Changing and Improving Examples, Scored
Changing and Improving is about spotting a better way of working, making the change happen and bringing people with you. Panels look for an improvement you started or led, the evidence that it was needed, how you handled the people affected, and what improved as a result.
Official definition: Seek out opportunities to create effective change and suggest innovative ideas for improvement. Review ways of working, including seeking and providing feedback.
What panels look for
- Evidence that the change was needed (data, feedback, observation).
- How you designed and tested the change, including with users.
- How you dealt with concerns or resistance.
- A measured improvement, and what you learned.
EO example, likely score 4-5 out of 7
In my Executive Officer role in a passport customer team, I noticed that a quarter of the calls we took were from people asking the same question: why their application was on hold.
I suggested to my manager that we change the hold letter, and she asked me to lead a small trial. First, I listened to 40 recorded calls and grouped the reasons people were confused. Most did not understand which document we needed, because the letter used internal codes. I drafted a plainer letter with a checklist and asked two colleagues and three members of the public from our user panel to test it, which showed that the checklist was still too long. I cut it to the three most common documents and added a QR code linking to the guidance page.
Some colleagues worried that changing the letter would increase complaints, so I set up a short weekly review where they could see the call data for themselves and raise concerns.
After six weeks, calls about held applications fell by 31%, and applications on hold were completed four days faster on average. The new letter was adopted across all three of our sites. I asked the team for feedback at the end and learned that involving them earlier would have reduced the initial worry, which I now do as standard.
- Starts from evidence: 40 recorded calls analysed.
- Tests the change with colleagues and members of the public, then refines it.
- Handles colleagues' worries with data, not pressure.
- Two measured results (31% fewer calls, four days faster) and adoption across three sites.
HEO example, likely score 3-4 out of 7
As a Higher Executive Officer leading a team of four in a grants administration unit, I was asked to improve how we tracked grant payments, because the spreadsheet we used was often out of date.
I reviewed how the team used the spreadsheet and asked each person what caused the delays. They told me that several versions were saved in different folders. I proposed moving the tracker to a shared online list with set fields, so only one version existed. I agreed the fields with the finance team and set up the list over two weeks.
I ran a short training session for my team and wrote a one-page guide. When one colleague found the new list harder to use, I sat with her to go through it and made a small change to the layout based on her feedback.
After the change, we no longer had duplicate versions, and finance told us the monthly reconciliation took less time. My manager asked me to present the approach at the directorate meeting. In future I would test the change with users before launching it, to pick up problems sooner.
- A clear problem and a sensible change the candidate led.
- Some handling of a colleague who struggled with it.
- The result is real but unmeasured ("took less time"); a figure would lift the score.
AO example, likely score 2-3 out of 7
I work in an office where we deal with a lot of post and paperwork every day. Things can get very busy and there are often changes to how we do things, which I am happy to go along with because I am a flexible person who likes change.
Recently we got a new computer system to replace the old one. At first a lot of people did not like it and there were some problems, but we all got used to it in the end. I always try to keep a positive attitude when things change and I encourage others to do the same. I think it is important to be open to new ideas.
I also like to suggest improvements when I can. For example, I have mentioned in team meetings that we could do some things differently to save time. I am always looking for ways to make things better for our customers and I enjoy learning new things.
I think change is a good thing and I would bring this attitude to the role.
- Describes a change made by others and the candidate's attitude to it.
- "I have mentioned in team meetings" is not an improvement delivered.
- No result.
These examples are written by us to illustrate the scoring. The scores are what our checker gives them (it tends to be a little strict), not a panel's. Use them to understand what earns points, not as text to adapt: panels look for your own experience.
Common mistakes
- A list of small improvements instead of one developed example.
- "I am a flexible person who likes change" as evidence.
- Describing a change someone else made that you simply adapted to.
Situations that often make good examples
- Simplifying a form, letter or process after looking at complaints
- Introducing a digital tool and getting the team to use it
- Running a small trial and scaling it up
- Acting on feedback to change how your team works
Changing and Improving at each grade
What the published descriptors say. Panels read your example against the list for the grade you apply for; you don't need every point, but several, with depth.
Administrative Assistant (AA) and Administrative Officer (AO)
- review ways of working and suggest improvements, including how to make full use of new digital technologies
- learn new procedures and help colleagues to do the same
- query any issues that arise from changes in a suitable way
- respond in an effective and appropriate manner when emergencies arise
Executive Officer (EO)
- regularly review own and team’s work and take the initiative to suggest ideas to make improvements
- give feedback on changes in a constructive manner
- take a positive, open approach to the possibility of change and encourage others to do the same
- help others to understand changes and the reasons they are being put in place
- identify and act on the effects changes are having on your role and that of the team
- look for ways to use technology to achieve efficient and effective results
- consider accessibility needs of the diverse range of end users
Higher Executive Officer (HEO) and Senior Executive Officer (SEO)
- work with others to identify areas for improvement and simplify processes to use fewer resources
- use technology where possible to increase efficiency
- encourage ideas for change from a wide range of sources
- clearly explain the reasons for change to colleagues and how to implement them, supporting individuals with different needs to adapt to change
- encourage an environment where colleagues know that they can challenge decisions and issues safely
- take managed risks by fully considering the varied impacts changes could have on the diverse range of end users
Grade 7 and Grade 6
- constructively challenge bureaucratic decision making, resourcing structures and processes across the Civil Service
- strive to simplify approaches to create an effective organisation using digital technologies ensuring full consideration of accessibility needs and the diverse range of end users
- proactively champion and lead change, seeking innovative new approaches, policies and systems that add value to the organisation
- create a culture of innovation, flexibility and responsiveness enabling departments to swiftly respond to change
- have the confidence to take calculated risks to change how things are done
- establish an environment where all colleagues feel safe to challenge without fear
- consider the full impact of change on the organisational culture and wider government structures
Descriptors from Success Profiles: Civil Service behaviours (GOV.UK). Contains public sector information licensed under the Open Government Licence v3.0. Their use here does not imply endorsement.