FlexiQuiz - SJT

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Welcome to the LEAD DC - Situational Judgement Test,

The test given below contains a series of 15 questions that are aimed at understanding your Royal Sundaram Competencies.

Each question conatins a situation and four options give below it. Read through the situations and pick the answer that would represent you response in that situation.

- Remember that there are no right or wrong answers.

- Answer the questions in a truthful and sincere manner to arrive at an accurate picture of your competencies.

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The company you work for is experiencing financial difficulties. You have thought of a creative solution that will enable it to recruit more clients. However, the downside is that the company will have to let go a stable, loyal but not so profitable client (due to a conflict of interest). Two out of three marketing people agree with you while your manager does not because she believes this is too risky

You trust your manager's judgement and withdraw your proposition. There's no point in going against her better judgement.

You implement your proposition despite the manager's resistance. Since you have a lot of faith in this proposition, you decide to trust your judgement and go behind her back this once for the benefit of the company

You present a document to your manager systematically detailing the advantages of your proposition and its contribution to the company. If she keeps insisting, you'll support her decision.

You confront your manager on the issue and insist that she accept your proposal. You are positive that you are right. You have the marketing people to back you and will not give up until you convince your manager otherwise

You are a department manager. Two members of your staff are long overdue to participate in a professional training course. The training department manager has informed you that she has chosen employees from a different department instead. Relations with the training department are already problematic.

You do not accept the decision and send the training manager a furious email demanding that she re-open the course for your employees as their performance is hindered by the delay in their training. You make sure to cc the executive director.

You contact the manager of the other department, whose workers were selected for training instead of your employees. You try to convince him to let one of your employees take the course instead of one of his.

Since relations between you and the training manager are already strained, you decide to let the subject go this time and wait a few months until the next course opens.

You talk to the training manager and try to understand the reasons for her decision. You explain the necessity of training for your department's performance and try to persuade her to let at least one of your employees attend the course.

In the past month one of your employees has shown a major decline in sales performance. Although the decline has been ongoing for a couple of months, it has been particularly steep during the past two weeks. In addition, she has started coming in late and seems very frustrated with her work. Her behaviour is influencing the atmosphere in the office as she is a popular employee and has been working for the company for the past two years.

You meet with the employee and explain that her negative behaviour is affecting not only her performance but that of the entire office. You express a sincere desire to help her during her rough patch on condition that she cooperate with you and improve her attitude.

You decide to 'cut her some slack' as she has been a consistently good employee until recently and since it is a part of your job is to be sensitive to your employees' needs when necessary.

You call a staff meeting to talk about the negative atmosphere in the office. You discuss how each person has been contributing to this negative atmosphere, in the hope that she will understand that it was targeted towards her and hence her behaviour will improve.

You feel that since she is a very popular employee it is crucial that she be replaced temporarily or else office performance will suffer. You assign her to back office tasks for the time being and promise her that once her performance improves, you will re-instate her in her former position

You are a team lead, who manages a team of 7 people. As you joined the team 1 year back you found that your team members were highly motivated and achieving their targets with great enthusiasm. However, over the past few months you find that their performance is dipping and they disengaged from work. In addition to this one of your star team members has left your organisation.

Call in your team for a meeting and motivate them and energise them to work harder and push themselves more

Inform your manager about the problem with your team and issue a notice of warning and ask them to improve their performance, if they want to continue in their job

Ask you’re your team to mail you the reason for their poor performance

Hold one-one meeting with each of your team members and understand the reason behind their lag in performance

You have been really busy working on a challenging and interesting client project for the past 1 month. During this project you have been working with a less experienced colleague. Throughout the course of the project you 2 have handled all the challenges together. You have been coaching and supporting your colleague as they lacked knowledge in this area of work. With significant amount of work left to do in this project, your manager assigns you to take up a new project involving people from the department, you have not worked with before.

Be honest with your manager, outlining that your current project and your colleague will continue to need your input until the end of the first project. Explain that you don’t want to desert them and see the project fail.

Accept the second project and explain to your manager that you will work extra hours and weekends to ensure that you can dedicate sufficient time to both projects for the immediate term. This will ensure that your less experienced colleague is not abandoned but that you can still take on the new project.

Tell your manager that you would love to take on the second project and make assurances that you will successfully deliver both by giving your colleague on the first project more autonomy but will continue to regularly meet with them and be on hand for issues as they arise.

Agree to take on the second project but set up daily calls with your less experienced colleague who is working on the first project to ensure that they remain on track and that you know everything that is happening. That way you can continue to oversee the first project as well as managing the second one.

SJT - PM

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