If you have looked at a Civil Service job advert, you will probably have seen the word "Behaviours" listed against the role. For newcomers this can be confusing. What are Behaviours, why do they matter, and how do you write about them well? This guide explains them in plain English and gives you a practical method for writing examples that stand out for the right reasons.
Behaviours are simply the actions and ways of working that lead to good performance in a job. The Civil Service has defined a set of them and uses them throughout recruitment. When an advert asks you to demonstrate certain Behaviours, it is asking you to show, with real examples from your own experience, that you can work in those ways.
Where Behaviours fit in
Behaviours are one part of the Success Profiles framework, which is used across most Civil Service recruitment. Success Profiles look at a mix of things: Behaviours, Strengths, Experience, Technical skills and Ability. Not every element is used for every job. The advert tells you which Behaviours apply and how they will be assessed, often at both the application and interview stages.
Recruitment is on merit, through fair and open competition. Assessing the same Behaviours for everyone is one of the ways the Civil Service keeps selection fair. You are judged on the evidence you provide, not on who you are or who you know.
The nine Behaviours
The Civil Service uses nine Behaviours. A given role will usually list only some of them, chosen to match what the job needs. The nine are:
- Seeing the Big Picture. Understanding how your work fits into the wider goals of your team, organisation and the public it serves.
- Changing and Improving. Looking for better ways to do things and being open to change.
- Making Effective Decisions. Using evidence and good judgement to reach sound decisions.
- Leadership. Setting direction, supporting people and creating an environment where they can do their best.
- Communicating and Influencing. Getting your message across clearly and bringing people with you.
- Working Together. Building good working relationships and collaborating with others.
- Developing Self and Others. Growing your own skills and helping others grow theirs.
- Managing a Quality Service. Delivering reliable, high-quality services that meet people's needs.
- Delivering at Pace. Getting things done well and on time, even under pressure.
The exact expectations rise with the grade. What counts as strong Leadership for an Executive Officer (EO) is different from what is expected at Grade 7 or in the Senior Civil Service (SCS). Always read the level descriptions in the advert so you pitch your examples appropriately.
A simple method for writing examples: STAR
The clearest way to write a Behaviour example is the STAR method. It keeps your answer focused and makes sure you actually explain what you did and what happened.
- Situation. Briefly set the scene. Where were you and what was going on?
- Task. What needed to be done, and what was your responsibility?
- Action. What did you personally do? This is the most important part.
- Result. What happened as a result of your actions?
Keep the Situation and Task short. Spend most of your words on the Action, because that is what shows the Behaviour. Finish with a clear Result so the reader sees the impact.
Say "I", not "we"
Selection panels need to know what you did, not what your team did. Use "I" when describing your actions. It is fine to mention working with others, but make your own contribution clear.
Worked examples
Here are short examples to show the method in action. They are illustrations to learn from, not lines to copy. Your own real experiences will always be stronger and more convincing.
Working Together
Situation: In my previous job, two departments needed to share information for a monthly report, but they were using different systems and the data rarely matched.
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Task: I was asked to find a way for both teams to produce one agreed set of figures.
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Action: I arranged a short meeting with a contact in each team to understand their concerns. I listened to what each side needed, suggested a simple shared template, and agreed a clear deadline with everyone. When one team fell behind, I checked in early and offered help rather than letting it slip.
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Result: We produced a single agreed report that month and every month after. Both teams said the new process saved them time, and the friction between the departments eased.
Notice how the Action shows collaboration in concrete terms: listening, agreeing, checking in. That is what "Working Together" looks like in practice.
Delivering at Pace
Situation: A customer survey had to be completed before a fixed reporting date, and we were given far less notice than usual.
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Task: I had to make sure the survey went out, responses came back, and the results were ready in time.
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Action: I broke the work into daily steps and focused first on the tasks that everything else depended on. I kept my manager informed of progress and flagged one risk early so we could plan around it. I declined a less urgent request that week so I could protect the deadline.
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Result: The survey was completed two days before the deadline, with a higher response rate than the previous round, and the report went out on time.
Here the Behaviour shows through prioritising, planning and protecting the deadline, not just working hard.
Making Effective Decisions
Situation: My team had to choose between two suppliers and there was pressure to pick the cheaper one quickly.
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Task: I was responsible for recommending which to choose.
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Action: Rather than going on price alone, I gathered evidence on reliability and past performance, weighed the pros and cons, and set out my reasoning clearly. I was honest about the trade-offs so the decision could be challenged if needed.
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Result: We chose the supplier that was slightly more expensive but far more reliable, which avoided delays later. My manager noted that the clear reasoning made the decision easy to sign off.
Tips for stronger examples
A few habits separate good Behaviour examples from weak ones.
- Choose recent, relevant examples. Pick situations that genuinely show the Behaviour at the right level for the grade.
- Be specific. Vague claims like "I have great communication skills" prove nothing. Describe a real moment instead.
- Show, do not tell. Let your actions demonstrate the Behaviour rather than stating that you have it.
- Match the level. Re-read the advert's level descriptions and make sure your example reaches that bar.
- Stay honest. Use real experiences. Made-up or exaggerated examples tend to unravel at interview, where panels ask follow-up questions.
- Keep within the word count. Adverts often set a word limit per Behaviour. Edit ruthlessly so the best material stays.
Examples can come from anywhere: paid work, volunteering, study, community activities or caring responsibilities. What matters is that the example clearly shows the Behaviour, not where it happened.
At interview
If you are invited to interview, you may be asked about the same Behaviours again, often by talking through an example aloud. The STAR method works just as well in conversation. Expect follow-up questions such as "why did you do that?" or "what would you do differently?" These are easy to answer when your example is genuinely yours.
It also helps to keep the four core values in mind throughout: integrity, honesty, objectivity and impartiality. Behaviours and values go hand in hand, and showing you understand both leaves a good impression.
A note before you apply
This article is general information to help you write Behaviour examples. It is not formal careers advice, and the exact Behaviours, levels and word limits vary by role, so always follow the specific instructions in the advert you are applying for.
When you are ready, you can browse current Civil Service vacancies on GovJobs, and find and apply for live roles on the official Civil Service Jobs site at https://www.civilservicejobs.service.gov.uk. General information about working for the government is on GOV.UK at https://www.gov.uk.
