SJT Guidance and Practice Scenarios

8/18/2019 SJT Guidance and Practice Scenarios

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Situational Judgement Test – Practice Scenarios

Presented below are fve scenarios that oer an insight into the types o

scenarios you may be presented with as part o the ull Situational Judgement

Test. Each o the example scenarios below aims to test one or more o the ability

areas that are sought in raduate and !pprentice applicants to "#S. !s part oyour preparation$ you may fnd it useul to wor% through these examples in order

to&

• amiliarise yoursel with how to complete the SJT

• better understand the ability areas that we see%

• gain insight into how your style o wor%ing might lead you to respond to

the various situations and challenges$ and the extent to which this aligns

to the way we wor% at "#S

#eore you begin to wor% through the example scenarios$ please ensure that you

have read the SJT guidance inormation. This explains the purpose o the SJT and

provides some guidance about how to respond.

"emember that you are re'uired to rate each response option in terms o its

appropriateness$ using the ollowing rating scale&

o !n option is very appropriate i it is a very good thing to do in response to

the scenario

o !n option is appropriate i it is something that is$ overall$ a good thing to do

in response to the scenario

o !n option is inappropriate i it is something that is$ overall$ not a good thing

to do in response to the scenarioo !n option is very inappropriate i it is something that should defnitely not

be done in response to the scenario

Situational Judgement Test – Guidance

The "#S Early (areers Situational Judgement Test )SJT* measures your capacity

to understand realistic situations you may be presented with whilst wor%ing at

"#S and your ability to identiy appropriate behaviour in dealing with them.

The SJT will present you with a set o hypothetical scenarios which you could fnd

yoursel acing within "#S. !lthough the situations within the scenarios may notnecessarily be representative o the programme or which you are applying$ the

%ey attributes that are targeted within each scenario have been identifed as

being relevant to all "#S Early (areers graduates and apprentices.

+or each scenario$ please assume that you are a newly recruited "#S graduate i you are applying to the graduate programme$ and a newly recruited "#Sapprentice i you are applying to the apprentice programme. Please assume thatyou have been wor%ing within "#S or the past three months. ,ou will be as%edto read each scenario careully$ and you will then be as%ed to ma%e choicesabout a series o options in response to the scenario.

,ou will be as%ed to rate the appropriateness o each o the options inresponse to the scenario$ based on one o the our rating options below&


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o !n option is very appropriate i it is a very good thing to do in response to

the scenario

o !n option is appropriate i it is something that is$ overall$ a good thing to do

in response to the scenario

o

!n option is inappropriate i it is something that is$ overall$ not a good thingto do in response to the scenario

o !n option is very inappropriate i it is something that should defnitely not

be done in response to the scenario

-ithin a single scenario$ each rating can be used more than once or not at

all. +or example$ all response options can be given the same rating o very

appropriate/ i you eel that these are the correct ratings$ or all response options

could be given the same rating o very inappropriate/.

,ou should consider the responses in relation to what you should do$ given the

circumstances.

Each response option should be treated independently0 you should ma%e

a 1udgement as to the appropriateness o a particular response option

independent rom the other options.

The response options within each scenario provided are not intended to

represent all possible options0 it may well be that the response you thin% would

be the most appropriate in that particular situation is not present. That is fne0

we are 1ust as%ing you to ma%e a 1udgement about the options that are provided.

+or some scenarios$ you may thin% that there are several actions that you should

ta%e. ,ou should ma%e a 1udgement about a particular response regardless o

whether it is the only thing you should do. +or example$ i you have made amista%e on a piece o wor%$ you should try to rectiy it$ and you should apologise.

Even though apologising is not enough on its own to rectiy the situation$ it is still

a correct thing to do.

Please be aware that a response option may be 1udged as appropriate even i it

does not ully address the immediate situation )e.g. !ter the problem has been

resolved$ discuss ways the problem can be avoided in the uture/*.

Try and respond to all o the items0 you are not negatively mar%ed or incorrect

answers.

Example Scenario One

!t "#S$ we ta%e an open minded approach to opportunities and challenges$ and

we loo% or graduates and apprentices who are in'uisitive and motivated to

learn.

!pplicants who score well on this scenario will demonstrate an approach that is

open to eedbac% and a %eenness to learn and improve.


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!pplicants who score less well on this scenario may not ta%e ull advantage o

learning opportunities and may fnd it more di2cult to ma%e positive use o

criticism that they may receive.

Scenario: “Since joining RBS you have been working on a new product called

‘SimpleBank’ that will improve the way customers do their banking online. You

have been given an opportunity to present to other RBS departments an

overview o how ‘SimpleBank’ works. !he purpose o the presentation is to

inorm them o the groundbreaking work your team has been doing and what the

bene"ts are to customers. You have just given the presentation and have

received highly positive eedback by those who have attended. #ohn$ who works

in another department$ approaches you. %e "rmly disagrees with many o the

points rom your presentation. You disagree with what his is saying.

%ow appropriate are each o the ollowing responses in this situation&'

(. )norm #ohn politely that he is incorrect$ and that you do not appreciate

being spoken to in this way

B. *olitely challenge #ohn’s criticism$ using the knowledge you have gained

rom working on the presentation

+. Suggest to #ohn that you set up a meeting between you both$ together

with a more senior member o the team$ to discuss his eedback

,. -uickly attempt to change the topic o conversation away rom #ohn’s

criticisms

. !ell #ohn you agree with him$ thank him or his comments$ and that you

will eed his comments back to the rest o the team

/. (sk #ohn more about why he disagreed with many o the points rom your

presentation

The correct answers or each o the response options above are as ollows.

!. Very inappropriate (4! John/s eedbac% may be important$ even though

you disagree with him. ,our choice o words would suggest to John that

you do not wish to discuss your dierence o opinion any urther$ which is

very unhelpul.

#. "ppropriate (#! 3t is important that you convey to John politely and

ob1ectively your point o view$ to help him to understand the benefts o

Simple#an%. This response does not necessarily dismiss his point o view$

however it is not very appropriate because it does not explore his point o

view any urther.

(. Very appropriate ($! John/s eedbac% may be important$ and this

welcomes the opportunity to discuss this in greater detail and to involve

the views o a more senior member o the team

4. Very inappropriate (4! This does not explore John/s eedbac% any

urther and does not deend Simple#an% either.


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E. Very inappropriate (4! This does not help John to understand the

benefts o Simple#an%. ,ou are saying that you agree with him when you

do not$ which is ineectual. Even though this response could be viewed as

a little better than ! or 4$ it is still a very inappropriate thing to do also.

+. Very appropriate ($! This is showing to John that you are open todiscussing his views urther. This is very helpul$ as his views may be very

important.

5ere are some additional response options. (onsider how you should rate the

ollowing two response options in terms o appropriateness$ and thin% about why

you have awarded these ratings.

0. 1plain to #ohn that you appreciate his comments and that you will eed

them back to the rest o the team

%. (sk #ohn to address any comments he has to your manager$ rather than to

you

Example Scenario #

"#S value greatly the ability to wor% eectively and collaboratively with others$

and build relationships with customers and colleagues that are based upon trust

and respect.

!pplicants who score well here will demonstrate their understanding o how to

challenge others with sensitivity and maintain positive wor%ing relationships.

Those who score less well may have underestimated the importance o trust and

positive wor%ing relationships.

Scenario: “Since you have started working at RBS you have worked closely with

your colleague$ 2amal$ on a variety o projects. You and 2amal have both been

praised separately$ on many occasions$ by your manager *atricia$ or the good

work that you both produce. You are now in a meeting with *atricia and 2amal.

2amal is presenting the "ndings o a project. You have both worked on this

project$ and you both had responsibility or completing di3erent sections within

it. (t the end o the presentation$ *atricia praises 2amal about an aspect o the

project$ which you actually completed yoursel without 2amal’s help. She asks

him i he worked on this part alone. 2amal replies ‘yes’. !his is the "rst time youhave observed 2amal behave in this way.


(. (sk to speak to *atricia ater the meeting to e1plain that it was you who

completed that part o the project

B. (ter the meeting$ ask 2amal politely why he did not tell *atricia that you

completed the part o the project that she praised

+. 4ake a ormal complaint about 2amal’s behaviour to the appropriate

senior manager


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,. (sk your other colleagues i 2amal has behaved in a similar way towards

them in the past

. !ake no action in this situation

/. )nterrupt politely by saying that it was you who worked on that part o the project


!. %nappropriate (&! 3t would be more appropriate to involve 6amal in the

conversation with Patricia$ or to spea% to 6amal about it frst. Perhaps

6amal made an honest mista%e in saying that he did that aspect o the

pro1ect himsel.

#. Very appropriate ($! This is the most appropriate response and a very

appropriate thing to do. 3t politely addresses the issue with 6amal but does

not assume he has acted maliciously.

(. Very inappropriate (4! This is not at all appropriate because it does not

warrant a ormal complaint. 6amal could have made an honest mista%e.

Even i 6amal was intentionally trying to ta%e credit unairly or this aspect

o the pro1ect$ the situation could be resolved by simply tal%ing to him

about it$ rather than creating wor% and damaging your relationship with

6amal.

4. Very inappropriate (4! This is not at all appropriate. !s%ing others i

6amal has behaved in this way towards them is not productive$ could

damage your relationship with 6amal and could create unhelpul gossip.

E. "ppropriate (#! This is not a situation that re'uires urgent action.

7othing serious is at sta%e. Patricia has praised you many times beore.

+urther$ this is the frst time 6amal has behaved in this way. 3t is unclear

whether he has ta%en the credit or your wor% on purpose. 5owever$ it

would be even more appropriate to spea% to 6amal about it$ to clear up

any misunderstanding$ and or Patricia to learn the truth in a way that will

not damage your relationship with 6amal.

+. %nappropriate (&! t is not appropriate to interrupt with inormation such

as this. 3t may not be important to Patricia$ and it may appear that you are

overly concerned about who gets credit rather than the overall success o

the meeting. 3t would better to resolve ater the meeting$ not during it.

5owever$ i done politely$ it is not very inappropriate.

(onsider how you should rate the appropriateness o the ollowing additional

response options&

0. (ter the meeting$ remind 2amal that it is unproessional to take the credit

or someone else’s work

%. *atricia politely$ but immediately$ with 2amal present$ that it was you who

completed that part o the project


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Example Scenario Three

This scenario is ocused on fnding a sensible solution to what may appear at frst

to be a problem.

#etter scoring applicants or this scenario will have demonstrated an

understanding o how to respond to a challenge in way that is sensible$ proactive

and proportionate in order to deal with uncertainty eectively.

Those who score less well here may have been reluctant to as% or help or spent

excessive eort rather than ta%ing a more practical approach to the problem.

Scenario: “Your manager$ (melie$ is travelling soon to meet with an RBS team

overseas. !he aim o her trip is to learn about the latest technology available or

small businesses. She wishes to better understand the possibilities o applying

similar approaches in the 52$ across a number o the di3erent RBS business

unctions. She intends to share e1amples o what works well and identiy ways tobetter serve 52 customers. (melie is very busy preparing or her trip. She has

asked you to write a presentation on what 6uestions she should ask when she is

there$ and the types o inormation she should gather. You have not written

anything like this beore and are not sure e1actly what to do. %owever$ you have

already told (melie that you understand$ and are happy to prepare the

presentation. You are aware that colleagues have completed similar work in the

past.


(. (sk your colleagues rom the relevant business areas or their thoughts on

the 6uestions (melie should ask$ and use this alongside your own ideas

B. (rrange a short meeting with (melie to ask her or more details about the

purpose o the visit and her e1pectations. 5se this inormation$ alongside

your own ideas

+. *ut an initial drat together based on your own ideas$ and then ask an

e1perienced colleagues i they would be able to give it a 6uick review and

provide eedback

,. 5ndertake a thorough literature search o the technology available

overseas$ and present details o the inormation that you e1pect to becaptured rom the visit$ and how this will apply to small businesses in the

52


!. Very appropriate ($! The wor% is not confdential so it is o%ay to share

with others what !melie has as%ed you to do. 3 you were as%ing others to

produce a piece o wor% such as a report$ and you were then see%ing to

ta%e the credit or it$ this would not be appropriate. 5owever this is simply

a case o as%ing others or their ideas to assist you in producing thepresentation$ and the 'uality o this will beneft rom this action.


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#. "ppropriate (#! This is not inappropriate. 3t may be helpul. 5owever$

because you %now that your colleagues have done similar wor% beore$ it

would be more proactive and helpul or !melie i you were to as% them

frst$ especially as !melie is very busy.

(. Very appropriate ($! This is also very appropriate. This response showsproactivity$ minimises wor% or others$ and also shows care in gaining the

eedbac% rom your colleagues to ensure a good 'uality presentation.

4. %nappropriate (&! This demonstrates proactivity and motivation$

however on balance it is not appropriate to exert this time and eort

without frst see%ing some urther advice or inormation rom your

colleagues or rom !melie. ,ou are ma%ing assumptions about what you

expect to be captured rom !melie/s visit$ which may be incorrect and

thereore you will have wasted time. ! short literature research$ rather

than a thorough one$ would be more appropriate$ because this could be

done 'uic%ly and may help you to ocus your 'uestions or your colleaguesor or !melie. This action is not very inappropriate$ because you are not

ma%ing the situation worse or disobeying !melie/s instructions.


response option&

. Suggest to (melie that one o your colleagues puts together the

presentation instead o you

Example Scenario 'our

This scenario is about doing what is$ overall$ the right thing to do$ even i it is not

easy. This is at the very heart o our 8alues at "#S. -e behave ethically and we

ta%e ris% very seriously.

!pplicants are rewarded with higher scores here i they are able to act with

integrity.

!pplicants who score less well may prioritise actors that$ although important$

are li%ely to be less important than behaving ethically$ e.g. getting things done

'uic%ly or maintaining harmony with others.

Scenario: “You and your colleague$ !om$ are attending a meeting one morningat another RBS o7ce to learn more about how they interact with their

customers. !he aim is to then report back e1amples o good customer service$

rom which your team can learn. Your manager gives you both RBS travel cards

to cover your travel e1penses to and rom the meeting. She makes it clear that

these are or RBS business use only$ and not or personal use. You both attend

the meeting at the other site$ which is very inormative$ and return to your

o7ce. !hat evening ater work$ you notice that !om uses his RBS travel card to

pay or his journey home. !his is the "rst time you have observed !om doing

this.



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(. !ell !om politely that you will have to inorm his manager o what you

have observed$ i he is not willing to tell his manager himsel

B. Report !om to the head o your department or unauthorised use o his

RBS travel card

+. +losely observe !om over the ne1t ew days to see i he regularly uses his

RBS travel card or unauthorised journeys$ and report him i he continues

to do so

,. ,o not take any action in this situation


!. Very appropriate ($! This is the right thing to do. ,ou are politely

challenging what you have recognised to be a wrongdoing. ,ou are doingthis directly with Tom and you are giving Tom the opportunity to tal% to the

manager about it rather than going straight to the manager yoursel.

#. %nappropriate (&! This is inappropriate without discussing the issue with

Tom frst$ and may damage your relationship with Tom to a greater extent

than is necessary.

(. %nappropriate (&! 3t is not your responsibility to do this and it may not

be practical. 3t is your responsibility to challenge$ and potentially report$

what you have observed.

4. Very inappropriate (4! ,ou have witnessed Tom/s behaviour and

thereore you have a responsibility to ta%e some orm o action. 3t is very

inappropriate to do nothing. The act that this is the only time you have

observed Tom doing this may aect the potential conse'uences or Tom$

but is should not aect whether or not you ta%e action.


response options&

. 1plain to !om why it is inappropriate to use his RBS travel card to pay or

his journey home

/ 8ithout directly naming !om$ advise your manager that it has come to

your attention that sta3 members are using their RBS travel card or

personal journeys

Example Scenario 'ie

!t "#S we build teams that are supportive and high perorming$ and this is

underpinned by a genuine care or others.


9/10

+or this scenario$ applicants will score well i they demonstrate a supportive and

helpul wor%ing style.

!pplicants may score less well i$ in their attempts to be e.g. successul$ or

honest and direct$ they do not su2ciently demonstrate care and support or

others.

Scenario: “You are taking part in a "lming project or the RBS recruitment

website. !his is to help attract applicants or the graduate and apprentice

programmes. You have recorded several o your colleagues speaking o their

e1perience as a new entrant into RBS$ which has been un and a good

opportunity to re9ect on your e1periences together. You then had responsibility

or editing the ootage together to make a short "lm or the website. :ow that

the "lm is live on the website$ you are approached by one o your colleagues$

#enna$ who wants to know why her ootage did not appear in the "nal edit. You

recall that she appeared shy on camera and was not a very con"dent speaker.You are about to start "lming a new short "lm or the website$ and need to do

this 6uickly.


(. )norm #enna that you do not know why she did not make the "nal edit

B. (dvise #enna politely that she lacks con"dence when speaking to the

camera$ which is why she did not appear in the "nal edit$ and

unortunately that it is your "nal decision

+. (dvise #enna o what was good about her contributions and also areas youthink could be improved on ne1t time

,. )norm #enna that you had to make some di7cult decisions and suggest to

her that you arrange a time together to watch a copy o her contributions

to camera$ which you have not yet deleted$ and then you can discuss it

together


!. Very inappropriate (4! This is not true and does not oer any help or

support to Jenna.

#. %nappropriate (&! This is your opinion$ and is not ramed in a way that is

helpul or Jenna. 3t would be more appropriate to provide Jenna with some

positive eedbac% as well as the reasons why you unortunately had to

ma%e that decision.

(. Very appropriate ($! This is very appropriate in this situation. 3t is being

truthul$ helpul and ma%es the message more palatable or Jenna.

4. Very appropriate ($! This is also very appropriate. This will allow you to

give eedbac% to Jenna with direct reerence to the video ootage.


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response options&

. )norm #enna that you had to delete some ootage because the "lm was

too long$ and you cut people’s contributions at random

/. *romise #enna that she can eature in the new short "lm that you areabout to start working on

Documents

SJT Guidance and Practice Scenarios