Civil Service

Competency Framework
2012 - 2017
Level 2 – EO or equivalent

Level 2
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About this framework
The Civil Service competency framework supports the Civil Service Reform Plan and the performance
management system. The competency framework sets out how we want people in the Civil Service
to work. It puts the Civil Service values of honesty, integrity, impartiality and objectivity at the heart of
everything we do Civil servants work in a huge range of jobs across the country and overseas but one
thing we have in common is that we are here to support the elected Government, providing advice to
help shape its policies and ensuring seamless and practical implementation in line with those policies.
Competencies are the skills, knowledge and behaviours that lead to successful performance. The
framework outlines 10 competencies, which are grouped into 3 clusters: Set Direction; Engage People
and Deliver Results.. For each competency there is a description of what it means in practice and
some examples of effective and ineffective behaviours at all levels. The competencies are intended to
be discrete and cumulative, with each level building on the levels below i.e. a person demonstrating a
competency at level 3 should be demonstrating levels 1 and 2 as a matter of course. These indicators
of behaviour are not designed to be comprehensive, but provide a clear and consistent sense of what is
expected from individuals in the Civil Service.
The Civil Service Leadership Statement is embedded within the competencies to ensure they reflect the
key characteristics we expect our Civil Service leaders to demonstrate: inspiring - about their work and
its future; confident - in their engagement; and empowering - their teams to deliver.

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What does it mean for me?
The framework is used for recruitment, performance management and development discussions and for
decisions about progression. Your business objectives set out “what” you need to achieve over the year
and the competency framework sets out “how” you need to work to achieve those objectives.
Most of you will need to focus on a number of competencies, usually around six, identified with your
manager as being essential to your role. You are encouraged to discuss the framework with your line
manager to identify the competencies that apply most to your job role.
This framework has been developed in partnership with Civil Service professions. If you work as part of
a profession with a separate framework this complements your professional framework and should be
used alongside it.

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1. Seeing the Big Picture
Seeing the big picture is about having an in-depth understanding and knowledge of how your role fits
with and supports organisational objectives and the wider public needs. For all staff, it is about focusing
your contribution on the activities which will meet Civil Service goals and deliver the greatest value. For
leaders, it is about scanning the political context and taking account of wider impacts to develop long
term implementation strategies that maximise opportunities to add value to the citizen and support
economic, sustainable growth.

Effective Behaviour Ineffective Behaviour

People who are effective are likely to… People who are less effective are likely to…
1. Seeing the Big Picture
Keep up to date with a broad set of issues relating to the Have a narrow view of their role, without understanding the
work of the Department Department’s wider activities

Develop understanding of how own and team’s work Carry out own tasks without considering how their work
supports achievement of Departmental priorities and delivery impacts or interacts with other teams
to the citizen

Focus on the overall goal and intent of what they are trying Fail to identify occasions when professional judgement and
to achieve, not just the task personal initiative are called for in order to deliver business
objectives

Take an active interest in expanding their knowledge of Rely solely on the knowledge they have already established
areas related to own role about their role

Setting Direction Engaging People Delivering Results

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2. Changing and Improving
People who are effective in this area take initiative, are innovative and seek out opportunities to create
effective change. For all staff, it’s about learning from what has worked as well as what has not,
being open to change and improvement, and working in ‘smarter’, more focused ways. For leaders,
this is about creating and encouraging a culture of innovation and allowing people to consider and
take informed decisions. Doing this well means continuously seeking out ways to improve policy
implementation and build a leaner, more flexible and responsive Civil Service. It also means making use
of alternative delivery models including digital and shared service approaches wherever possible.

Effective Behaviour Ineffective Behaviour

People who are effective are likely to… People who are less effective are likely to…
2. Changing and Improving
Understand and apply technology to achieve efficient and Avoid use of technology and stick to tried and tested means
effective business and personal results of delivering business objectives

Take initiative to suggest ideas for improvements, sharing Be reluctant to consider ways to improve services in own
this feedback with others in a constructive manner area, even when improvements are urgently required

Conduct regular reviews of what and who is required to Stick rigidly to the original brief, not adapting support/input
make a project/activity successful and make on-going to changing needs
improvements

Put aside preconceptions and consider new ideas on their Avoid considering different approaches, accepting the
own merits established way of doing things

Help colleagues, customers and corporate partners to Dismiss colleagues’ concerns about change and miss
understand changes and why they have been introduced opportunities to discuss with them what is behind their
concerns

Identify, resolve or escalate the positive and negative effects Implement change in a thoughtless and unstructured
that change may have on own role/team way, having not considered the possible effects it may have
on others

Setting Direction Engaging People Delivering Results

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3. Making Effective Decisions
Effectiveness in this area is about using sound judgement, evidence and knowledge to arrive at
accurate, expert and professional decisions and advice. For all staff its about being careful and
thoughtful about the use and protection of government and public information to ensure it is handled
securely and with care. For leaders, its about reaching evidence based strategies, evaluating options,
impacts, risks and solutions and creating a security culture around the handling of information. They
will aim to maximise return while minimising risk and balancing a range of considerations to provide
sustainable outcomes.

Effective Behaviour Ineffective Behaviour

People who are effective are likely to… People who are less effective are likely to…
3. Making Effective Decisions
Demonstrate accountability and make unbiased decisions Avoid making decisions that lie within own remit; continually
push decisions up

Examine complex information and obtain further information Miss important evidence or make hasty judgements
to make accurate decisions

Speak with the relevant people in order to obtain the most Encounter problems by failing to check issues and relevance
accurate information and get advice when unsure of how to of information before using it
proceed

Explain clearly, verbally and in writing, how a decision has Share decisions in a way that leads to frustration or
been reached additional work

Provide advice and feedback to support others to make Provide limited or no assurance that the right decisions are
accurate decisions being made in team/work area

Monitor the storage of critical data and customer information Take little care with data and information storage; allow
to support decision making and conduct regular reviews to inaccuracies and mishandling to occur
ensure it is stored securely, accurately, confidentially and
responsibly

Setting Direction Engaging People Delivering Results

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4. Leading and Communicating
At all levels, effectiveness in this area is about showing our pride and passion for public service,
communicating purpose and direction with clarity, integrity and enthusiasm. It’s about championing
difference and external experience, and supporting principles of fairness of opportunity for all. For
leaders, it is about being visible, establishing a strong direction and persuasive future vision; managing
and engaging with people in a straightforward, truthful, and candid way.

Effective Behaviour Ineffective Behaviour

People who are effective are likely to… People who are less effective are likely to…
4. Leading and Communicating
Display enthusiasm around goals and activities – adopting a Express limited interest in goals and activities
positive approach when interacting with others

Listen to, understand, respect and accept the value of Adopt a biased, exclusive or disrespectful manner in their
different views, ideas and ways of working dealings with others

Express ideas effectively, both orally and in writing, and with Demonstrate no awareness of the impact of their behaviour
sensitivity and respect for others on others nor consider the potential reactions of others to
the ideas put forward

Confidently handle challenging conversations or interviews Unable to deal objectively with conflicts and disputes when
they arise

Confront and deal promptly with inappropriate language or Avoid challenging inappropriate language or behaviours
behaviours, including bullying, harassment or discrimination

Setting Direction Engaging People Delivering Results

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5. Collaborating and Partnering
People skilled in this area are team players. At all levels, it requires working collaboratively, sharing
information appropriately and building supportive, trusting and professional relationships with colleagues
and a wide range of people inside and outside the Civil Service, whilst having the confidence to
challenge assumptions. For leaders, it’s about being approachable, delivering business objectives
through creating an inclusive environment, welcoming challenge however uncomfortable.

Effective Behaviour Ineffective Behaviour

People who are effective are likely to… People who are less effective are likely to…
5. Collaborating and Partnering
Demonstrate interest in others and develop a range of Ignore the knowledge and expertise that a wider
contacts outside own team to help get the job done network of colleagues and partners can bring to the
work of the team
Actively encourage team working, changing ways of working Continue to work in set ways that make it difficult
to facilitate collaboration for the benefit of the team’s work for colleagues to contribute to or benefit from the
team’s work

Proactively seek information, resources and support from Take a narrow approach to resolving resourcing issues in
others outside own immediate team in order to help achieve own area and fail to explore other resourcing opportunities
results and possibilities

Readily identify opportunities to share knowledge, Rarely share information, or restrict it to immediate
information and learning and make progress by working colleagues only
with colleagues

Listen attentively to others and check their understanding by Show a lack of interest or skill in interacting with others
asking questions

Take responsibility for creating a working environment that Adopt a biased, exclusive or disrespectful manner in their
encourages equality, diversity and inclusion dealings with others

Setting Direction Engaging People Delivering Results

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6. Building Capability for All
Effectiveness in this area is having a strong focus on continuous learning for oneself, others and the
organisation. For all staff, it’s being open to learning, about keeping one’s own knowledge and skill set
current and evolving. For leaders, it’s about investing in the capabilities of our people, to be effective
now and in the future as well as giving clear, honest feedback and supporting teams to succeed. It’s
also about creating a learning and knowledge culture across the organisation to inform future plans and
transformational change.

Effective Behaviour Ineffective Behaviour

People who are effective are likely to… People who are less effective are likely to…
6. Building Capability for All
Take ownership of team and individual development by Fail to address own capability needs or identify learning
identifying capability needs and consistently achieving opportunities
development objectives

Take responsibility for the quality of own work and seeking Resist opportunities to broaden work responsibilities
opportunities for improvement through continuous learning

Proactively support the development plans of others Resist learning and development requests from others

Take account of the diverse contributions of team members Tend to keep work to themselves that could be a helpful
and delegate work to improve capabilities of all development opportunity for a team member, failing to
ensure equality of opportunity

Encourage and be open to developmental feedback Be disinterested in giving or receiving constructive feedback
from others

Setting Direction Engaging People Delivering Results

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7. Achieving Commercial Outcomes
Being effective in this area is about maintaining an economic, long-term focus in all activities. For all,
it’s about having a commercial, financial and sustainable mindset to ensure all activities and services
are delivering added value and working to stimulate economic growth. For leaders, it’s about identifying
economic, market and customer issues and using these to promote innovative business models,
commercial partnerships and agreements to deliver greatest value; and ensuring tight commercial
controls of finance, resources and contracts to meet strategic priorities.

Effective Behaviour Ineffective Behaviour

People who are effective are likely to… People who are less effective are likely to…
7. Achieving Commercial Outcomes
Be able to identify and access departmental procurement Make poor quality commercial decisions or take actions
and commercial expertise without having engaged with departmental commercial
experts

Understand and be able to explain departmental approach Enter into commercial arrangements without having the
to assigning contractual and financial delegations authority to do so

Recognise when deliverables and/or services derived Not raise issues when cost or outcomes drift significantly
from a commercial arrangement are not being delivered to from agreements
the required level of quality or standard and take appropriate
action

Fully meet commercial confidentiality and data security Put confidentiality and other security requirements at risk
requirements in contracts

Setting Direction Engaging People Delivering Results

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8. Delivering Value for Money
Delivering value for money involves the efficient, effective and economic use of taxpayers’ money in the
delivery of public services. For all staff, it means seeking out and implementing solutions which achieve
a good mix of quality and effectiveness for the least outlay. People who do this well base their decisions
on evidenced information and follow agreed processes and policies, challenging these appropriately
where they appear to prevent good value for money. For leaders it’s about embedding a culture of value
for money within their area/function. They work collaboratively across boundaries to ensure that the Civil
Service maximises its strategic outcomes within the resources available.

Effective Behaviour Ineffective Behaviour

People who are effective are likely to… People who are less effective are likely to…
8. Delivering Value for Money
Manage information and financial data so that it is accurate, Ignore financial management information procedures
easily located and reusable

Can account for expenditure and create well supported Misunderstand basic financial concepts
argument for extra expenditure e.g. overtime

Take opportunities to challenge misuse of resources in order Favour the easiest method even if it is not the most cost
to achieve value for money and sustainable ways effective – struggle to identify value for money opportunities
of working

Understand that all actions have a cost and choose the Avoid using recommended tools and allow their team to do
most effective way to do something in a resource likewise
efficient way

Ensure that recognised control procedures and practices are Use control and governance procedures and practices
maintained inappropriately or irregularly and allow their teams to do
the same

Monitor resources against plans and budget, identify and Not manage resources against plan
flag up variances

Setting Direction Engaging People Delivering Results

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9. Managing a Quality Service
Effectiveness in this area is about valuing and modelling professional excellence and expertise to
deliver service objectives, taking account of diverse customer needs and requirements. People who
are effective plan, organise and manage their time and activities to deliver a high quality and efficient
service, applying programme and project and risk management approaches to support service delivery.
For leaders, it is about creating an environment to deliver operational excellence and creating the most
appropriate and cost effective delivery models for public services.

Effective Behaviour Ineffective Behaviour

People who are effective are likely to… People who are less effective are likely to…
9. Managing a Quality Service
Explain clearly to customers what can be done Give customers and delivery partners an unrealistic picture
of what is possible or focus on what cannot be done

Work with team to set priorities, create clear plans and Always rely on others to focus and plan their work
manage all work to meet the needs of the customer and the
business

Ensure delivery of professional excellence and expertise Focus on immediate service delivery problems and neglect
overall quality or customer /end user needs

Keep internal teams, customers and delivery partners fully Provide infrequent, unclear, insufficient updates to others in
informed of plans and possibilities need of the information

Promote adherence to relevant policies, procedures, Pay little attention to highlighting and explaining the reasons
regulations and legislation, including security, equality and for compliance
diversity and health and safety

Identify common problems or weaknesses in policy or Show a lack of desire to improve the quality of service
procedures that affect service and escalate these

Setting Direction Engaging People Delivering Results

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10. Delivering at Pace
Effectiveness in this area means focusing on delivering timely performance with energy and taking
responsibility and accountability for quality outcomes. For all staff, it’s about working to agreed goals
and activities and dealing with challenges in a responsive and constructive way. For leaders, it is
about building a performance culture where staff are given the space, authority and support to deliver
outcomes. It’s also about keeping a firm focus on priorities and addressing performance issues
resolutely, fairly and promptly.

Effective Behaviour Ineffective Behaviour

People who are effective are likely to… People who are less effective are likely to…
10. Delivering at Pace
Create regular reviews of what and who is required to Fail to maintain pace and progress
make a project/activity successful and make ongoing
improvements

Be interested and positive about what they and the team Display limited interest or positivity for their role
are trying to achieve or purpose

Take ownership of problems in their own area of Avoid responsibility for dealing with problems
responsibility

Remain positive and focused on achieving outcomes Over control delivery so that teams don’t have sufficient
despite setbacks space or authority to meet their objectives

Check own and team performance against outcomes, Neglect performance reviews and so be unable to give
make improvement suggestions or take corrective action timely and constructive feedback
when problems are identified

Set and achieve challenging goals and monitor quality Blame others for poor quality work

Setting Direction Engaging People Delivering Results

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For further information, please contact:
[email protected]

CSLCF-L2_av2d-072015