Civil Service Work Strengths Test Civil Service Behaviours Underpinning Strengths Syllabus

Civil Service Behaviours Underpinning Strengths syllabus — full chapter and topic list

Expand any chapter to see its topics and sub-topics. This is the whole examinable outline for Civil Service Behaviours Underpinning Strengths in Civil Service Work Strengths Test, not a summary of it.

1. 1

   The Behaviour Framework Overview

   3 topics

   • The nine Civil Service Behaviours
     • Seeing the Big Picture and Changing and Improving
     • Making Effective Decisions and Delivering at Pace
     • Leadership, Communicating and Influencing
     • Working Together, Developing Self and Others, Managing a Quality Service
   • How behaviours relate to underlying strengths
   • Behaviour level descriptors by grade
2. 2

   Delivery and Improvement Strengths

   4 topics

   • Drive for results and delivering at pace
   • Organising, planning and prioritising
   • Improving processes and embracing change
   • Attention to detail and quality focus
3. 3

   People and Relationship Strengths

   4 topics

   • Collaboration and team working
   • Communicating and influencing others
   • Empathy and supporting others
   • Building and sustaining networks
4. 4

   Thinking and Decision Strengths

   4 topics

   • Analytical and critical thinking
   • Strategic and big-picture thinking
   • Sound judgement and effective decision making
   • Creativity and innovation

Civil Service Behaviours Underpinning Strengths flashcards for Civil Service Work Strengths Test

22 of 50 cards from the Civil Service Behaviours Underpinning Strengths deck — real questions with worked answers.

1. What are the nine Civil Service Behaviours used in the Success Profiles framework?

   1) Seeing the Big Picture, 2) Changing and Improving, 3) Making Effective Decisions, 4) Leadership, 5) Communicating and Influencing, 6) Working Together, 7) Developing Self and Others, 8) Managing a Quality Service, and 9) Delivering at Pace.

2. Within the Civil Service Success Profiles, what are the five 'elements' that may be assessed, of which Behaviours is one?

   Behaviours, Strengths, Ability, Experience, and Technical. Behaviours are the actions/activities people display, while Strengths are the things we do regularly, do well, and that motivate us.

3. How do Behaviours differ from Strengths in the Civil Service Success Profiles?

   Behaviours are observable actions and activities that lead to effective performance, while Strengths are things we do regularly, are good at, and that energise and motivate us. A behaviour can be performed without being a strength, but strengths describe what we are naturally drawn to.

4. In the Civil Service framework, what is a 'strength' defined as?

   Something you are good at and that you enjoy doing. It is a combination of natural ability, motivation/energy, and frequent use. Strengths reveal the 'how' and 'why' behind sustained performance because they are self-energising.

5. Why does the Civil Service assess both Behaviours and Strengths together rather than just one?

   Behaviours show whether a person can demonstrate the required actions, while Strengths reveal whether they are naturally motivated and energised to do so consistently and sustainably. Together they predict both capability and long-term performance and engagement.

6. How are Civil Service Behaviour level descriptors structured across grades?

   Each behaviour has six levels of descriptors aligned to grade bands, ranging from Level 1 (administrative/AA-AO) up to Level 6 (most senior/SCS). Expectations grow in scope, complexity, autonomy and strategic impact as the grade rises.

7. Which behaviour level typically corresponds to the most senior Civil Service grades (SCS)?

   Level 6, the highest of the six behaviour levels. Level 1 corresponds to the most junior administrative grades (AA/AO), with Levels 2-5 covering EO, HEO/SEO, and Grades 7/6 in between.

8. As you move up the Civil Service behaviour levels, how do the expected actions typically change?

   They shift from task-focused, immediate and operational at lower levels toward strategic, organisation-wide, long-term and people-leadership focused at higher levels. Autonomy, accountability, and influence over others increase with each level.

9. Which Civil Service Behaviour underpins the strength of 'Drive for results' and delivering at pace?

   Delivering at Pace. It focuses on taking responsibility for delivering timely and high-quality results with energy, maintaining momentum, and ensuring objectives are met within agreed timescales.

10. What are the key actions associated with the 'Delivering at Pace' behaviour?

    Taking ownership of delivery, maintaining momentum and energy, focusing on outcomes, agreeing clear goals and standards, regularly monitoring progress, removing barriers, and ensuring timely, high-quality results.

11. Which strengths align with the 'Delivering at Pace' behaviour?

    Strengths such as Drive, Energy, Catalyst (making things happen), Resilience, and Focus. These reflect a natural motivation to get things done quickly and see results delivered.

12. Which Civil Service Behaviour relates to organising, planning and prioritising work?

    Managing a Quality Service (and elements of Delivering at Pace). Managing a Quality Service covers planning, organising and managing resources to deliver high-quality, customer-focused services and outcomes.

13. What does the 'Managing a Quality Service' behaviour focus on?

    Delivering service objectives with professional excellence, planning and organising resources, anticipating customer needs, maintaining high standards, identifying risks, and ensuring quality and value for money in services.

14. Which strengths underpin organising, planning and prioritising in the Civil Service framework?

    Strengths such as Organiser, Preparation, Prioritisation, Time Optimiser, and Service. These reflect a natural inclination to structure work, manage time, and order tasks effectively.

15. Which Civil Service Behaviour covers improving processes and embracing change?

    Changing and Improving. It focuses on being open to change, seeking better ways of working, improving processes, embracing new technology, and encouraging innovation and continuous improvement.

16. What are the key actions of the 'Changing and Improving' behaviour?

    Seeking out and acting on feedback, finding better and more efficient ways of working, embracing and championing change, taking managed risks, using technology and innovation, and helping others adapt to change.

17. Which strengths align with the 'Changing and Improving' behaviour?

    Strengths such as Change Agent, Adaptable, Improver, Innovator, and Courage. These reflect comfort with change and a drive to make things better.

18. Which Civil Service Behaviour underpins 'attention to detail and quality focus'?

    Managing a Quality Service. It encompasses accuracy, maintaining standards, ensuring compliance, and delivering error-free, high-quality outcomes for customers and stakeholders.

19. Which strengths support attention to detail and a quality focus?

    Strengths such as Detail (Precision/Accuracy), Standards, Service, Reliability, and Improver. These reflect a natural drive toward thoroughness and high-quality work.

20. Which Civil Service Behaviour underpins collaboration and team working?

    Working Together. It focuses on forming effective partnerships and relationships, working collaboratively, sharing information, and creating an inclusive and supportive team environment.

21. What are the key actions of the 'Working Together' behaviour?

    Encouraging collaboration and team working, building supportive and trusting relationships, valuing difference and inclusion, sharing information across boundaries, and creating an environment of wellbeing and mutual respect.

22. Which strengths align with the 'Working Together' behaviour (collaboration and team working)?

    Strengths such as Team Working, Relationship Builder, Inclusive, Collaborative, and Mediator. These reflect a natural motivation to work with and support others.

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