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The Civil Service Judgement Test (CSJT) is an online situational judgement assessment used in many UK Civil Service campaigns. Official GOV.UK guidance explains that it measures judgement against selected Civil Service Behaviours from the Success Profiles framework. This UK guide sits under UK Assessment Tests and is separate from US Civil Service exams.

Not every vacancy uses the CSJT. Campaigns may combine judgement, numerical, verbal, styles, or strengths assessments differently by department, grade, and role. Your vacancy and candidate invitation control which tests apply.

The exercises on this page are original educational prompts. They are not official Civil Service, Cabinet Office, Civil Service Jobs, or commercial vendor items. Preference-style prompts are unscored. Scenario answers label a most defensible professional response for study and are not official Civil Service scoring keys.

Key Takeaways

  • Success Profiles is a flexible recruitment framework, not one fixed universal test battery.
  • The CSJT assesses judgement against behaviours selected for your vacancy; combinations vary by campaign.
  • Official GOV.UK practice and preparing-for-the-test guidance come first.
  • There is no single universal CSJT pass mark, percentile cutoff, or guaranteed next stage.
  • Answer preference items honestly; do not try to reverse-engineer an ideal profile.
  • Third-party preparation is independent and does not redefine Civil Service scoring.

What the CSJT measures

According to current GOV.UK preparing guidance for the Civil Service Judgement Test (last updated 24 May 2024 on that page), the CSJT is an online situational judgement test. It measures your ability to demonstrate judgement and decision-making regarding specific Civil Service Behaviours selected as important for the job you applied for. Behaviours are one of the five Success Profiles elements (behaviours, strengths, ability, experience, and technical). Not every element is used for every role.

Test structure (official guidance)

Official GOV.UK preparation guidance describes two parts:

  1. Part 1: a self-assessment of typical workplace behaviour and preferences (ambition, motivation, and flexibility). This section makes up about 15% of the overall CSJT score. Answer honestly; you may be asked about your responses at interview.
  2. Part 2: workplace scenarios linked to the behaviours selected for your vacancy. Official guidance describes three scenarios for each behaviour and four actions per scenario, each rated on a four-point scale: Counterproductive, Ineffective, Fairly Effective, or Effective.

Scenarios may appear as video, text, or a mix, depending on the job. The test is not timed; GOV.UK guidance notes that most people take about two to four minutes per scenario and recommends allowing at least an hour overall. Always follow the live invitation.

Quick facts

Civil Service Judgement Test facts from current GOV.UK candidate guidance
Item Detail
Assessment name Civil Service Judgement Test (CSJT)
Framework Success Profiles / Behaviours (flexible; vacancy-specific)
Part 1 Self-assessment of preferences; about 15% of the overall score
Part 2 Scenario judgements: three scenarios per behaviour, four rated actions each (per GOV.UK preparing guidance)
Rating scale Counterproductive, Ineffective, Fairly Effective, Effective
Timing Untimed overall; allow enough time before the application deadline
Scoring Percentile against a comparison group; recruiters may set or raise a job-level pass mark after the deadline
Official practice Unscored CSJT practice test via GOV.UK Civil Service online tests guidance
Retakes If you do not meet the minimum standard, you can retake in future applications; a supervised retake may be required at interview
Integrity rule Answer preference items honestly and use only your own responses
Reasonable adjustments Contact the recruitment team or advert contact; Civil Service guidance explains the legal duty to provide adjustments

Do not treat the GOV.UK structure summary as a guarantee that every campaign uses the same behaviours, media format, or next-stage rule.

How scores are used

GOV.UK guidance explains that your score is presented as a percentile relative to a comparison group. Meeting a minimum standard for a job level does not guarantee an invitation to continue. After the test deadline, recruiters may set or raise the pass mark for that job after considering applicant scores and other factors. There is no single universal CSJT pass mark across all Civil Service campaigns.

How to prepare

  1. Read the vacancy and note which behaviours are assessed.
  2. Complete the official, unscored CSJT practice test linked from GOV.UK first.
  3. Review Success Profiles behaviour definitions for your grade.
  4. Practise rating actions for integrity, evidence, fairness, and service quality without inventing a fake ideal personality.
  5. Answer Part 1 preference items honestly.
  6. If you need reasonable adjustments or hit accessibility issues, contact the recruitment team named in the advert; submit help requests early (GOV.UK guidance asks for at least two working days before the deadline where possible).
  7. Use third-party practice only as extra familiarity after official practice.

JobTestPrep UK CSJT-style practice can support additional scenario familiarity as an independent commercial option. Confirm what is free versus paid and current access terms on the product page. It is not Civil Service Resourcing, Cabinet Office, or an official campaign assessment.

Practice questions

These 30 original exercises are for educational practice only. They are not official Civil Service Judgement Test (CSJT) items, and they do not reproduce proprietary scoring keys or ideal personality profiles.

Public-sector professionalism is emphasised here: integrity, accuracy, fairness, and evidence-based judgement. Success Profiles behaviour names (for example Seeing the Big Picture, Making Effective Decisions, Communicating and Influencing, Working Together, Developing Self and Others, Managing a Quality Service, Delivering at Pace) may appear as publicly described concepts. Mentioning those names does not claim any proprietary scoring model.

Employer scoring models may differ. Treat the GOV.UK Civil Service practice tests as the primary reference for official format and guidance. Where scored items appear below, the commentary marks a Most defensible response for learning discussion only, not an official CSJT answer key.

Part A: Unscored self-reflection illustrations (6)

These six items illustrate a self-reflection style of prompt similar to Part 1 preference items. They are unscored. There is no Correct answer and no ideal personality key. Use them to notice your instincts and discuss them with a mentor or peer, not to “game” a score.

Unscored 1 (self-reflection illustration)

When planning work that affects several directorates, which statement feels closest to how you usually operate?

A. I wait for a complete brief before speaking to anyone outside my team. B. I map who is affected, check assumptions against available evidence, then share a clear summary of risks and options. C. I push ahead quickly and adjust later if others disagree. D. I focus only on what my immediate manager asked for.

This item is unscored. There is no Correct answer. Reflect on whether your habit supports Seeing the Big Picture and Making Effective Decisions in a civil service context.

Unscored 2 (self-reflection illustration)

A colleague repeatedly asks you to “soften” figures in a public-facing note. What best describes your instinctive reaction?

A. I rewrite the figures to keep relationships smooth. B. I raise the concern privately and insist on accurate, evidence-based wording. C. I ignore the request and hope the issue goes away. D. I escalate immediately in a group email without checking facts.

This item is unscored. There is no Correct answer. Reflect on integrity and accuracy under pressure.

Unscored 3 (self-reflection illustration)

You disagree with a proposed approach in a workshop. How do you typically respond?

A. I stay silent to avoid slowing the group down. B. I criticise the idea sharply so others see the flaws. C. I listen first, then put forward an alternative with reasons and invite challenge. D. I agree outwardly and raise objections later in private corridors only.

This item is unscored. There is no Correct answer. Reflect on Communicating and Influencing and Working Together.

Unscored 4 (self-reflection illustration)

A deadline is brought forward. Your natural pattern is usually to:

A. Protect quality by refusing any change to scope or timing. B. Work alone overnight without telling anyone you are under pressure. C. Re-prioritise with your manager, flag what will slip, and agree a realistic plan. D. Promise everything will still be delivered exactly as before.

This item is unscored. There is no Correct answer. Reflect on Delivering at Pace and Managing a Quality Service.

Unscored 5 (self-reflection illustration)

Your manager asks for your honest view on a new digital process that you personally find frustrating to use. What best matches your instinct?

A. I say what I think they want to hear so the conversation stays comfortable. B. I give a balanced view, naming both benefits and concerns, with examples where possible. C. I stay quiet in the meeting, then complain to colleagues afterwards. D. I dismiss the process outright regardless of any benefits it might have.

This item is unscored. There is no Correct answer. Reflect on Changing and Improving and honest, constructive feedback.

Unscored 6 (self-reflection illustration)

You make a decision at work that later turns out to be wrong. What is closest to your usual reaction?

A. I minimise it and hope nobody brings it up again. B. I acknowledge it, work out what I can learn, and adjust how I decide next time. C. I explain it away by pointing to factors outside my control. D. I avoid making that kind of decision again, even when one is genuinely needed.

This item is unscored. There is no Correct answer. Reflect on Leadership and Making Effective Decisions.

Part B: Scored workplace scenarios (24)

For each scenario, choose one action (A-D) that is the most effective / most defensible response based on public-sector professionalism (integrity, accuracy, fairness, evidence). The labelled answer is a Most defensible response for educational discussion only, not an official CSJT key.

Scenario 1

You draft briefing lines for a minister. A stakeholder later sends figures that conflict with the data already cleared by analysts. The meeting starts in two hours.

A. Update the brief only after analysts confirm the new figures and note any remaining uncertainty clearly. B. Insert the new figures immediately so the brief looks up to date. C. Leave the conflicting data out and avoid mentioning the discrepancy. D. Use whichever figures best support the preferred policy narrative.

Most defensible response: A Rationale: Accuracy and evidence must be resolved before briefing a minister. A is strongest because it confirms the figures and communicates uncertainty; B and D substitute speed or narrative preference for verification, while C hides a material conflict.

Scenario 2

You chair a recruitment panel. One panellist privately tells you they know a candidate socially and favour them.

A. Keep the comment informal and proceed without a record. B. Ask the panellist to continue scoring but ignore that comment. C. Remove the conflicted panellist from assessing that candidate (or the campaign if required) and follow HR/governance advice, documenting the step. D. Tell the candidate to withdraw to avoid awkwardness.

Most defensible response: C Rationale: A declared social connection creates an actual or perceived conflict of interest. C protects fairness through documented governance; A and B leave the conflicted panellist in the decision, while D unfairly penalises the candidate.

Scenario 3

A member of the public emails to say a published webpage contains an error that could mislead applicants about eligibility.

A. Wait for the next scheduled content review in three months. B. Verify the claim promptly, correct any confirmed error, and reply with a clear explanation. C. Delete the email because it came from a non-official channel. D. Reply that the reader must have misunderstood, without checking.

Most defensible response: B Rationale: Eligibility information can affect whether members of the public apply. B is strongest because it verifies and corrects the error promptly; A prolongs harm, C ignores evidence, and D dismisses the complaint without checking.

Scenario 4

Your team has limited capacity. Two urgent requests arrive: a statistical clarification needed for parliamentary answers, and an internal slide pack for a peer’s informal update.

A. Do the slide pack first because the peer is senior in your network. B. Split time evenly regardless of risk. C. Decline both until your diary is clear. D. Prioritise the parliamentary clarification, agree a later slot for the slides, and explain the rationale.

Most defensible response: D Rationale: The parliamentary clarification carries greater public and statutory consequence than an informal slide pack. D prioritises by impact and communicates the trade-off; A favours status, B ignores risk, and C avoids responsibility.

Scenario 5

You notice a contractor’s invoice includes hours for work that was not delivered. Your manager is on leave.

A. Pause payment processing, gather evidence, and escalate through the agreed finance/contract route. B. Approve the invoice to avoid delaying the supplier relationship. C. Quietly reduce the hours without telling anyone. D. Confront the contractor on social media.

Most defensible response: A Rationale: Public money must not be paid against unsupported delivery. A pauses the transaction and uses the proper evidence and contract route; B approves a doubtful invoice, C changes records without authority, and D is unprofessional and public.

Scenario 6

During a project meeting, a quieter colleague with relevant local knowledge is repeatedly interrupted.

A. Continue so the meeting finishes on time. B. Joke that the interrupter is “just being passionate”. C. Intervene courteously, invite the quieter colleague to finish, and rebalance contributions. D. Suggest the quieter colleague send thoughts by email afterwards only.

Most defensible response: C Rationale: Relevant evidence can be lost when one person dominates a meeting. C restores an inclusive discussion without attacking anyone; A and D marginalise the contributor, while B normalises the interruption.

Scenario 7

You are asked to share draft policy options externally before public handling advice has been agreed.

A. Share the full draft because transparency always comes first. B. Decline for now, check handling rules with the relevant team, and share only what is authorised. C. Share selectively with your preferred contacts only. D. Post a summary on an informal messaging group.

Most defensible response: B Rationale: Draft policy material may have handling and confidentiality restrictions. B checks authority before disclosure; A, C and D all share material outside an agreed process and create governance risk.

Scenario 8

Performance data for your service looks worse than last quarter. A colleague suggests presenting only the favourable subsets.

A. Present only favourable subsets with a confident headline. B. Delay reporting until the numbers improve. C. Blame another team in the narrative. D. Report the full picture, explain drivers with evidence, and propose measured next steps.

Most defensible response: D Rationale: Decision-makers need the complete performance picture, not selected favourable subsets. D reports honestly and proposes action; A and B conceal results, while C shifts blame instead of analysing causes.

Scenario 9

A junior colleague tells you they are struggling with a statutory deadline and are afraid to escalate.

A. Tell them to work longer hours and not bother senior people. B. Help them assess remaining work, agree what to escalate, and support a timely conversation with the manager. C. Take the whole task yourself without informing anyone. D. Advise them to hope the deadline will be extended silently.

Most defensible response: B Rationale: Early escalation protects both the deadline and the colleague’s development. B helps assess the work and supports a timely manager conversation; A increases hidden pressure, C removes ownership without transparency, and D relies on hope.

Scenario 10

You receive FOI material that includes personal data outside the scope of disclosure. Release is due soon.

A. Redact or exclude personal data in line with guidance, seek advice if unsure, and meet the deadline with a compliant pack. B. Release everything to avoid redaction delays. C. Miss the deadline rather than ask for advice. D. Remove whole documents that are merely inconvenient.

Most defensible response: A Rationale: FOI compliance requires lawful disclosure and protection of personal data. A uses proportionate redaction and advice while preserving the deadline; B risks unlawful disclosure, C avoids available support, and D withholds material for convenience.

Scenario 11

Two policy options are finely balanced. Stakeholders lobby hard for Option X. Evidence currently leans slightly toward Option Y.

A. Recommend Option X because stakeholders prefer it. B. Claim the evidence is unanimous for Option Y. C. Avoid a recommendation and ask ministers to choose blindly. D. Present both options fairly, state the evidence for Y clearly, and note stakeholder views as context.

Most defensible response: D Rationale: Ministers need a fair account of evidence, uncertainty and stakeholder views. D separates evidence from lobbying; A substitutes pressure for analysis, B overstates certainty, and C avoids giving usable advice.

Scenario 12

You discover your earlier note to a senior official contained a material error you introduced.

A. Hope nobody notices and leave the record as is. B. Blame the data source in a vague reply. C. Correct the record promptly, explain the error factually, and state the impact. D. Wait until the project ends before mentioning it.

Most defensible response: C Rationale: A material error in an official record should be corrected as soon as it is known. C is transparent about the mistake and its impact; A and D delay correction, while B deflects responsibility.

Scenario 13

A delivery partner asks you to ignore a minor breach of grant conditions “just this once”.

A. Document the issue, apply the grant conditions consistently, and escalate through the agreed framework if needed. B. Ignore the breach to protect the relationship. C. Publicly threaten to cancel all funding without process. D. Ask them to rewrite history so the breach disappears.

Most defensible response: A Rationale: Grant conditions must be applied consistently and through due process. A documents and escalates proportionately; B creates unequal treatment, C threatens action without process, and D falsifies the record.

Scenario 14

Your team must consult other departments on a cross-cutting risk. One department has not replied, and the deadline is tomorrow.

A. Submit without mentioning the gap. B. Invent what you think that department would say. C. Blame the other department in the advice without contacting them again. D. Chase promptly, record the outstanding input, and escalate if the gap is material to the advice.

Most defensible response: D Rationale: Cross-government advice must identify material evidence gaps. D chases, records and escalates the missing input; A hides the gap, B invents evidence, and C assigns blame without attempting resolution.

Scenario 15

You overhear a colleague mocking an applicant’s accent after an assessment centre.

A. Laugh along to stay liked. B. Ignore it because the applicant is not present. C. Challenge the behaviour calmly, and report through the appropriate dignity-at-work route if needed. D. Repost the joke elsewhere as a warning to others.

Most defensible response: C Rationale: Mocking an applicant’s accent undermines dignity, inclusion and confidence in selection. C challenges and uses the proper route if needed; A, B and D either endorse, ignore or spread the misconduct.

Scenario 16

You are asked to approve a communication that overstates certainty about future outcomes.

A. Soften nothing; stronger claims always persuade. B. Tone the wording to what evidence supports, and explain why overstatement would be misleading. C. Approve now and correct quietly after publication. D. Add unrelated positive stories to distract from weak evidence.

Most defensible response: B Rationale: Public communication must match the available evidence. B corrects the level of certainty and explains why; A, C and D all preserve or distract from a misleading claim.

Scenario 17

You are reviewing a colleague’s draft report before it goes to a director. You spot a data transcription error that changes the headline conclusion. The deadline is in 20 minutes.

A. Send the report on time and quietly flag the error afterwards. B. Hold the report briefly, correct the error, and send a short note explaining the delay and the reason for it. C. Delete the affected paragraph so the director draws their own conclusion. D. Forward the report as drafted and ask the colleague to fix it after the director has seen it.

Most defensible response: B Rationale: Managing a Quality Service and accuracy mean correcting a known error before it reaches a decision-maker, with a short, transparent explanation. Sending inaccurate headline conclusions on time (A, D) risks misleading the director, and removing information rather than fixing it © obscures the analysis instead of correcting it.

Scenario 18

Your team wants to trial a new casework triage approach that could clear a backlog faster, but it has not been tested and differs from the standard operating procedure.

A. Change the process for the whole team immediately because the backlog is urgent. B. Refuse to consider any change because the current process is the standard one. C. Ask a couple of colleagues informally what they think, then decide alone. D. Propose a small, controlled pilot, agree success measures with your manager, and review the evidence before any wider rollout.

Most defensible response: D Rationale: Changing and Improving means testing new approaches in a controlled, evidence-based way. Rolling out an untested method to the whole team (A) risks quality and consistency, refusing to consider change at all (B) ignores a genuine improvement opportunity, and an informal, undocumented sounding © does not generate reliable evidence for a decision affecting casework outcomes.

Scenario 19

A visiting minister’s office asks your team, informally and outside the normal clearance process, to share early unpublished analysis before it is finalised.

A. Explain that unpublished analysis must go through the normal clearance and sign-off process, and offer a realistic timeline. B. Share the analysis directly because it is a minister’s office asking. C. Ignore the request and hope it is not repeated. D. Share a version with the key numbers removed so it feels less risky.

Most defensible response: A Rationale: Making Effective Decisions and integrity mean following agreed governance for unpublished material regardless of who is asking, while remaining responsive with a clear timeline. Sharing early (B) or a stripped-down version (D) both bypass clearance, and ignoring the request © is neither professional nor helpful.

Scenario 20

A journalist calls asking you to confirm a policy change that has not yet been publicly announced or signed off.

A. Confirm the change informally to be helpful and build a good media relationship. B. Deny that any change is happening, even though you are not sure. C. Explain that you cannot comment on unannounced matters and direct the enquiry to the press office. D. Give your personal opinion on whether the change is likely.

Most defensible response: C Rationale: Communicating and Influencing in an official capacity means routing sensitive or unconfirmed matters through the correct communications channel. Confirming unauthorised information (A) or speculating (D) both create risk, and issuing a denial you cannot be sure is accurate (B) risks factual inaccuracy.

Scenario 21

Another department asks you to share a dataset that includes some fields outside the agreed data-sharing agreement, citing time pressure.

A. Share the full dataset because the request is urgent and from a fellow department. B. Refuse to respond until the request is resubmitted in writing, regardless of the urgency. C. Share the extra fields but ask the other department to delete them afterwards. D. Share only the fields covered by the current agreement, and offer to escalate an update to the agreement if more is genuinely needed.

Most defensible response: D Rationale: Handling official information appropriately means respecting the scope of the current data-sharing agreement while still helping through a lawful route to extend it. Sharing beyond the agreement (A, C) creates a governance and security risk that goodwill does not remove, while refusing to engage at all (B) does not seek a way to meet a genuine need.

Scenario 22

Outside work, you are considering posting a personal opinion on social media about a live, politically contested policy area connected to your department’s work.

A. Post the opinion but mark it as a personal view only. B. Check the Civil Service guidance on political impartiality and social media before posting anything that touches your department’s area of work. C. Post anonymously so it cannot be traced back to you. D. Post the opinion and delete it quickly if anyone from work notices.

Most defensible response: B Rationale: Civil Service impartiality expectations apply to personal social media activity connected to your work area, so checking guidance first is the professional response. A disclaimer (A), anonymity © or a quick deletion after the fact (D) do not address the underlying impartiality risk.

Scenario 23

A junior colleague asks for protected time to prepare for a professional qualification exam while your team is very stretched.

A. Refuse any time away from core tasks until the current pressure eases completely. B. Grant unlimited time immediately without discussing the impact on team deadlines. C. Discuss the request together, agree a fair amount of protected time, and adjust the team’s plan accordingly. D. Tell them to manage it entirely in their own time.

Most defensible response: C Rationale: Developing Self and Others means balancing genuine development needs with delivery pressures through an open conversation and a fair, planned adjustment, rather than an outright refusal (A), an unmanaged blanket yes (B), or pushing the cost entirely onto the individual’s personal time (D).

Scenario 24

A member of the public complains that they received poor service and were given incorrect information by your team on two separate occasions.

A. Acknowledge the specific failures, apologise, correct the record, and explain what will change. B. Apologise in general terms without confirming what went wrong. C. Explain that mistakes happen and no further action is needed. D. Offer a goodwill gesture without addressing the underlying process issue.

Most defensible response: A Rationale: Managing a Quality Service in a public complaint means being specific and transparent about what went wrong, correcting it, and showing what will improve. A generic apology (B), minimising the issue ©, or treating a gesture as a substitute for fixing the underlying problem (D) all fall short of that standard.

Educational answer key (scored items only)

Scored scenario Most defensible response
1 A
2 C
3 B
4 D
5 A
6 C
7 B
8 D
9 B
10 A
11 D
12 C
13 A
14 D
15 C
16 B
17 B
18 D
19 A
20 C
21 D
22 B
23 C
24 A

Letter balance (24 scored): A = 6, B = 6, C = 6, D = 6. No consecutive run of the same letter longer than 2.

Unscored items 1-6: no key (self-reflection only).

Official resources

FAQ

What is the CSJT?

It is an online judgement assessment used in many UK Civil Service recruitments to examine how you rate workplace actions against selected behaviours.

Is Success Profiles the same as the CSJT?

No. Success Profiles is the wider Civil Service recruitment framework. The CSJT is one online test that may be used when Behaviours are assessed for a vacancy.

Are there right answers on the preference section?

Official guidance stresses honesty on preference self-assessment items. Do not try to reverse-engineer an ideal profile.

Is the CSJT timed?

Current GOV.UK preparation guidance describes the Judgement Test as untimed. Always follow the instructions in your live invitation.

Is there one universal CSJT pass mark?

No. GOV.UK guidance explains percentile scoring and that recruiters may set or raise a job-level pass mark after the deadline. Meeting a minimum standard does not guarantee progression.

Where is official practice?

Use the Civil Service online tests and Judgement Test preparation pages on GOV.UK.

Can third-party prep replace GOV.UK practice?

No. Official practice should come first. Third-party materials are independent and cannot redefine Civil Service scoring.

What happens if I do not pass the minimum standard?

Official guidance says you can retake the Judgement Test in future applications. If you are later invited to interview, the hiring manager may also ask you to retake the test under supervised conditions; you will be told at that stage if this applies to you.

Will video scenarios definitely appear?

Not necessarily. GOV.UK guidance explains that some behaviours are presented as short videos and others as text, and which you see depends on the job you apply for. Check your own invitation.

What if I need reasonable adjustments?

Contact the recruitment team or the point of contact named in your job advert before or during the test if you need adjustments or hit accessibility issues. See the GOV.UK reasonable adjustments candidate guide linked above. Do not treat this page as legal advice.

Next steps

Return to the UK Assessment Tests hub for more British employer, public-service and graduate-scheme guides.