jeopardise your hard-earned reputation in your workplace.

Response #4: Since it is only a rumour, you update no one until you hand in your notice. Nothing has been decided yet.

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Response #4 appears to lack conscientiousness, as you are not being upfront with your manager. The rumour is circulating, and it therefore seems as though you are taking a passive stance, disregarding this crucial fact. However, if it wasn’t for the rumours, it would be fine not to notify your manager at this point as nothing has been finalised. But this response will not contribute to a good relationship between you and your superior once he discovers the rumours are true and you withheld this from him.

Response #5: Inform your manager about your intentions to leave but deny this to anyone else who asks, as your resignation has not been confirmed yet.

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Response #5 shows organisational thinking and an ability to work under management, as you notify higher-level management of your plans to resign. This is not the ideal response, as you are planning on being dishonest about your intentions if asked. Once you hand in your notice, you may be perceived as an untrustworthy work colleague for denying your initial intentions to leave.

SJT Management

You have been appointed manager of a customer service department in a large bank. You have been told by your superiors that the last manager of this department was laid off due to a sharp decrease in customer satisfaction. There was also a decline in employee discipline in the department. Nevertheless, no one knows what caused the problem. You know that you were brought in to change these irregularities.

What would you do in this situation?

Rate how effective you think each action would be. Each rating can be used more than once (Index: 1= Very Effective; 2= Somewhat Effective; 3= neither effective nor Ineffective; 4=Somewhat Ineffective; 5= Very ineffective)

Response #1: First, speak to your employees and tell them that changes are about to be made. Then, investigate working methods and personnel issues in the department until you reach the root of the problem.

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Response #1 seems somewhat positive. You prefer to do some research before making any basic changes, thus demonstrating you are a rational individual. The advantage of this is that you will probably make some wise changes. However, the disadvantage is that it will take time and perhaps you will be perceived as passive by your team members, which will undermine your authority. Furthermore, this response does not address the immediate problem of customer dissatisfaction and the decline in employee discipline.

Response #2: Assemble your new employees and make immediate changes that may increase customer satisfaction. You want your employees to understand that you intend to make modifications and, if needed, make additional changes later.

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Response #2 is a hasty response that portrays you as assertive yet impulsive. While you make some immediate changes, they have not been thought out and therefore could be harmful to the company. Such sudden changes may also be received negatively by your employees.

Response #3: Assemble your employees and ask them what they think caused the decrease in customer satisfaction and the department's discipline. Make changes once you feel you know something about the causes of the problems.

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Response #3 is similar to response #1 whereby you prefer to conduct some research before making any changes. However, here you also involve your team, showing them you care about input that will help in establishing a relationship with them. Involving them also demonstrates that you are able to utilise effective strategies to increase staff productivity, as you will be able to comprehend why there was a decrease in discipline, and fix this. You also decide to make changes once you establish the cause of the problem. This response allows you to appear calculated and establishes your authority with the team simultaneously. This response therefore allows you to make calculated choices as well as present yourself in an assertive manner.

Response #4: Find out who the disobedient employees are and replace them, in the hope this will solve both problems.

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Response #4 is a hasty response. Here you may demonstrate assertiveness, yet you also show impulsivity. You make some immediate changes that may be detrimental to your team. Firing employees is a very drastic measure and may give rise to negative feelings amongst your other employees, rather than motivate them. You also do not try to investigate the root cause for the decline in employees' performance, which may consequently prove to be inefficient.

Response #5: Assemble your new employees and tell them that you want the department to be the best customer service department in the bank a year from now. 

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Response #5 is neither effective nor ineffective. Although you give a motivational talk whereby you specify your goal which is to become the best customer service team in a year's time, you fail to establish and clarify how you will achieve this goal. You also fail to take any real action making this response neither effective nor ineffective.

How to Prepare for Your SHL SJT? 

  • Get ready for the real SHL Situational Judgement Tests with test guides covering all the information and fine details you need to know before taking the test.
  • Get familiar with the test's style and questions with a PrepPack that prepares you specifically for the test, with 6 Graduate practice tests and 8 Management practice tests.
  • Maximize your readiness with varied question styles that will familiarize you with the SJT’s methods and techniques.
  • Review your management skills with detailed results and a complete explanation of every question, you can see your current management strengths and what can be improved. 

SHL Situational Judgment Test Tips 

  • Know your role: Read as much as possible about the company, the nature of the job, and its responsibilities. Your responses on the actual test can be different if you apply to a marketing firm, where the focus may be on negotiating skills, and if you apply to a finance firm, where the focus may be on problem-solving. 
  • "Should" instead of "Would": The scenarios prompt spontaneous responses. However, your genuine response is not always the best one. Take a moment and think not "what would you do" but rather "what should you do."
  • Be attentive: Incorrect answers can lead to a negative score. Pay careful attention to the scenarios and each of their responses before placing your rating.
  • Be active: Doing nothing is rarely the right choice. Always take action, look out and avoid passive responses. 
  • Don't be afraid of the edges: You are encouraged to use the full range of the rating scale – from highly undesirable up to highly desirable.
  • Consider SHL’s Personality Profiling Test: Oftentimes, candidates taking the SHL SJT will also be requested to take SHL’s personality questionnaire, the OPQ32 Test. Not only this test will be considered as a part of their score, but it will also be used to “cross-reference” their SJT test answers and find any mismatch between their personality profile and reported behaviors. If you have indeed received both assessments, make sure you prepare for them both.

With JobTestPrep's PrepPack, you will be acquainted with the Situational judgment test format and questioning, including the styles and concepts seen on SHL assessments, and gain a better understanding of the management skills and competencies organizations are looking for in their employees. The PrepPack also provides preparation for the Administrative SJT and the Customer Service/Sales SJT.

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