SJT Soal 2

Instructions Situational Judgement test (SJT)
This test contains 8 situations with each four different reactions to that situation. For each
situation, select the option that you are most likely (most like you) to do next, AND select the
option that you are least likely (least like you) to do next. For each situation you should select
only one reaction that you would most likely do next and select only one reaction that you would
least likely do next. The two other reactions remain unselected. Sometimes it may be difficult to
decide which description to select. Try to answer honestly and spontaneously. It should take you
only 5 to 10 minutes to complete the test.
1. You manage a large retail department store. Your staff comprise various-sized
sales/service teams; each of which manages a department's customer orders.
You've been concerned about the increasing signs of poor team morale amongst
the largest three teams.
What are you MOST/LEAST likely to do next?
You summon the three team leaders separately to hear their ideas
and explanations.
Leave things to settle down a little bit longer, rather than causing
anyone distress.
Approach some staff from each of the three teams for an informal
chat.
Hold a brainstorm meeting for all team leaders to get some fresh
ideas.
2. As a relatively new graduate trainee manager, last week was the first time you'd
assigned both individual and team objectives. Each one of your team was told to
work together and to complete all tasks by the end of the week. Unfortunately, it's
now clear to you that none of the team objectives have been achieved. In fact
your individually assigned objectives only had mixed success as well.

Use 1-on-1's to discuss effective targets and to jointly agreeing new
ones.
Scrap the objective setting idea since it clearly doesn’t work.
Mail the team an urgent request to work more closely together.
Organise a team meeting to discuss attitudes and lack of effort

being shown.
3. You are leading a daily huddle with your over-worked nursing team. A new, junior
colleague has been regularly interrupting other team members as they voice their
own problems (from yesterday). You think they're trying to impress their new
team by monopolising the medical answers to each problem raised.
Tell the new nurse to stop distracting everyone from alternative

solutions.
Ask why your more experienced team members are not offering
their own solutions.
Firmly suggest to your new colleague that it's fairer to let everyone
contribute.
Assuming the others agree with you; state what you think is
happening here.
4. You've recently started a new job managing a more specialist Customer Service
helpdesk. In your first few weeks, you quickly realise that most of the team are
introverts and don't converse much. - even in your 1-to-1's. There is poor team
spirit and hence quite low job satisfaction.
Call a one-off emergency meeting to highlight objectives and the

lack of collaboration.
Start by introducing half-hour, weekly catch-up meetings for the

while team.
Implement compulsory training courses on interpersonal skills as

soon as possible.
Familiarise yourself with the team objectives, then email regular

updates on each one's progress.
5. You are a Finance Analyst with a key job responsibility to research, write and
communicate company reports. A further responsibility is to set objectives and
review your team intern's work. You've just read through this intern's latest report
draft. It does not meet any of the report objectives you set last week. You have
little time to improve this key report before it's due with your client.
Let your intern find out what happens when a client receives a
sub-standard report.
Forward the draft report to other analysts in your department for

their own comments.
Ask your own manager what would have happened if you hadn't
checked this report.
Email your collated amends to the intern; offering to explain each

one in further detail.
6. You are a very busy Team Leader, working in the public health sector during a
national pandemic. Currently, you're attending the team's latest bi-weekly, virtual
presentation on individual projects led by a different team member each week.
This particular project leader has already overrun the allocated time. Some of
your team look bored now. You agree that this presentation is dragging on too
long.
You decide to leave the meeting explaining you have urgent work to
do asap.
Gently wrap up the session, then hold a presentation review later

that day.
Wrap-up the session by secretly messaging the whole team to ask

questions now.
It's the presenter's responsibility to manage time, so this is not your

responsibility.
7. You work in an open plan sales office and you have trouble concentrating
because of a noisy colleague sitting nearby. You are not the only one
inconvenienced, but no-one has said or done anything about it.
Refer the matter to your line manager, since they have overall
responsibility.
Make even more noise than this colleague - to show them just
annoying it is.
Email your noisy colleague to complain, cc'ing in your manager
Talk to your noisy colleague and request more reasonable

behaviour
7. You work in an open plan sales office and you have trouble concentrating because of
a noisy colleague sitting nearby. You are not the only one inconvenienced, but no-one
has said or done anything about it.
Refer the matter to your line manager, since they have overall
responsibility.
Make even more noise than this colleague - to show them just
annoying it is.
Email your noisy colleague to complain, cc'ing in your manager
Talk to your noisy colleague and request more reasonable

behaviour
8. The backlog of work cases in your Accounts department gets bigger by the day.
There are many staffing issues (numbers, training etc.) causing this. The upshot
is that most of your junior colleagues are now regularly missing each week's
target deadline. As the team leader, you must prioritise resolving this situation
before it turns into an even bigger crisis.
Remind your team of the problems and the clear need to meet
every deadline.
Communicate to your team that you are resolving the problems

personally.
Stay positive - and ask your immediate superior for additional

resources.
Meet with the team to tell them what you believe is causing the
problems.

SJT Soal 2

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Instructions Situational Judgement test (SJT)

What are you MOST/LEAST likely to do next?

What are you MOST/LEAST likely to do next?

Scrap the objective setting idea since it clearly doesn’t work.

Mail the team an urgent request to work more closely together.

Organise a team meeting to discuss attitudes and lack of effort

What are you MOST/LEAST likely to do next?

Tell the new nurse to stop distracting everyone from alternative

Call a one-off emergency meeting to highlight objectives and the

Start by introducing half-hour, weekly catch-up meetings for the

Implement compulsory training courses on interpersonal skills as

Familiarise yourself with the team objectives, then email regular

What are you MOST/LEAST likely to do next?

Forward the draft report to other analysts in your department for

Email your collated amends to the intern; offering to explain each

What are you MOST/LEAST likely to do next?

Gently wrap up the session, then hold a presentation review later

Wrap-up the session by secretly messaging the whole team to ask

It's the presenter's responsibility to manage time, so this is not your

What are you MOST/LEAST likely to do next?

Email your noisy colleague to complain, cc'ing in your manager

Talk to your noisy colleague and request more reasonable

What are you MOST/LEAST likely to do next?

Email your noisy colleague to complain, cc'ing in your manager

Talk to your noisy colleague and request more reasonable

What are you MOST/LEAST likely to do next?

Communicate to your team that you are resolving the problems

Stay positive - and ask your immediate superior for additional

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