The Civil Service Behaviours form a key component of the Success Profile framework.
Behaviours refer to the actions and activities that individuals engage in to achieve effective performance. The Civil Service has identified a range of behaviours that are closely linked to success in various roles.
These behaviours are tailored to the specific grade or level of the position.
Hiring managers select the behaviours most relevant to the role in question. It’s important to note that candidates will not be expected to exhibit all the Civil Service behaviours for a single position.
The UK Civil Service is one of the largest employers in the United Kingdom, with over 400,000 employees working in various government departments and agencies. It plays a vital role in developing and implementing government policies, delivering public services, and supporting ministers in their decision-making processes. To ensure consistency, professionalism, and accountability, the UK Civil Service has developed a competency framework known as the Civil Service Behaviours. This framework outlines the key behaviours and values that all civil servants are expected to demonstrate in their roles, regardless of grade or position.
This comprehensive guide will explore the Civil Service Behaviours in depth, covering each of the nine core behaviours, explaining their importance, and providing practical examples of how these behaviours are applied in everyday work. Whether you’re preparing for a Civil Service job application, developing your career within the Civil Service, or simply interested in learning more about how the UK government operates, this guide will provide valuable insights.
The Civil Service Behaviours Framework is designed to ensure that all civil servants, regardless of their role, exhibit consistent and high standards of behaviour. The framework applies to civil servants at all grades, from entry-level positions to senior management, and is divided into nine core behaviours. Each behaviour is defined by a set of positive and negative indicators, outlining what good and poor performance looks like.
The nine core behaviours are:
Seeing the Big Picture
Changing and Improving
Making Effective Decisions
Leadership
Communicating and Influencing
Working Together
Developing Self and Others
Managing a Quality Service
Delivering at Pace
Each behaviour is essential for ensuring that civil servants work effectively, efficiently, and with integrity, contributing to the successful functioning of the UK government.
Definition: Understanding how your work fits into the wider government objectives and public policy, and how economic, social, and political developments impact your work.
Civil servants are expected to keep the broader context in mind when making decisions and carrying out their duties. This means understanding how individual tasks and responsibilities align with the overall goals of the department, agency, or government as a whole. It also involves being aware of external factors such as political developments, public expectations, and economic conditions that may affect your work.
Key Aspects:
Understanding the strategic priorities of the organisation.
Considering the wider impact of your work on the public and other stakeholders.
Being aware of relevant economic, political, and social trends.
Example: A policy advisor in the Department for Education working on a new initiative to improve early years education must consider how this fits with broader government goals, such as reducing inequality and increasing social mobility. They would also need to be aware of changing economic conditions and budgetary constraints that might affect the implementation of the policy.
Positive Indicators:
Demonstrates an understanding of the broader objectives and long-term goals of the organisation.
Anticipates and identifies future challenges and opportunities.
Aligns individual and team efforts with wider organisational and government priorities.
Negative Indicators:
Focuses narrowly on immediate tasks without considering the broader implications.
Lacks awareness of external factors that could impact the success of the work.
Works in isolation without considering the needs or priorities of other departments or stakeholders.
Definition: Seeking out opportunities to improve ways of working, embracing change, and using innovation to improve outcomes.
In the rapidly evolving landscape of public service, civil servants must be adaptable, open to change, and willing to experiment with new approaches. This behaviour involves identifying inefficiencies and suggesting improvements, as well as being open to adopting new technologies and methodologies to deliver better outcomes.
Key Aspects:
Embracing change and innovation.
Being proactive in suggesting improvements to processes and services.
Willingness to experiment, take calculated risks, and learn from mistakes.
Example: A project manager at the Home Office might propose a new digital platform to streamline visa applications, reducing processing times and improving user experience. By doing so, they embrace technological change and seek to deliver more efficient services to the public.
Positive Indicators:
Proactively seeks out opportunities for improvement and innovation.
Embraces new ideas and technology to improve outcomes.
Learns from mistakes and adapts strategies accordingly.
Negative Indicators:
Resists change and prefers to stick to established methods.
Fails to consider how improvements could enhance outcomes.
Is reluctant to take risks or try new approaches.
Definition: Using sound judgement, evidence, and analysis to make informed decisions that deliver results.
Making decisions in the Civil Service often involves balancing competing priorities, considering risks, and using evidence to inform conclusions. This behaviour emphasises the importance of being objective, basing decisions on robust evidence, and considering both short- and long-term impacts.
Key Aspects:
Making decisions based on sound evidence and analysis.
Weighing risks and opportunities to make informed choices.
Taking accountability for decisions and their outcomes.
Example: A civil servant working in the Ministry of Health might need to decide on funding allocations for mental health services. They would gather and analyse data on current mental health trends, assess the effectiveness of existing programs, and consider how best to allocate resources to achieve the most significant impact.
Positive Indicators:
Gathers and interprets relevant data before making decisions.
Balances risks and benefits when making decisions.
Takes accountability for decisions and their outcomes.
Negative Indicators:
Makes decisions without sufficient evidence or analysis.
Ignores risks or fails to assess potential negative consequences.
Avoids taking responsibility for the outcomes of decisions.
Definition: Leading and motivating teams, setting clear direction, and fostering a culture of accountability and high performance.
Effective leadership is essential at all levels of the Civil Service, from senior management to team leaders. This behaviour involves setting a clear vision for the team, motivating and supporting team members, and creating an environment where everyone is accountable for their work and contributes to shared goals.
Key Aspects:
Setting a clear vision and direction for the team.
Inspiring and motivating others to achieve their best.
Holding team members accountable for their performance.
Example: A senior manager in the Department for International Trade may lead a team working on a new trade agreement. They would set clear goals, communicate the importance of the project, and ensure that each team member understands their role in achieving success. They would also provide support and feedback to help team members overcome challenges and deliver results.
Positive Indicators:
Communicates a clear vision and sets high standards for the team.
Encourages and supports others to achieve their best.
Holds team members accountable for their contributions.
Negative Indicators:
Fails to provide clear direction or goals for the team.
Lacks the ability to inspire or motivate others.
Avoids addressing poor performance or behaviour within the team.
Definition: Communicating effectively with others, influencing stakeholders, and building productive working relationships.
Communication is a core skill for civil servants, whether interacting with colleagues, ministers, or the public. This behaviour focuses on the importance of clear, concise communication, as well as the ability to influence others and build positive relationships.
Key Aspects:
Communicating clearly and concisely, both in writing and verbally.
Adapting communication style to suit the audience.
Influencing and negotiating to achieve positive outcomes.
Example: A policy advisor working on a public consultation might need to communicate complex legal changes in a way that is accessible and understandable to the public. They would also need to engage with stakeholders, such as industry representatives and advocacy groups, to gather feedback and build support for the proposed changes.
Positive Indicators:
Communicates clearly and adjusts communication style for different audiences.
Builds strong relationships with stakeholders and colleagues.
Effectively influences and negotiates to achieve desired outcomes.
Negative Indicators:
Communicates unclearly or fails to adapt to different audiences.
Struggles to build relationships or influence others.
Avoids engaging with stakeholders or fails to consider their views.
Definition: Collaborating with colleagues, partners, and stakeholders to achieve shared goals and deliver results.
Collaboration is critical in the Civil Service, where projects often require input from multiple departments, teams, and external partners. This behaviour highlights the importance of working collaboratively, sharing information, and supporting others to achieve common objectives.
Key Aspects:
Building effective working relationships with colleagues and stakeholders.
Sharing information and resources to achieve shared goals.
Supporting others and contributing to a positive team environment.
Example: A civil servant in the Department for Work and Pensions might work with colleagues from the Treasury, local authorities, and third-sector organisations to implement a new welfare policy. By collaborating effectively, they ensure that all stakeholders are aligned and working towards the same objectives, leading to a smoother implementation process.
Positive Indicators:
Works effectively with others, sharing information and resources.
Builds strong relationships and networks across departments and organisations.
Supports colleagues and contributes to a positive team culture.
Negative Indicators:
Works in silos, withholding information or resources from others.
Fails to collaborate or build relationships with colleagues and stakeholders.
Lacks consideration for the needs or contributions of others in the team.
Definition: Taking responsibility for personal development and supporting the development of others to enhance individual and team performance.
This behaviour focuses on continuous learning and development, both for oneself and others. Civil servants are expected to take responsibility for their professional growth, seeking out opportunities to learn new skills and improve performance. They are also expected to support the development of their colleagues, providing feedback, coaching, and mentoring where appropriate.
Key Aspects:
Taking ownership of personal development and learning.
Providing constructive feedback and support to colleagues.
Encouraging a culture of continuous learning and improvement.
Example: A team leader in the Department for Transport might identify training opportunities for their team to develop digital skills. They would also regularly provide feedback to team members, helping them improve their performance and achieve their career goals.
Positive Indicators:
Actively seeks out opportunities for learning and self-improvement.
Supports the development of others through feedback and mentoring.
Encourages a culture of learning and development within the team.
Negative Indicators:
Fails to take responsibility for personal development or learning.
Does not provide feedback or support to colleagues.
Lacks interest in developing others or fostering a learning culture.
Definition: Delivering high-quality services to customers and stakeholders, ensuring that processes are efficient and that resources are used effectively.
This behaviour emphasises the importance of delivering excellent public services, ensuring that services are of high quality, meet customer needs, and are delivered efficiently. Civil servants must focus on continuous improvement and ensure that resources are used effectively to achieve the best possible outcomes.
Key Aspects:
Delivering services that meet customer and stakeholder needs.
Continuously improving processes and service delivery.
Ensuring that resources are used efficiently and effectively.
Example: A customer service manager in the HM Revenue and Customs might implement a new system for handling tax queries, streamlining the process to reduce response times and improve customer satisfaction. By focusing on efficiency and quality, they ensure that public services are delivered to a high standard.
Positive Indicators:
Delivers services that meet or exceed customer expectations.
Continuously seeks ways to improve service quality and efficiency.
Ensures that resources are used effectively and appropriately.
Negative Indicators:
Delivers poor-quality services that do not meet customer needs.
Fails to identify or implement improvements to service delivery.
Wastes resources or uses them inefficiently.
Definition: Focusing on delivering results, managing workload effectively, and ensuring that tasks are completed to a high standard within deadlines.
Civil servants must be able to manage their time effectively, work under pressure, and deliver results quickly without compromising on quality. This behaviour is about maintaining focus, setting clear priorities, and ensuring that tasks are completed on time.
Key Aspects:
Managing workload effectively and prioritising tasks.
Working quickly and efficiently to meet deadlines.
Maintaining high standards of quality while delivering results.
Example: A project manager in the Department for Digital, Culture, Media, and Sport might oversee the delivery of a major digital infrastructure project. They would need to manage multiple tasks, coordinate with various teams, and ensure that the project is completed on time and within budget, while maintaining high standards.
Positive Indicators:
Manages workload effectively, prioritising tasks and meeting deadlines.
Works efficiently without compromising on quality.
Delivers results on time, even under pressure.
Negative Indicators:
Struggles to manage workload, missing deadlines or delivering poor-quality work.
Works inefficiently, wasting time or resources.
Fails to deliver results or meet expectations in a timely manner.
How to Use the Civil Service Behaviours in Practice
The Civil Service Behaviours Framework is not just a theoretical model; it is designed to be practical and applicable in everyday work. Here are some tips on how to use the framework effectively:
Job Applications and Interviews: The behaviours are often used as part of the recruitment process. When applying for a job in the Civil Service, you may be asked to provide examples of how you have demonstrated specific behaviours in previous roles. Use the STAR (Situation, Task, Action, Result) method to structure your answers, clearly explaining how your experience aligns with the required behaviours.
Performance Management: The behaviours are also used in performance management processes, such as appraisals and development discussions. Use the framework to assess your performance and identify areas where you can improve or seek further development.
Personal Development: The framework provides a useful guide for identifying areas for personal development. By focusing on specific behaviours, you can set clear goals for your professional growth and seek out opportunities to develop the skills and behaviours that are most important for your role.
Team Development: If you are a manager or team leader, use the framework to support the development of your team. Provide feedback and coaching to help team members develop the behaviours that will enable them to succeed in their roles.
The UK Civil Service Behaviours Framework is a critical tool for ensuring that civil servants across all departments and roles exhibit the values and behaviours necessary for effective public service. By understanding and applying these behaviours, civil servants can contribute to the successful delivery of government policies and services, ensuring that the Civil Service remains professional, accountable, and responsive to the needs of the public.
Whether you are a prospective civil servant preparing for an application, a current employee looking to develop your career, or a manager seeking to lead and inspire your team, the Civil Service Behaviours Framework provides a clear and practical guide to success. By embracing the behaviours, you can help ensure that the UK Civil Service continues to deliver high-quality services that benefit the public and support the effective functioning of government.