The 9 Civil Service behaviours explained, with what's expected at each grade
Facts last checked 2 October 2026 · Independent guide, not official advice
The Civil Service Behaviours are nine kinds of action that lead to effective performance. They're one of the five parts of the Success Profiles framework used in most Civil Service recruitment. Adverts list which behaviours they'll assess, and what's expected depends on the grade.
Key facts
- The behaviours are specific to the grade of the job. The official framework gives examples for each grade group.
- You won't be asked to demonstrate all nine for one role. The advert says which ones.
- The framework says there's no expectation that you demonstrate every part of each example to be successful.
- Your examples can come from work, volunteering or even a hobby.
The nine behaviours, and what's expected at each grade
Definitions are from the official framework. The grade-level expectations are close summaries of its examples. Tap a behaviour to see each level. (Older versions of the framework called these grade groups Levels 1 to 6.)
Seeing the Big PictureUnderstand how your role fits with and supports organisational objectives. Recognise the wider Civil Service priorities and ensure work is in the national interest.Assessed in 22% of live adverts listing behaviours
- AA and AO
- Understand your responsibilities and how they contribute to your team's priorities; consider how your work affects people with different needs; gather information from inside and outside the organisation.
- EO
- Understand how your work and your team's work supports wider objectives and the needs of different stakeholders; keep up to date with issues in your area; focus on overall goals, not just specific tasks.
- HEO and SEO
- Understand the strategic drivers for your area; align activities with wider organisational priorities; stay alert to emerging issues and trends; understand how your team's strategies create value.
- Grade 7 and Grade 6
- Keep an understanding of economic, social, political, environmental and technological developments; make sure plans reflect wider strategic priorities; take a government-wide perspective and bring together stakeholder views.
Changing and ImprovingSeek out opportunities to create effective change and suggest innovative ideas for improvement. Review ways of working, including seeking and providing feedback.Assessed in 23% of live adverts listing behaviours
- AA and AO
- Review ways of working and suggest improvements, including making full use of digital technology; learn new procedures and help colleagues do the same; raise issues arising from changes in a suitable way.
- EO
- Regularly review your own and your team's work and suggest improvements; give constructive feedback on changes; be positive and open about change; consider the accessibility needs of end users.
- HEO and SEO
- Work with others to simplify processes and use fewer resources; encourage ideas from a wide range of sources; explain the reasons for change; create an environment where colleagues can challenge safely; take managed risks.
- Grade 7 and Grade 6
- Encourage and share innovative ideas; make changes that add value and explain the benefits; consider the impact on culture, structure and morale; spot early signs that things are going wrong; challenge senior management constructively on change.
Making Effective DecisionsUse evidence and knowledge to support accurate, expert decisions and advice. Carefully consider alternative options, implications and risks of decisions.Assessed in 51% of live adverts listing behaviours
- AA and AO
- Use guidance, analyse relevant information and ask colleagues for input; deal with errors or gaps in information before deciding; consider the needs of those affected; ask for clarification when unsure.
- EO
- Take responsibility for making effective, fair and timely decisions; research further information and seek advice when unsure; explain decisions clearly; consider options, costs, risks and wider implications.
- HEO and SEO
- Understand your level of responsibility and empower others to decide; use credible internal and external information; invite challenge; make difficult decisions confidently, even if unpopular; give strong, timely recommendations.
- Grade 7 and Grade 6
- Make sure decisions happen at the right level without unnecessary bureaucracy; interpret data accurately; draw reasonable conclusions from complex and incomplete evidence; decide confidently even when details are unclear.
LeadershipShow pride and passion for public service. Create and engage others in delivering a shared vision. Value difference, diversity and inclusion, ensuring fairness and opportunity for all.Assessed in 28% of live adverts listing behaviours
- AA and AO
- Show enthusiasm and take personal accountability for your role; act fairly, inclusively and respectfully; support wider team objectives; consider the wider consequences of your actions.
- EO
- Show pride and passion and engage positively and inclusively with your team; role model an inclusive workplace and deal promptly with inappropriate language and behaviour; give praise and credit.
- HEO and SEO
- Make sure people understand objectives, activities and timeframes; champion inclusion; recognise achievements; manage conflict, misconduct and non-inclusive behaviour, raising it with senior managers where appropriate.
- Grade 7 and Grade 6
- Promote diversity, inclusion and equal opportunity; welcome challenge; stand by and defend your team's actions and decisions; seek shared interests beyond your own area; inspire and motivate teams.
Communicating and InfluencingCommunicate purpose and direction with clarity, integrity and enthusiasm. Respect the needs, responses and opinions of others.Assessed in 76% of live adverts listing behaviours
- AA and AO
- Put your views forward clearly and considerately; choose the right channel for each person; use plain language and check written work for errors; listen and ask questions to make sure you understand.
- EO
- Communicate clearly and concisely in speech and writing; choose the best channel, including digital; respond constructively to questions; handle challenging conversations with confidence and sensitivity.
- HEO and SEO
- Communicate in a straightforward, honest and engaging way; give communication a clear purpose suited to the audience; share information and check understanding; deliver important messages respectfully.
- Grade 7 and Grade 6
- Communicate clearly and honestly to build trust; explain complex issues simply; deliver difficult messages with clarity and sensitivity, persuasively when needed; remain impartial; improve your team's communications.
Working TogetherForm effective partnerships and relationships with people both internally and externally, from a range of diverse backgrounds, sharing information, resources and support.Assessed in 54% of live adverts listing behaviours
- AA and AO
- Contribute actively to the whole team's work; build supportive relationships; ask for help and support others; consider your own and colleagues' wellbeing; understand that bullying, harassment and discrimination are unacceptable.
- EO
- Develop contacts outside your own team; contribute to an inclusive environment and make clear that bullying, harassment and discrimination are unacceptable; support colleagues; adapt ways of working to help teams cooperate.
- HEO and SEO
- Encourage joined-up teamwork within and across groups; build stakeholder relationships; develop genuine team spirit; put wellbeing support in place; seek input from diverse perspectives.
- Grade 7 and Grade 6
- Build and maintain a network of colleagues and contacts; challenge assumptions while being willing to compromise; support your team's wellbeing; create an inclusive environment and stay approachable.
Developing Self and OthersFocus on continuous learning and development for self, others and the organisation as a whole.Assessed in 14% of live adverts listing behaviours
- AA and AO
- Identify gaps in your skills and knowledge and plan how to develop them; act on feedback; share what you learn with your team.
- EO
- Identify gaps in your own and your team's skills; set and meet development objectives; support colleagues' development; delegate in ways that help people learn; encourage feedback.
- HEO and SEO
- Identify capability gaps for yourself and your team; coach, mentor and develop colleagues to support succession planning; reflect on your work and act on feedback.
- Grade 7 and Grade 6
- Role model continuous learning; identify development needed for future objectives; make development opportunities available to everyone regardless of background or ambition; encourage teams to learn from each other.
Managing a Quality ServiceDeliver service objectives with professional excellence, expertise and efficiency, taking account of diverse customer needs.Assessed in 45% of live adverts listing behaviours
- AA and AO
- Understand customers' needs; manage your time to deliver a high-quality service that gives taxpayers good value; prevent problems by identifying, reporting and solving issues; keep people updated.
- EO
- Work with customers to understand their needs; make clear plans and priorities; explain clearly what can be done; identify common problems; balance quality and cost-effectiveness.
- HEO and SEO
- Develop, implement and review systems and services; set priorities with stakeholders; deliver quality and value for money; resolve risks and issues efficiently; find and respond to customer feedback.
- Grade 7 and Grade 6
- Understand complex and diverse customer needs; deliver an efficient, cost-effective service considering technology and accessibility; meet legal, regulatory and security requirements; manage risk; compare against best practice.
Delivering at PaceTake responsibility for delivering timely and quality results with focus and drive.Assessed in 50% of live adverts listing behaviours
- AA and AO
- Work with focus and pace to get the job done on time and to a high standard; follow policies and procedures; take responsibility for the quality of your work; keep your manager updated.
- EO
- Review your team's activities to find barriers; set clear goals and assess workloads; make sure colleagues have the right tools; stay positive and focused despite setbacks; check performance and correct course.
- HEO and SEO
- Keep the team focused on top priorities; follow procedures while enabling innovation; monitor progress against milestones; reassess workloads promptly when demands conflict; give people space while keeping overall responsibility.
- Grade 7 and Grade 6
- Make sure everyone understands and owns their role; give honest, motivating messages about priorities; set clear standards for managing performance; maintain performance in challenging circumstances.
The framework also covers Deputy Director and Director/Director General levels. See the official document for those.
How behaviours are assessed
On an application form you may be asked for an example of a time you showed a behaviour, often within a word limit set in the advert. One government department's guidance says behaviour examples are usually 250 words each, but limits vary by advert. At interview you'll typically be asked about them in more depth.
The official guidance and Civil Service Careers suggest:
- Consider using the STAR method (Situation, Task, Action, Result) to set the scene, show what you did and how, and the outcome. It's recommended, not required.
- Choose examples that clearly demonstrate the behaviour and let you explain in detail what you personally did.
- Don't assume the assessor knows the situation: make clear how your example meets the behaviour.
- Examples with positive results work best, but a less successful one can work if you show what you learned and how you'd avoid the problem in future.
The scoring scale
Some Civil Service organisations publish a 1 to 7 scale for scoring behaviours. This version is published by the Crown Office and Procurator Fiscal Service and in a framework hosted on GOV.UK. It isn't in the central candidate guidance, and pass marks aren't set centrally: each recruiting organisation decides them.
| Score | Label | Meaning |
|---|---|---|
| 1 | Not demonstrated | No positive evidence and/or substantial negative evidence |
| 2 | Minimal demonstration | Limited positive evidence and/or mainly negative evidence |
| 3 | Moderate demonstration | Moderate positive evidence but some negative evidence |
| 4 | Acceptable demonstration | Adequate positive evidence; any negative evidence would not cause concern |
| 5 | Good demonstration | Substantial positive evidence of the behaviour |
| 6 | Strong demonstration | Substantial positive evidence, including some evidence of exceeding expectations at this level |
| 7 | Outstanding demonstration | The evidence wholly exceeds expectations at this level |
See a worked STAR example for each behaviour in Civil Service behaviour examples.
Writing your own examples honestly
Civil Service guidance allows AI tools to help you structure and polish your own examples, but not to invent or inflate your experience. Start from things you actually did. See our guides to personal statements and interview questions, or check what's expected at your grade.
Sources
- Success Profiles: Civil Service behaviours (GOV.UK)
- Success Profiles: candidate overview (GOV.UK)
- Behaviours (Civil Service Careers)
- How your application is assessed: Success Profiles (Crown Office and Procurator Fiscal Service)
- Tips and guidance for applying (Government Office for Science, on Civil Service Careers)
Rules and pay change. Always check the official source and the job advert. This guide is general information, not legal, careers or immigration advice. Found a mistake? Tell us.