Please RANK ORDER the options below, with 1 being how you are most likely to do and 5 being how you are least likely to do:
Your first port of call will be Bradenham, where you will attend a two days orientation to get to know us better.
This will be a great opportunity to meet other trainees as well as a range of colleagues from
around the business.
How do you feel going into an event like this?
- You expect that the orientation event will be interesting. You hope that the other colleagues attending will introduce themselves to you so that you can get to know them.
- You are keen to attend the orientation event but do not prioritise making connections with the other attendees. You would prefer to get to know people in the less formal parts of the event.
- You are looking forward to attending the orientation event, as it is a good opportunity to learn more about the company. It is unlikely you will work directly with many of the people attending, so you decide to focus on talking to the people you already know while you are there.
- You’re pleased to have been invited to the orientation event and look forward to meeting new people while you’re there. You like to expand your network when given the opportunity to do so.
- You’re excited by the prospect of meeting new colleagues and are interested in using the orientation event as an opportunity to make some new connections across the company. This will help you in your future work.
Due to the busy schedule, some of the sessions are being held at the same time.
How would you select which sessions to attend?
- A. You like to stick to what you know, so you plan to attend sessions which relate to topics you’re already familiar with, and which will build upon your existing knowledge.
- You want to attend the one or two sessions which look most useful to you. You will spend the remaining time going to the sessions which seem to be the most popular.
- You’re keen to go to the most popular sessions, as these will probably be the most enjoyable. You speak to other colleagues to find out which sessions they are attending.
- You want to take your existing skills and knowledge further, so you plan to attend the sessions on areas which interest you, or that you already have some experience in.
- You’re energised by the opportunity to gain new knowledge and skills, so you plan to attend the sessions on topics you do not know much about and are keen to develop your knowledge of.
One of the main sessions you will take part in during your time at Bradenham will be a workshop where you will discuss your ideas on the UK’s infrastructure and how it fits with our purpose of shaping a vibrant economy.
Local priorities include broadband, airport capacity in the north, housing in the London, east-west transport links, and linking smaller towns to big urban centres.
You will be discussing this in a group of your new colleagues, who have a broad range of interests, experiences and opinions.
You will need to work effectively with your team to generate the best ideas you can during your discussion.
How would you approach it?
- You listen to everyone’s views first, before contributing your own. You tend to come up with the best ideas by getting insights from other people and using these to shape your view.
- You share your ideas with the group and seek their feedback. You like putting your ideas to the test by getting a group opinion on them.
- You’re keen to come up with your own ideas first, before you share them with the rest of your group. You want to be confident in your own thinking before involving others.
- You love working as part of a team, so you’re driven by the opportunity to gather opinions and views from around the group, which will inform your thinking.
- You are proactive in joining the discussion by sharing your initial thoughts and asking questions of the other group members. You feel energised by working in this way.
The discussion begins, but the topic is not something your group is familiar with and some members cannot agree on what approach to take.
One colleague, Amrit, would prefer to focus on a specific detail about the topic.
However, Lizzie would prefer to try to understand how it fits within the wider context of Vibrant Economy.
What approach would you like to take?
- You agree with Amrit. You would enjoy focusing on one area of the topic and exploring it thoroughly.
- You agree with Amrit. You feel that the presentation will benefit from focusing on the specifics of the topics you’re presenting on, and by going into it in good depth.
- You agree with Lizzie. You are energised when you think about things broadly, taking in to account all the wider impacting factors.
- You agree with Lizzie. You feel that the presentation will be more interesting if it includes information on the wider context of the topic.
- You find it difficult to agree with either approach, as you prefer to balance bigger picture thinking with focusing on the details.
After a productive discussion, the first day of your orientation finishes and you’ve invited along to a barbeque with your new colleagues. Tomorrow you will become more immersed in our brand and purpose. You will be attending some more workshops and will get a chance to present back the outputs of your discussion to the wider group.
It’s the second day of the orientation event and during a coffee break, members of your group approach you to check-in, to see how your preparation is going for your part of the group presentation. You have spent a good deal of time preparing already, and you are enjoying the other activities on offer during the training event.
What do you do?
- You tell your group that you’ll let them know when you’re free. You want to find some time to work on the presentation, but you’re aware that you have already spent a good amount of time on it.
- You tell your group that you have spent plenty of time on the presentation already. You don’t want it to seem over-rehearsed and feel that it is already good enough to present.
- You tell your group that you’ll find time to prepare before the presentation. You are keen to ensure that the presentation goes as well as possible.
- You look at your schedule and plan to make time to prepare for the presentation. You enjoy pushing yourself in this way to reach success.
- You find a way to prepare for the presentation around the other sessions taking place. You want to achieve the best outcome for everyone.
It’s lunchtime on the second day of your orientation. After an interesting and challenging morning, you meet with your group again to finalise your work. You are due to deliver it in two hours and are putting the final touches on your presentation and what you will say...
With one hour to go, you receive an email from Lizzie explaining that she is unwell and has had to go home. This is unexpected and Lizzie was planning to do most of the talking in the presentation.
What do you do?
- You’re concerned there may not be enough time to fully prepare for the presentation. You decide to speak to the event organiser to see if your group can have additional time before you present.
- You have a discussion with your group to see what they think the best course of action to take is. You feel a little worried about the sudden change, but you want to make sure the presentation goes well.
- You think it would be best to present the presentation without Lizzie. You are disappointed that the presentation won’t be complete, but you still want to go ahead and present.
- You suggest to your group that either you or another member take on Lizzie’s role. You focus on finding a solution and not letting the stress of the situation affect the quality of the group’s presentation.
- You’re keen not to let this affect your presentation, so you volunteer to take on Lizzie’s role. You are keen to stay focused on delivering the best possible presentation, even when facing this challenge.
Now, we’ve going to moves forward in time. We’d like you to think about what it will be like when you are immersed in your role, working on a number of client projects. One of your main clients is Blackbourne Industries, a dynamic British manufacturing firm who are looking to go global. The company is helping them grow their business and move in a new strategy direction. After a number of weeks of working on this project a new stakeholder from Blackbourne Industries, who is unfamiliar with the project, joins the project team.
Your next meeting with Blackbourne Industries is in two days.
What would you do next?
- You send the stakeholder a summary of the project and schedule some time for a call, in case they have any questions.
- You email the new stakeholder the information they will need and to confirm that they are happy with the project. You want to balance having their approval with meeting the tight deadline you have.
- You email them a brief summary of what has been done so far, and what the next steps are. It is important for the project that you bring them up to speed quickly and effectively.
- You call the new stakeholder to update them on the project and discuss whether the next steps fit with their goals. You are keen to meet everyone’s needs where possible.
- You meet the new stakeholder to discuss what has been done so far and what their own vision is for the project. It is important that you take the time to understand and meet the needs of everyone involved in the project.
After a highly complex and technical meeting with the client, you grab a coffee with the project lead, Hida. Over coffee, Hida asks if you have anything you wanted to discuss how the meeting went.
How do you respond?
- You ask Hilda what she thought of the meeting in general. You like to use others’ opinions to see how they compare to your own.
- You ask Hilda what she thinks your client will do next. You can use this information to plan what actions you need to take.
- You use this discussion as an opportunity to discuss an upcoming meeting of yours. You like to keep your focus on your next challenge or task.
- You immediately ask Hilda for feedback on how you approached the meeting and what you could have done better. You are passionate about your own development and want to know where you can improve.
- You invite Hilda to share her thoughts on your performance in the meeting. You are keen to learn more about yourself and apply it in future meetings.
Working across a number of projects, all with their own deadlines can be challenging, especially as you’ll be studying for your professional qualification at the same time. You are working on a number of projects and have several deadlines approaching. You receive an email from your manager, Joy, to check you are feeling about the two exams you have next week.
How do you react?
- You discuss which deadlines are the highest priorities. You like to have a contingency plan in case the pressure becomes unmanageable.
- You ask if she is able to provide any support. Your qualifications are important, so any support will help you focus on your exams without impacting on the quality of your work.
- You are confident you can meet your deadlines fully. You naturally push yourself to deliver high quality work, even when you’re under pressure.
- The reminder helps you to focus on your immediate workload. You are driven to produce great work and do well in your exams.
- You update her on your current situation and ask how she thinks you’re doing. Her response will help you decide if you need to make any changes to your workload.
After your research is completed you send over a summary of your findings to the project lead, Stephen, for his review. Stephen is pleased with the quality of your research, however, he thinks you need to improve the way it is presented. A revised presentation is expected by the end of the week. However, work on several other projects also needs to be done before them.
How do you do?
- You ask Stephen to help you make changes based on his feedback. You feel this is the only way that you can overcome this disappointing setback in time for your deadline.
- You initially focus on the changes which will require the least time to amend. You are a little stressed concentrating on the less negative aspects helps you to cope with these types of situations.
- You reflect on Stephen’s points to determine the best plan of action. You are committed to remaining positive and want to use what he has said in a constructive manner.
- You are motivated to focus on the actions you need to take, based on Stephen’s feedback. You have a natural determination to turn setbacks into opportunities.
- You are a bit disheartened, but recognise that Stephen was only trying to help you, so you work out a way to get the work done.
This client project you have been working on requires knowledge of a wide range of different business areas. Though you are familiar with some of the topics you’ll need to know, there are several others that you have little or no knowledge of.
You will not be able to complete the project without this knowledge.
What do you do?
- You want to limit the number of people you are relying on, so you contact your people manager and ask them to help you with the areas you are less knowledgeable in.
- You make a start on the areas of the project you are knowledgeable in. You’ll decide later where is best to get the information you need.
- You spend an afternoon researching the areas you are less knowledgeable in. this will be quicker than getting other people involved.
- You immediately reach out to colleagues with greater knowledge in each area. Leveraging the expertise of your network energises you.
- You identify which colleagues can help you with the project. You enjoy opportunities to work with others.
You are discussing the project with your people manager Joy. A number of risks have been identified that could threaten the success of the project. Joy tells you of two similar projects she has advised clients on before. In one project, they took a highly detailed and specific approach to minimise each risk. In the other project, they took a more holistic, strategic approach to take into account the wider impact of the risks.
Which approach would you prefer to take?
- You don’t have a strong preference, so you try to take an approach that balances strategic thinking with minimising specific risks.
- The more detailed approach. You feel you can deliver a better piece of work by keeping the scope of it limited and avoiding distractions.
- The more detailed approach. You can provide the best insights when you are able to fully focus on the specifics of each risk factor.
- The more holistic approach. You love understanding the broader context and considering the wider impact of your work.
- The more holistic approach. You are able to achieve a higher standard of work by considering all of the risk factors that might be important.