How to Pass the Civil Service Tests

The civil service verbal reasoning test is used to measure your ability to comprehend and identify the key details in a passage of text. For questions in this test, you will be given a passage, followed by a series of statements related to it. For each statement, you might identify whether it is ‘true’, ‘false’, or ‘impossible to say’ based on the information in the text.

The trick for questions of this kind is to keep a close eye on all of the information. Read the initial passage carefully at least once before attempting any of the questions. Double-check with the information in the passage while you answer each question.

Here’s a Civil Service verbal reasoning sample question:

Passage 1

Employees working in an organisation are bound by confidentiality. They have a duty to keep information, data and any work-related issues quiet. Severe consequences are often a result of breaking the confidentiality agreement. Employers issue confidentially agreement contracts whereby both parties need to sign the clause and agree to the terms and conditions.

If suspension is a possible ‘severe consequence’ for employers to use, then employees who break the confidentiality agreement may be at risk of being suspended.

A – True

B – False

C – Impossible to say

This test is used to assess your numerical reasoning skills. You’ll be given a series of questions, all based on different pieces of data, that you’ll need to interpret in order to give the right answer. This data can be represented in the form of charts, graphs, and tables. Questions in this section will be multiple-choice.

Take a look at this sample numerical reasoning question:

The following table shows the percentage of copper in two coins:

If both the coins are made of only nickel and copper, what is the difference between the weight of nickel present in the 50 pence coin and the weight of nickel in the 20 pence coin?

Sample Scenario

You’ve recently taken over a team that’s struggling with morale and performance. One experienced team member, Rani, often questions your decisions in meetings, which you’ve found undermines your authority in front of others. However, her work is consistently accurate, and other colleagues tend to follow her lead.

What do you do?

A) Arrange a one-to-one conversation with Rani to discuss how her comments come across in meetings and to better understand her concerns.

B) Begin excluding Rani from decision-making meetings to avoid further disruption.

C) Ask the whole team in your next meeting to avoid criticising decisions once they’re made, without mentioning Rani directly.

D) Let the situation play out naturally for a few weeks to see if Rani’s attitude improves on its own.

Suggested Response:

• Most Likely: A)
• Least Likely: B)

Explanation:

• Option A shows direct but respectful leadership. It balances professionalism with emotional intelligence by addressing concerns privately and constructively.
• Option B is likely to worsen the situation. Excluding someone without a conversation is uncollaborative and risks alienating a skilled employee.
• Option C is vague and might come off as passive-aggressive to the group, especially if they know who it’s aimed at.
• Option D delays action and could allow the issue to grow, affecting team dynamics and your credibility as a manager.

Part 1: Self-Assessment of Work Preferences

You’ll be presented with statements about work behaviors and asked to rate your level of agreement on a scale from ‘Very Strongly Agree’ to ‘Very Strongly Disagree’.

Sample Statement:

“I enjoy working on tasks that require me to adapt quickly to new information and changing circumstances.”

Response Options:

• Completely Agree
• Strongly Agree
• Agree
• Neutral
• Disagree
• Strongly Disagree
• Completely Disagree

Guidance:

• Respond honestly based on your typical work behaviour.
• There are no right or wrong answers—the aim is to measure how well your natural strengths align with the job.
• If you’re applying for a role that requires adaptability, a stronger level of agreement might indicate a better fit.

Part 2: Effectiveness Ratings of Workplace Scenarios

You’ll be presented with workplace scenarios and several possible actions. For each action, you’ll rate its effectiveness using the following scale:

• Counterproductive: An unacceptable action that would make the situation worse.
• Inefficient: A poor action that would not help the situation.
• Fairly Efficient: A useful action that would be of some help to the situation.
• Efficient: A good action that would help to resolve the situation.
• Very Efficient: The most suitable action, that will fully resolve the situation.

IMPORTANT! Please note our smaple scenario only has four actions, in the sample tests provided you will see five actions, with five aswer choices and ratings. It is also important to note that each possible action does not specifically require a separate rating. For example, if you feel that two of the actions are counterproductive, you can score them as such.

Sample Scenario: You are leading a project team, and one member consistently misses deadlines, affecting the project’s progress. What do you do?

Possible Actions:

1. Privately discuss the missed deadlines with the team member to understand any challenges they’re facing.
2. Reassign their tasks to other team members without addressing the issue directly.
3. Highlight the missed deadlines in the next team meeting to encourage accountability.
4. Report the team member’s performance to senior management immediately.

Effectiveness Ratings:

1. Effecticient
2. Counterproductive
3. Inefficient
4. Fairly Efficient

Rationale:

• Action 1 is effective as it addresses the issue directly and empathetically, allowing for problem-solving.
• Action 2 is counterproductive because it avoids the problem and may overburden other team members.
• Action 3 is ineffective as it could embarrass the individual without resolving the underlying issue.
• Action 4 is fairly effective but might be premature without first discussing the issue with the team member.

Part 3: Most and Least Likely Responses to Scenarios

Format: You’ll be given scenarios with several possible actions. For each scenario, you’ll select the action you are most likely to take and the one you are least likely to take.

Sample Scenario: A colleague frequently interrupts you during meetings, making it challenging for you to convey your points.

Possible Actions:

1. Speak to your colleague privately after the meeting about the interruptions.
2. Interrupt your colleague during their speaking time to experience the same.
3. Raise the issue during the meeting to make others aware.
4. Ignore the behavior and continue as usual.

Most Likely Action: Action 1 Least Likely Action: Action 2

Rationale:

• Action 1 demonstrates professionalism and a willingness to resolve conflicts amicably.
• Action 2 is unprofessional and could escalate tensions.
• Action 3 might embarrass your colleague and is less discreet.
• Action 4 ignores the issue, allowing it to persist.

Part One: Customer Service Scenarios

Scenario: A customer emails expressing frustration about a delayed order, stating they’ve been waiting longer than the expected delivery time.

Initial Customer Communication: “I’ve been waiting for my order for two weeks now, which is longer than the promised delivery time. I’m very disappointed.”

Possible Responses:

A. Apologize for the delay, explain that there have been unexpected issues affecting delivery times, and assure the customer that their order will arrive soon.

B. Apologize for the inconvenience, inform the customer that you’re looking into the issue, and provide an estimated new delivery date.

C. Apologize for the delay and offer a discount on their next purchase as a goodwill gesture.

Best Response: B

Explanation: This response acknowledges the customer’s frustration, takes responsibility by investigating the issue, and provides a concrete solution with a new estimated delivery date, addressing the customer’s immediate concern.

Part One (b)

Scenario: Customer response: “That’s not my problem, I have paid for a service and I haven’t received it. I want action now!”

Possible responses

A. Apologize once more and explain that you will try to locate the package and provide further update as soon as possible.

B. Tell the customer, you are very sorry, but there is nothing else you can do right now.

C. Apologize again and tell the customer you can get another item dispatched on a next day delivery, an arrange for the original item not to be delivered when located.

Best Response: C

Explanation: As the customer is still angry and upset by the outcome, this requires more action on your behalf. Option C, is the only response which takes further action to attempt to resolve the problem.

Part Two: Evaluating Actions in Scenarios

This section presents various workplace scenarios related to customer service. For each scenario, you’ll evaluate the effectiveness of four possible actions, rating them based on their appropriateness and potential outcomes.

Scenario: A customer is upset because they received the wrong item in their order.

Possible Actions:

1. Apologize and immediately send the correct item, allowing the customer to keep the incorrect one.
2. Apologize and ask the customer to return the incorrect item before sending the correct one.
3. Apologize, send the correct item immediately, and provide a discount on their next purchase.
4. Apologize and inform the customer that they need to return the incorrect item, and once received, the correct item will be dispatched.

Effectiveness Ratings:

1. Effective: Resolves the issue promptly and enhances customer satisfaction.

2. Fairly Effective: Addresses the problem but adds inconvenience for the customer.

3. Highly Effective: Not only corrects the mistake promptly but also offers additional value to the customer.

4. Ineffective: Delays the resolution and may lead to further dissatisfaction.

Part Two: Evaluating Actions in Scenarios

This section presents various workplace scenarios related to customer service. For each scenario, you’ll evaluate the effecti

Part Three: A timed section where you’ll have 10 minutes to identify errors between pieces of customer information provided. This assesses your ability to work quickly and accurately under pressure.

Part Three: Attention to Detail

Task: You’re provided with two versions of a customer’s address and must identify discrepancies.

Version 1: “123 Maple Street, Springfield, SP1 2AB”

Version 2: “123 Maple St., Springfeld, SP1 2AB”

Discrepancies:

• “Street” vs. “St.”

• “Springfield” vs. “Springfeld”

Solution: Identify and correct these inconsistencies to ensure accurate customer records.

Preparation Tips

• Improve Attention to Detail: Engage in exercises that require careful review of information under time constraints.

Civil Service Judgement Test (CSJT) – Part 1: Self-Assessment What is it?

This section of the CSJT assesses how your behaviour and preferences align with the Civil Service’s working environment, using a series of 15 statements.

For each, you’ll be asked to rate how accurately the statement describes you at work, using the following scale: Very Inaccurate / Inaccurate / Neutral / Accurate / Very Accurate

The test is untimed and typically taken online.

There are two types of questions you will face in the self-assessment section.

1. Behaviour-Based Statements

These relate to the Civil Service Success Profiles Behaviours, such as:

• Working Together

• Making Effective Decisions

• Delivering at Pace

• Communicating and Influencing

• Managing a Quality Service

• Changing and Improving

• Seeing the Big Picture

Purpose: To understand how frequently and consistently you demonstrate desirable workplace behaviours.

2. Preference-Based Statements

These explore your natural tendencies or working style, such as:

• Task variety vs. routine

• Working independently vs. collaboratively

• Clear direction vs. flexibility

• Interaction vs. quiet work

Purpose: To assess how well your personal work preferences align with typical Civil Service environments.

There are no “right” or “wrong” answers, but your responses help identify whether you’re suited to the role or department you’re applying for.

How to Approach Each Type

Behaviour-Based Questions

• Be honest, but align with core Civil Service Success Profiles

• Consider how often you behave in the way described — not just whether you agree with the statement

• Think about recent examples where you demonstrated that behaviour

Preference-Based Questions

• Reflect on what genuinely suits your working style

• Don’t answer based on what you think the Civil Service wants — they use these to place you in the right kind of role

• There’s no penalty for choosing a less common preference, as long as it fits the role.

Sample Questions and Explanations

Behaviour-Based Question

Statement: I remain constructive and professional when managing disagreements at work.
Rating You Might Choose: Very Accurate

Explanation:
This relates to the Communicating and Influencing behaviour.
It suits individuals who stay composed under pressure, manage conflict with empathy, and maintain respectful dialogue.

• ✔️ This would suit people working in HR, project management, team leadership, or any role where negotiation or stakeholder engagement is required.

• ❌ It might challenge those who are uncomfortable with confrontation or tend to avoid emotionally charged situations.

Part Two of the Civil Service Judgement Test presents you with realistic workplace scenarios. Each scenario is followed by four possible actions. You must rate the effectiveness of each action, usually on a scale such as:

• Very Effective

• Effective

• Fairly Effective

• Ineffective

• Counterproductive

This part of the test is designed to assess your judgement, problem-solving skills, and your ability to handle everyday challenges in a way that aligns with Civil Service values and behaviours. PLEASE NOTE: Not every action needs to be a different effectiveness rating. If you feel that two of the actions are the same ranking, please answer as such.

Sample Scenario

You are working in a busy team that is preparing a report for a senior official. The deadline is tight, and your colleague has made a mistake in one of the key data tables. They are currently away at a meeting, and you are unsure how they produced the figures. The report is due in two hours.

Action A:
You correct the mistake using your best judgement and send the report as planned.
Rating: Fairly Effective
Explanation: You are taking initiative and meeting the deadline, but you risk introducing a further error by guessing. It’s a practical response, but not ideal without verifying the data.

Action B:
You inform your manager of the issue and suggest submitting the report with a note flagging the section that needs reviewing once your colleague returns.
Rating: Very Effective
Explanation: This shows integrity, good communication, and protects the team’s credibility while still progressing the task responsibly.

Action C:
You ignore the mistake because it’s your colleague’s responsibility and trust they will fix it later.
Rating: Ineffective
Explanation: This avoids responsibility and risks the error being missed entirely, potentially affecting decision-making.

Action D:
You wait for your colleague to return and delay sending the report until they confirm the figures.
Rating: Effective
Explanation: This ensures accuracy but risks missing the deadline. It is cautious and responsible but could have been improved by informing someone of the delay.

Action E:
You quickly remove the data table from the report and submit the rest on time, hoping the omission won’t be noticed until it can be fixed later.

Rating: Counterproductive
Explanation: While this avoids including incorrect information, it undermines the completeness and usefulness of the report. Omitting a key section without explanation could confuse the recipient, damage trust, and result in further delays or follow-ups. It shows a lack of transparency and poor judgement in managing time-sensitive work.

Part One: You’ll be presented with a scenario accompanied by related background information, such as customer communications or internal messages. Your task is to review this information and determine the veracity of several statements, categorizing each as:

• Definitely True
• Possibly True
• Impossible to say
• Probably False
• Definitely False

Sample Questions and Solutions

Part One: Information Processing and Analysis

Scenario: A client, Mr. Smith, has submitted an application for a housing benefit. Included in his application are:

• A completed application form dated March 1st.

• A letter from his employer stating his employment ended on February 25th.

• A bank statement showing a balance of £500 as of February 28th.

Statement: “Mr. Smith was unemployed when he submitted his application.”

Options:

• True
• False
• Impossible to say

Correct Answer: Impossible to Say

Explanation:

Although we know his last job ended on February 25th, there’s no information provided to confirm whether he started a new job between that date and March 1st (the date of the application). He may still be unemployed, but we can’t assume that without explicit evidence. This makes “Cannot Say” the only correct and justifiable choice.

Part Two: This section presents various workplace scenarios relevant to casework. For each scenario, you’ll evaluate the effectiveness of multiple possible actions, rating them based on their appropriateness and potential outcomes.

Sample Question

Scenario: A client has missed two consecutive appointments without prior notice. This has delayed the processing of their case.

Possible Actions:

1. Send a formal letter warning the client that their case will be closed if they miss another appointment.

2. Attempt to contact the client by phone to understand the reasons for the missed appointments and reschedule.

3. Continue processing the case without the client’s input to avoid further delays.

4. Place the case on hold indefinitely until the client reaches out.

Effectiveness Ratings:

1. Fairly Efficient

2. Highly Efficient

3. Inefficient

4. Counterproductive

Explanation: Action 2 is highly effective as it seeks to understand the client’s situation and reschedule, demonstrating empathy and a proactive approach. Action 1 is fairly effective but may come across as punitive without understanding the reasons for the missed appointments. Action 3 is ineffective as it disregards the client’s input, potentially leading to errors.Action 4 is counterproductive as it halts progress without attempting to resolve the issue.

Part Three: A timed exercise where you’ll be provided with case information and required to identify errors or input necessary information accurately within a set time limit. This assesses your ability to work quickly and precisely under pressure.

Part Three: Sample Question

Task: You are provided with two versions of a client’s address and must identify discrepancies.

Version 1: “456 Oak Avenue, Apt. 12, London, LN1 3AB”

Version 2: “456 Oak Ave, Apartment 12, London, LN1 3BA”

Discrepancies:

• “Avenue” vs. “Ave”

• “Apt.” vs. “Apartment”

• Postcode: “LN1 3AB” vs. “LN1 3BA”

Solution: Identify and correct these inconsistencies to ensure accurate client records.

Preparation Tips

• Enhance Analytical Skills: Practice interpreting and synthesizing information from multiple sources.

• Develop Decision-Making Abilities: Engage in exercises that require evaluating the effectiveness of various actions in workplace scenarios.

• Improve Attention to Detail: Perform tasks that involve identifying discrepancies under timed conditions to boost accuracy and speed.

Approach the test with honesty and confidence, ensuring your responses genuinely reflect your caseworking skills and alignment with the Civil Service’s core behaviours.