Master the Canadian Situational Judgement Test (SJT)

Master the Canadian Situational Judgement Test: Practice Questions & Prep

Most candidates approach the Public Service Commission of Canada SJT with a dangerous assumption: “I’ll just use my common sense.” Then the timer starts. You realize that “common sense” in a personal context is often a failing grade in a Canadian professional environment. Every option looks “right,” but only one aligns with the Core Competency Assessment used by federal and provincial hiring managers.

Don’t leave your career to chance. If you are looking for a Situational Judgement Test Canada PDF or an immersive SJT Online Course Canada, you are in the right place. We don’t just give you the answers; we teach you the “Canadian Professional Lens” required to pass on your first attempt.

Question 1: The “Duty of Care” (Public Safety & Ethics)

Scenario: You work for a provincial regulatory body. You notice a minor safety protocol is being skipped to meet a high-volume deadline. Your supervisor is aware and says they will “fix it in the next cycle.”

• A) Follow the supervisor’s lead to ensure the department meets its performance targets.

• B) Document the shortcut and wait for the quarterly audit to report it.

• C) Politely raise the concern with the supervisor, citing the specific provincial safety mandate.

• D) Immediately report the supervisor to the provincial ombudsman.

The “Nuance” Reveal: Most people pick B (too passive) or D (too aggressive). In the Canadian Public Service, C is the winner. It demonstrates stewardship and accountability without breaking the chain of command unnecessarily.

Question 2: The “Inclusion” Trap (Diversity & Respect)

Scenario: During a team brainstorming session for a new municipal program, a colleague’s cultural perspective is being dismissed by the group as “not applicable to the current Canadian market.”

• A) Stay neutral to avoid office politics and keep the meeting on schedule.

• B) Suggest a private meeting with the colleague later to hear their ideas.

• C) Intervene and ask the colleague to elaborate on how their perspective could enhance the program’s reach.

• D) Tell the group they are being biased and demand an apology.

The “Nuance” Reveal: C is the high-scoring answer. Canadian competencies place a massive weight on Active Inclusion. B is “nice,” but it doesn’t foster a culture of respect within the team environment.

Question 3: The “Front-Line” Conflict (Citizen Service)

Scenario: An angry citizen is at your desk demanding a service that they are clearly ineligible for based on current BC/Ontario (Province-Specific) legislation.

• A) Firmly tell them they are ineligible and ask them to leave the office.

• B) Empathize with their situation, explain the legislative requirement, and offer an alternative resource or appeal path.

• C) Give them the service anyway to avoid a public scene and “de-escalate” the situation.

• D) Refer them directly to your manager without trying to handle it first.

The “Nuance” Reveal: B is the only answer that hits the “Citizen-Centred Service” competency. C is a “Policy Violation” (automatic fail), and D shows a lack of “Self-Management.”

3/3: Impressive. You have the “Professional Lens.” But can you maintain this under the 50-question pressure of the real SJT? [Button: Take the Full Practice Test]

0/3 to 2/3: You’re falling into the “Nuance Gap.” You’re choosing common-sense answers instead of competency-based ones. [I Need the Study Guide – PDF Download]

1. Handling difficult customers or co-workers.
2. Resolving conflicts and problems in a team or group.
3. Prioritizing responsibilities in a fast-paced work environment.
4. Managing time and resources.
5. Effectively communicating.
6. Showing leadership skills
7. Working independently.
8. Managing change
9. Handling unexpected events.
10. Provide constructive feedback to others.
11. Make a decision or take action in a situation where there is limited information.

Situational Judgement Practice Test Questions

Scenario 1

1. You have assigned your team some work with a tight deadline which unless met means that the company is going to incur huge losses.  You assign Jackie is to lead the team delivering the assignment. Two days before the deadline, Jackie shows up in your office and explains to you that it will not be possible to deliver the project on time because one of the team members failed to play his part. How are you going to handle the situation?

• a. Quarrel with Jackie and blame the delay on her entirely as a team leader.
• b. Brainstorm with her on what may be done to cover up the undone work.
• c. Ensure that both Jackie and the employee get a salary cut.
• d. Call a meeting and shame the entire team for failing.

Scenario 2

A customer calls in with a list of complaints about your company. The sales representative directs the client to your office. The customer is angry and dissatisfied with their purchases. How do you communicate to the dissatisfied customer?

• a. Explain to the customer why they are wrong and how right your argument is.
• b. Listen carefully to the complaint without interrupting, show empathy and understanding and offer the best assistance you can.
• c. Blame the customer for not reading the terms and conditions of purchase.
• d. Deny a refund and refer the customer to another company.

Scenario 3

A lot of shipments have been directed to your department which is currently short-staffed. The supervisor asks all employees to take turns working  overtime to handle the situation. You feel worn-out having worked late more than once during the week. You and your friends have plans to go out on Friday evening but your supervisor asks you to cover for a sick colleague. How should you respond?

• a. Explain to the supervisor that those plans are hard to change because you waited two summers to re-unite with your college friends.
• b. Accept the work and turn your friends down.
• c. Ignore the order and go out anyway.
• d. Communicate with your team members and supervisor and weigh the issues at hand and act accordingly.

Scenario 4

You have been working with a company for more than three years. During this period, you have familiarized yourself with all polices governing the company’s operations. On this particular day, your immediate supervisor asks you to undertake a task which definitely goes against company policies. What should you do?

• a. Do as the supervisor asks and disregard the company policies.
• b. Decline to do what the supervisor asks of you.
• c. Explain to the supervisor that the action goes against the policies.
• d. Ask the supervisor whether he knows the policies of the company.

Scenario 5

You are working on a task that calls for abilities that you don’t have. You need help from your workmates who possess the required skills. How would you go about seeking collaboration with these employees?

• a. Make a thorough analysis of all the parameters at play and act decisively.
• b. Ask for collaboration from other team members on the appropriate course of action.
• c. Act immediately without thinking.
• d. Fail to take any action.

1. B

What has happened in the past is hard to reverse and instead of wasting more time, a  good leader would first, work towards meeting the requirements. In this given scenario, the possibility of incurring losses would be blamed on you. The most correct thing to do therefore is to brainstorm with Jackie and the rest of the team on what may be done by each member to meet the deadline.

Choices A, C and D will lead to resentment against the company and yourself and would be bad for moral.  The object is to avoid loss and complete the project.

2. B

Effective communication is two sided. Before you respond to the client’s complain, it is important to understand the complaint. Listen carefully and break down each important factor. Without proper listening, you are bound to mis-understand and irritate the client further. This way you end up losing clients. Be empathetic in your response and make yourself easy to understand.

Most people are naturally inclined to thinking that they are always correct in their thinking. This natural bias causes people to feel bad whenever they are proven wrong by someone. Choice A could seem appropriate, but it is detrimental for the future of the business. Most people blame everything on everyone but themselves. When you blame them, choice C, they are less likely to become loyal customers and your business loses in the long run. Choice D is obviously incorrect and can be eliminated right away.

3. D

Communication is very essential in any business undertaking. It is important to tell your side of the story as well as listen to deliberations by the team members. Consultations lead to better decision making.

Choice A seems appropriate; however, it fails to account for the supervisor’s point of view or argument. However valid your argument might be, it is not sufficient to solve the issue. Going to work unwillingly (choice B) on the other hand is bad for you and for the company as well. You won’t be able to concentrate and your productivity will be affected. Finding common ground or some type of accommodation is the best thing to do.

4. C

It is possible the supervisor is unaware of a policy. It therefore becomes important to speak with them politely.

Rarely are supervisors wrong. However sometimes unexpected things happen, but that does not allow you to do something you know violates company policy (Choice A). Declining to do the task (Choice B) without explanation is not likely to be taken well by your superior. Generally supervisors know the policies better than you although it is possible (Choice D).  Choice C is the better choice.

5. B

Two heads are better than one. By allowing others to have an input in the final decision, you not only reduce unnecessary resistance but also increase employee commitment.  To be effective, a leader should ensure team members are part of the decision-making process. Being involved gives them a sense of importance and belonging.

It is possible to make a thorough analysis of the factors involved in this and assume that one is able to make a decision that will be accepted by all (Choice A) however getting buy-in from everyone is a better strategy. Choices C and D are Obviously wrong choices and can be eliminated right away.

1. Not reading the question carefully: Situational judgement questions are often complicated with multiple scenarios. As with any multiple choice question – read the question and all the choices  carefully before selecting your answer.
2. Not considering the context: The context of the situation often determines the best answer.  In a different context, the correct answer will be different. Take into account all details of the scenario, the people involved, the setting, and the goals of the organization.
3. Not considering the ethical implications: Many situational judgement questions have ethical considerations. In choosing your answer, consider not only the legal and professional implications, but also the moral and ethical implications of your actions.
4. Choosing the most drastic option: Some questions may present extreme options as choices, but in a real-life situation, the drastic option is almost never the best.  Extreme actions presented as solutions are designed to distract and are rarely the best course of action.  Usually, but not always they can be eliminated right away.
5. Not considering the long-term consequences: Some decisions have short-term benefits but long-term consequences. Consider the potential consequences of your actions before making a decision.
6. Not thinking critically: Consider multiple perspectives and options when answering.  This is a critical skill that situational judgement questions are designed to test.

Updated:Sunday, February 1st, 2026
Published: Thursday, February 11th, 2021