Civil Service Behaviours Framework: Meaning, Levels and Examples

Key content answers:

• Defines nine essential behaviours linked to success in public sector roles
• Forms one of five elements in the Civil Service Success Profiles recruitment model
• Provides real-time Civil Service interview questions and STAR-based answers
• Behaviour expectations vary by grade level, from AA to Director General
• Behaviours are assessed via interviews, tests, forms, and assessments
• Strengths enhance behaviour performance and long-term role fit

What Is The Civil Service Behaviours Framework?

The Civil Service Behaviours Framework explains the specific behaviours that the United Kingdom Civil Service expects employees to demonstrate in their roles. Civil Service recruitment no longer evaluates candidates solely on qualifications or technical ability.

Instead, behaviours form a core part of the Success Profiles approach. This means that job adverts include the behaviours relevant to that particular role, and recruiters use them as criteria when assessing candidates.

The behaviours are designed to reflect what success in a Civil Service job looks like at different grades. They describe what people do and how they do it in the context of working for the UK government, whether that is delivering public services, advising ministers, shaping policy or managing programmes.

Behaviours are distinct from other components of Success Profiles such as technical skills, experiences, strengths and aptitude. They focus on how a person applies themselves at work.

Recruiters choose the behaviour set that reflects the demands of the job in question. You will not be asked to demonstrate all behaviours in any one application or interview. Understanding the behaviours framework is essential if you want to show evidence of your fit for a Civil Service role.

“From my experience working with Civil Service applicants, candidates who clearly connect their actions and thinking to the behaviours required often perform better in recruitment processes. It signals to assessors that they understand what success looks like in the role.”

The behaviours are also observable and measurable. This makes them useful tools for recruiting managers who are seeking evidence of how candidates have behaved in real or hypothetical situations.

How Does The Civil Service Use Success Profiles In Recruitment?

Civil Service Success Profiles are used in recruitment to give hiring managers a balanced and structured way to identify the best candidate for each vacancy. Success Profiles combine five elements: behaviour, strengths, experience, ability and technical skills. These elements together aim to give a complete picture of someone’s suitability for a role.

Recruiters will consider:

• The behaviour requirements for the job
• The strengths that support sustained performance
• Relevant experience in the context of the role
• Technical knowledge and expertise
• Aptitude or ability to perform to career potential

Overview Of The Five Success Profile Elements

The following table summarises the five elements:

Element	What It Focuses On
Ability	The potential or aptitude to perform at the required level
Technical	Specific job-related skills or professional knowledge
Behaviours	The actions and activities people do that lead to effective performance
Strengths	What people do regularly, do well and enjoy
Experience	Knowledge or mastery gained through involvement in an activity

Each job advert will specify which elements are being assessed and how. For example, some recruitment processes may emphasise behaviours and strengths, while others may place more weight on technical expertise and experience.

Importance Of Tailored Behaviours Per Role

When preparing for a Civil Service application, it is important to note that the behaviours required will be clearly indicated in the job description. Recruiters select those behaviours that align with the context and responsibilities of the role.

“Experienced Civil Service professionals often remind candidates that behaviours help predict future performance in the role. It is not simply what you have done but how you did it that matters. This insight changes how candidates should approach giving examples.”

Understanding the behaviours specified will help you focus your examples more precisely.

Why Is The Civil Service Behaviours Framework Important?

The behaviours framework is central to modern Civil Service recruitment because it helps to assess a candidate’s likely performance in real-world job situations. Behaviours are observable and assessable, meaning they give a more objective basis for comparing candidates.

Recruitment managers often say that behaviours show how someone will act in a role rather than what they know. This is especially important in public service environments where collaborative working, decision making, adaptability, customer focus and leadership are key to delivering outcomes.

“From my conversations with hiring managers, what they look for most often is evidence that a candidate has thought through not only their contribution but also the impact of their actions on others and on organisational priorities.”

Behaviour examples are drawn from a variety of contexts including work, volunteering, education or personal experiences.

Behaviours can be assessed in different ways at various stages of the process:

• Written responses to application questions
• Interviews with behaviour-based questions
• Psychometric or occupational tests
• Assessment centre activities and simulations
• Group exercises

Because behaviours relate to effective performance outcomes, they play a role in both selection and development later in a person’s career.

How Are Civil Service Behaviours Assessed During Recruitment?

Civil Service recruitment uses a range of assessment methods to evaluate behaviours. The methods depend on the nature of the job and what the recruitment pack specifies.

Common Assessment Methods

Assessment methods for behaviours can include:

• Application Form Questions: You are asked to describe specific examples demonstrating the behaviours.
• Interviews: Questions are framed to assess how you think and behave in given scenarios.
• Judgement Tests: Situational judgement tests assess how you would respond to work scenarios.
• Assessment Centres: Activities such as role plays, group discussions or in-tray exercises provide evidence of how you behave in real-time.
• Simulations: Tasks that replicate components of the job to observe behaviour directly.

Using The STAR Method Effectively

The STAR method is a structured way to answer behaviour questions.

Table: STAR Method Explained

Step	What To Include
Situation	Brief context of where and when the event took place
Task	What needed to be done
Action	What you did and how you did it
Result	What the outcome was, including measurable impact where possible

Government recruitment advisers suggest that STAR helps you:

• Keep your answers relevant to the behaviour being assessed
• Show logical steps
• Demonstrate impact and learning

“My own insight is that the quality of STAR examples often determines whether candidates make it through to later stages. Clear, specific examples resonate with assessors.”

What Are The Key Behaviour Categories In The Civil Service Framework?

The Civil Service framework defines nine core behaviours, each designed to assess how effectively an individual can contribute to public sector objectives. These behaviours are common across most job levels and departments, though the expectations change depending on the grade of the role.

Each behaviour includes definitions and indicators of what success looks like. Below is a breakdown of all nine behaviours along with typical real-life interview questions and example answers based on the STAR method.

1. Seeing The Big Picture

Definition: Understanding how your work aligns with team, departmental and wider Civil Service priorities.

Example Interview Question:
“Can you tell me about a time you considered the wider implications of your work and adapted your approach accordingly?”

Example STAR Answer:
Situation: While working in a finance admin team, I noticed a backlog in our supplier payment approvals.
Task: My role was to process payment forms efficiently.
Action: Instead of rushing through my tasks, I took time to speak with the procurement officer and realised delays were affecting contracted service delivery in local authorities. I re-prioritised high-value transactions linked to public services and proposed a tracking log.
Result: This cleared the backlog within two weeks and ensured critical payments were processed first, supporting uninterrupted public services.

2. Changing And Improving

Definition: Seeking out opportunities to improve processes, suggest innovations and support change.

Example Interview Question:
“Give an example of when you introduced or suggested a change to improve the way your team worked.”

Example STAR Answer:
Situation: My team handled customer email queries manually.
Task: We were receiving increasing volumes, leading to response delays.
Action: I analysed frequent query types and proposed using automated response templates. I tested and presented the idea to the team leader.
Result: The change was adopted, which cut average response time from 5 days to 2 days, while maintaining quality and customer satisfaction.

3. Making Effective Decisions

Definition: Using sound judgement, evidence and analysis to arrive at decisions.

Example Interview Question:
“Describe a time when you had to make a decision quickly but still ensure it was the right one.”

Example STAR Answer:
Situation: During a customer complaint escalation, a file was missing critical documents.
Task: I needed to decide whether to escalate it to management or resolve it.
Action: I reviewed similar cases, found a comparable template, confirmed with our guidance and phoned the customer to clarify key details.
Result: I resolved the issue within the same day and avoided escalation. The customer later thanked the team for prompt handling.

4. Leadership

Definition: Inspiring others by setting a clear direction, being accountable and acting with integrity.

Example Interview Question:
“Tell me about a time you led a team through a difficult challenge.”

Example STAR Answer:
Situation: Our call centre faced a surge in call volumes after new policy changes.
Task: As a senior agent, I was asked to coordinate shifts and ensure morale.
Action: I split the team into focus groups, rotated complex queries, and communicated daily updates clearly. I listened to concerns and fed suggestions back to management.
Result: Team satisfaction improved and average call handling time was reduced by 18% over the next month.

5. Communicating And Influencing

Definition: Communicating purpose and direction clearly while listening and influencing effectively.

Example Interview Question:
“Share a time when you had to explain something complex to someone with no prior knowledge of the topic.”

Example STAR Answer:
Situation: A local school contacted our department about funding policies they found confusing.
Task: I was responsible for responding clearly and helpfully.
Action: I rewrote the policy summary using plain English, removed jargon, and included an annotated diagram. I followed up with a call to ensure understanding.
Result: They reported full clarity after our conversation and shared the materials with their school board.

6. Working Together

Definition: Collaborating across teams and departments, supporting others and building positive relationships.

Example Interview Question:
“Can you give an example of when you worked successfully with someone from another team or department?”

Example STAR Answer:
Situation: I was working on a data project that required statistics from the HR department.
Task: The other team had different deadlines and priorities.
Action: I arranged a joint planning session, clarified mutual benefits and agreed on a shared timeline. I maintained contact and adjusted my own schedule to support them.
Result: We delivered the report a week early, and the collaboration led to a new cross-department data-sharing protocol.

7. Developing Self And Others

Definition: Focusing on personal development and supporting learning in colleagues.

Example Interview Question:

“Tell me about a time when you helped a colleague develop a new skill or supported their learning.”

Example STAR Answer:
Situation: A new starter in my team struggled with a reporting tool we used daily.
Task: I wanted to help them become more confident and efficient.
Action: I created a simple user guide and ran a short one-to-one session. I checked in after a week to offer follow-up support.
Result: They reported increased confidence and started training others within three months. Our team’s overall efficiency improved as tasks were shared more evenly.

8. Managing A Quality Service

Definition: Delivering high standards of service, balancing efficiency and customer needs.

Example Interview Question:
“Describe a time when you improved service delivery to meet customer expectations.”

Example STAR Answer:
Situation: Customers were complaining about delays in receiving confirmation letters after submitting forms.
Task: I investigated the root of the delay.
Action: I found that letters were being manually drafted each time. I worked with IT to set up an auto-template that pre-filled data.
Result: Processing time was reduced by 50 percent, complaints dropped, and managers recognised our unit for innovation.

9. Delivering At Pace

Definition: Working efficiently, staying focused and meeting deadlines.

Example Interview Question:
“Give an example of how you managed competing priorities under tight deadlines.”

Example STAR Answer:
Situation: I had to complete two urgent reports requested by different senior leaders, both due on the same day.
Task: I needed to find a way to deliver both with accuracy and on time.
Action: I blocked focused time for each, delegated routine tasks to a trusted colleague, and gave stakeholders clear updates. I also requested a short extension on one task, which was granted.
Result: Both reports were submitted successfully with strong feedback and the extension request was seen as good judgement.

 

How Do Behaviour Expectations Differ By Civil Service Grade?

Behaviour expectations become more complex and strategic as the grade increases. The Civil Service provides examples of behaviours specific to grade levels to guide both recruiters and applicants.

Administrative Assistant And Administrative Officer

At junior levels, behaviours focus on understanding responsibilities, contributing to team goals, following guidance and displaying a willingness to learn.

Executive Officer

At EO level, there is an expectation that you:

• Take responsibility for work outcomes
• Communicate effectively with colleagues and stakeholders
• Review ways of working
• Make decisions within recognised guidance

Higher Executive Officer And Senior Executive Officer

At these levels there is more emphasis on:

• Leading small teams or projects
• Supporting colleagues’ development
• Taking a broader view of customer needs
• Managing service quality

Table: Behaviour Themes By Grade Band

Grade Band	Key Behaviour Focus
AA / AO	Task execution, team support, following guidance
EO	Responsibility for results, clear communication, decision-making
HEO / SEO	Team leadership, service quality, process improvement
Grade 6 / Grade 7	Strategic thinking, empowering others, risk management
Deputy Director	Vision alignment, cross-organisational leadership
Director / Director General	National strategic leadership, culture change

Grade 6 And Grade 7

These roles involve strategic thinking, encouraging innovation, empowering others, taking managed risks and making complex decisions with a broader impact.

Deputy Director

Deputy Director level emphasises:

• Anticipating long-term impacts at national and departmental levels
• Shaping joined-up strategies
• Demonstrating inclusive leadership
• Managing change effectively

Director And Director General

At the most senior levels, behaviour expectations include:

• Leading organisational vision
• Shaping culture and strategic priorities
• Influencing across government
• Inspiring and mentoring others

“Government professionals have consistently highlighted that the senior behaviours are not simply about delegating work. They are about influencing broadly and making strategic decisions under uncertainty.”

This progression shows how behaviours evolve with responsibility and impact.

How Can You Prepare Strong Examples For Civil Service Interviews?

Preparing strong examples involves three key steps:

Step 1: Analyse The Job Description

List the behaviours required in the advert. Highlight the key indicators of success for each behaviour.

Step 2: Identify Relevant Examples

Look for times when you have demonstrated those behaviours. These examples can come from:

• Work
• Volunteering
• Education
• Community roles

Step 3: Structure Each Example

Use STAR to structure the situation, your actions, and the result.

Table: Example Preparation Checklist

Checklist Item	Yes / No
Have I matched behaviour to example?
Does the example show clear action by me?
Is the outcome measurable or specific?
Have I linked the example to organisational impact?

“From my experience coaching candidates, those who quantify outcomes in their example stand out. Specific figures, timeframes or changes make your story more convincing to assessors.”

How Do Behaviours Align With Strengths In Success Profiles?

Strengths are the innate or well-developed characteristics that make it easier for people to demonstrate certain behaviours consistently. In Success Profiles, strengths show what a candidate naturally does well and enjoys.

For example, a strength such as “Adaptability” supports the behaviour “Changing and Improving.” When you articulate your strengths, think about how they make you effective in behaviours the role requires.

This alignment helps you frame your examples more authentically. Rather than listing strengths separately, integrate them into your behaviour stories so that your narrative shows not only what you did but why you do it well.

Government recruiters often look for evidence that your strengths will help you sustain performance in complex environments.

What Support Is Available For Applicants Needing Reasonable Adjustments?

The UK Civil Service is committed to diversity and inclusion. If you think you need adjustments in the recruitment process due to disability or other needs, you can request reasonable adjustments.

Examples include:

• Documents in alternative formats such as large print
• Additional time during tests or interviews
• Support at assessment centres

If you require adjustments, you should inform the recruiting manager early so that arrangements can be made.

Government guidance emphasises that adjustments are there to help you demonstrate your full potential. You should not feel reluctant to ask for support.

Conclusion

Mastering the Civil Service Behaviours Framework is essential if you want to succeed in Civil Service recruitment. By understanding what the behaviours are, how they’re assessed, how they differ by grade, and how they connect with strengths and other elements, you can present yourself as a well‑rounded candidate.

With structured preparation and clear examples that highlight your impact, you’ll be well‑placed to stand out in the UK Civil Service recruitment process.

FAQs About Civil Service Behaviours

What are Civil Service behaviours used for?

They are used to assess how candidates approach tasks and interact with others in the workplace.

Can I use non-work examples to demonstrate behaviours?

Yes, volunteering, education, or personal projects can all provide valid behaviour examples.

Do behaviours differ between departments?

No, the behaviours are standard across the Civil Service, but the examples and focus may vary by role.

How many behaviours do I need to prepare for a job application?

Only the behaviours listed in the job advert need to be addressed; usually 3 to 5 per role.

What happens if I do not demonstrate a behaviour well in interview?

It may lower your overall score, but other elements like strengths or experience may balance your performance.

Is the STAR format mandatory in applications?

It is not mandatory, but it is strongly recommended as it helps structure your examples clearly.

Can behaviours be assessed through tests instead of interviews?

Yes, situational judgement tests, assessments, and simulations can also assess behavioural responses.