Changing and Improving
Changing and Improving means being open to new ideas, spotting opportunities to do things better, and taking practical steps to make improvements happen. Assessors want to see that you do not just accept the status quo.
What assessors look for: Evidence that you identify inefficiencies, propose improvements, and follow through to make them happen — even if the change is small.
What Changing and Improving means
Changing and Improving means being open to new ideas, spotting opportunities to do things better, and taking practical steps to make improvements happen. Assessors want to see that you do not just accept the status quo. This behaviour is one of the nine assessed under the Civil Service Success Profiles framework. Most departments ask for 250 words per behaviour at AA–HEO level, and 500–750 words at SEO and above.
The Civil Service defines Changing and Improving as a core behaviour that assessors evaluate at both sift and interview stages. The exact wording of the framework may vary slightly by department — always check the job advert for the specific wording used.
Example statement
Below is a 250-word example for Changing and Improving. Every example on this site is original, word-count accurate, and includes a STAR breakdown.
[S] In my role as an administrative assistant, I noticed the team was spending approximately two hours each week searching for documents across multiple shared drives with inconsistent naming conventions.
[T] I needed to create a more efficient filing system that everyone could adopt without disrupting ongoing work.
[A] I mapped out the current folder structure and identified the three most common search paths. I then designed a simplified hierarchy with clear naming rules and created a one-page guide. Before rolling it out, I tested it with two colleagues for a week and incorporated their feedback. I then presented the new system at a team meeting, explained the time savings, and offered one-to-one support for anyone who needed help transitioning.
[R] Document retrieval time dropped by approximately 75%. Three other teams adopted the same system after hearing about it. My manager included the approach in the department's induction pack for new starters.
- Identifies a specific, measurable problem (two hours per week) rather than a vague complaint.
- Shows a structured approach: research, test, refine, then roll out.
- Includes stakeholder engagement (colleague feedback, team meeting) rather than imposing change unilaterally.
- Demonstrates that the improvement had wider impact beyond the immediate team.
- Describing a change that was imposed on you rather than one you initiated.
- Focusing on the idea without showing the action you took to implement it.
- Using jargon like "leveraged synergies" instead of plain language about what you actually did.
Plagiarism note: This example is for inspiration only. Adapt it to your own experience. Assessors can spot generic or copied statements, and they score poorly.
Examples by grade
Each grade requires a different level of complexity. Click your grade to see a tailored example.
Focus on following procedures, supporting team goals, and showing awareness of wider context.
EOShow initiative within your role and understanding of how your work supports the team.
HEODemonstrate broader awareness, stakeholder engagement, and proactive problem-solving.
SEOShow strategic thinking, cross-team influence, and management of wider priorities.
Grade 7Demonstrate senior-level strategic oversight, policy awareness, and organisational impact.
Grade 6Show director-level strategic leadership, cross-departmental influence, and systemic change.
How to write a Changing and Improving statement
Follow these steps to write a strong statement. For a full guide, see how to write behaviour statements.
- Pick one specific example. Choose a real situation from your work, volunteering, or education. One well-told example beats three vague ones.
- Write the Situation in two sentences. Set the scene quickly. Assessors do not need every detail — just enough to understand the context.
- State the Task in one sentence. What did you need to achieve? Be specific about your responsibility.
- Spend 60% of your words on Action. This is where you show what you did, not what the team did. Use "I" not "we".
- End with a clear Result. Include a number if you can. What changed? What was the outcome?
Write long, then cut. First drafts of 350 words usually contain a strong 250. Focus on cutting adjectives and filler phrases like "I felt it was important to" — they add words without adding meaning.
Interview questions
At interview, you may be asked follow-up questions about your behaviour statement. Prepare for questions like:
- "Tell me about a time when you demonstrated changing and improving."
- "What would you do differently if you faced that situation again?"
- "How did you ensure your approach was the right one?"
See the full interview question bank for Changing and Improving.
Frequently asked questions
Most departments ask for 250 words per behaviour at AA–HEO level. SEO and above may allow 500 or 750 words. Always check the job advert — the limit varies, and on Civil Service Jobs it is sometimes a word limit and sometimes a character limit.
Yes, but you must rewrite the example to focus on the specific behaviour being assessed. The same project could show Leadership (how you directed the team) and Working Together (how you collaborated with stakeholders), but the emphasis and wording must be different for each.
You do not need a dramatic story. A well-told ordinary example — Administrative assistant who redesigned the team's filing system to save two hours per week. — scores better than an extraordinary one told badly. Assessors look for clarity and evidence, not grandeur.