This is untimed educational practice for one applied skill. It is not a clinical, diagnostic, employment, or professionally recognized assessment, it does not produce a score or credential, and for the judgement and safety families it is not a substitute for your employer's own policies, training, or legal duties.
| Item | Choice | Answer |
|---|---|---|
| situational-judgement-applied-s01-q01 | A | Check the figure against its source, and if it is wrong tell the report's owner what you found and what the corrected figure should be, in time to change it |
| situational-judgement-applied-s01-q02 | D | Speak to them privately, describe the specific behaviour and the effect it has, and agree how you will both handle it next time |
| situational-judgement-applied-s01-q03 | B | Complete the part you are certain about, write down the specific questions blocking the rest, and put them to the next best-informed person or to the absent colleague |
| situational-judgement-applied-s01-q04 | C | Tell your manager today with the revised date, the cause, and what you would need to hold the original one |
| situational-judgement-applied-s01-q05 | D | Follow the new process while recording a concrete example of where it fails, and take that example to whoever owns the process |
| situational-judgement-applied-s02-q01 | B | Ask them directly what is holding it up and when they expect it, then decide together whether help or escalation is needed |
| situational-judgement-applied-s02-q02 | C | State your objection once for the record, implement the decision properly, and agree what evidence would justify revisiting it |
| situational-judgement-applied-s02-q03 | A | Decline to misdescribe it, offer to help put the error right, and encourage them to report it themselves |
| situational-judgement-applied-s02-q04 | D | Book a short, specific slot to walk them through the part they are stuck on, and point them to the reference for the rest |
| situational-judgement-applied-s02-q05 | C | Note it, then afterwards set out factually who did what to the person concerned and, if needed, to whoever keeps the record |
| situational-judgement-applied-s03-q01 | D | Tell your manager now, with the size of the error, what it changes, and a proposed correction to send the client |
| situational-judgement-applied-s03-q02 | A | Decline, and tell your manager or the procurement lead that the offer was made, so it is on the record |
| situational-judgement-applied-s03-q03 | C | Say precisely what concerns you and which policy, ask for the instruction in writing, and use the escalation route if it still stands |
| situational-judgement-applied-s03-q04 | B | Report it through the normal reporting route, because near-misses are the evidence used to remove the hazard before it causes harm |
| situational-judgement-applied-s03-q05 | A | Ask what evidence would change the decision, gather it if you can, and use the next formal route only if the risk is serious and remains unaddressed |
| situational-judgement-applied-s04-q01 | C | Tell them as soon as you know, with what you can deliver, by when, and what would help |
| situational-judgement-applied-s04-q02 | B | Report the actual position, the reason for it, and how you intend to recover |
| situational-judgement-applied-s04-q03 | D | Keep following it while finding out what risk it was introduced to control, then propose a change that still controls that risk |
| situational-judgement-applied-s04-q04 | A | Act on the part that is accurate, and ask for the specific examples behind the part you do not recognise |
| situational-judgement-applied-s04-q05 | B | Measure how long it actually takes, then propose the change with that figure and an estimate of the effort to build it |