Assessment criteria — Senior Manager, Equipment Maintenance & Reliability

Evaluation criteria 27

• 01Performs to standard: Inspect, test, and measure completed work, using devices such as hand tools or gauges to verify conformance to standards or repair requirements.

  O*NET task · observed · IM 3.89
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 02Performs to standard: Inspect and monitor work areas, examine tools and equipment, and provide employee safety training to prevent, detect, and correct unsafe conditions or violations of procedures and safety rules.

  O*NET task · observed · IM 3.88
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 03Performs to standard: Interpret specifications, blueprints, or job orders to construct templates and lay out reference points for workers.

  O*NET task · observed · IM 3.86
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 04Performs to standard: Monitor employees' work levels and review work performance.

  O*NET task · observed · IM 3.86
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 05Performs to standard: Perform skilled repair or maintenance operations, using equipment such as hand or power tools, hydraulic presses or shears, or welding equipment.

  O*NET task · observed · IM 3.81
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 06Performs to standard: Compute estimates and actual costs of factors such as materials, labor, or outside contractors.

  O*NET task · observed · IM 3.75
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 07Performs to standard: Participate in budget preparation and administration, coordinating purchasing and documentation and monitoring departmental expenditures.

  O*NET task · observed · IM 3.75
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 08Performs to standard: Monitor tool and part inventories and the condition and maintenance of shops to ensure adequate working conditions.

  O*NET task · observed · IM 3.74
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 09Performs to standard: Requisition materials and supplies, such as tools, equipment, or replacement parts.

  O*NET task · observed · IM 3.73
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 10Performs to standard: Confer with personnel, such as management, engineering, quality control, customer, or union workers' representatives, to coordinate work activities, resolve employee grievances, or identify and review resource needs.

  O*NET task · observed · IM 3.7
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 11Performs to standard: Determine schedules, sequences, and assignments for work activities, based on work priority, quantity of equipment, and skill of personnel.

  O*NET task · observed · IM 3.68
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 12Performs to standard: Examine objects, systems, or facilities and analyze information to determine needed installations, services, or repairs.

  O*NET task · observed · IM 3.64
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 13Effectiveness at: Adjust equipment to ensure optimal performance.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 14Effectiveness at: Test mechanical equipment to ensure proper functioning.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 15Effectiveness at: Replace worn, damaged, or defective mechanical parts.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 16Effectiveness at: Repair worn, damaged, or defective mechanical parts.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 17Effectiveness at: Clean equipment, parts, or tools to repair or maintain them in good working order.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 18Effectiveness at: Reassemble equipment after repair.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 19Effectiveness at: Disassemble equipment for maintenance or repair.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 20Effectiveness at: Maintain work equipment or machinery.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 21Effectiveness at: Maintain repair or maintenance records.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 22Effectiveness at: Lubricate equipment to allow proper functioning.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 23Effectiveness at: Confer with customers or users to assess problems.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 24Effectiveness at: Inspect mechanical equipment to locate damage, defects, or wear.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 25Effectiveness at: Test electrical circuits or components for proper functioning.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 26Effectiveness at: Read work orders or descriptions of problems to determine repairs or modifications needed.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

• 27Effectiveness at: Inspect mechanical components of vehicles to identify problems.

  O*NET work activity · observed
  Rating frame (5-point BARS)

  5 · Exceeds

  — rating anchor pending —

  3 · Meets

  — rating anchor pending —

  1 · Below

  — rating anchor pending —

  Rating anchors are completed by the rater against observed behavior — leveled anchor text lands with the next source edition.

Performance standards at this level 21

What good looks like at this level, by dimension — verbatim level and JFM rubric text, with this profile's performance metrics attached where a real keyword match exists. Work activities are O*NET-derived (basis: derived).

• Scope

  canon · level dimension · observed

  A function or department

• Autonomy

  canon · level dimension · observed

  Owns area strategy and budget

• Complexity

  canon · level dimension · observed

  Strategic priorities and cross-functional alignment

• Impact

  canon · level dimension · observed

  Function-level results

• Decision rights

  canon · level dimension · observed

  Owns strategy, budget, and org design for the area

• Leadership

  canon · level dimension · observed

  Leads managers; sets direction for the function

• Work activities

  O*NET work activity · derived

  Effectiveness at: Adjust equipment to ensure optimal performance.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Test mechanical equipment to ensure proper functioning.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Replace worn, damaged, or defective mechanical parts.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Repair worn, damaged, or defective mechanical parts.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Clean equipment, parts, or tools to repair or maintain them in good working order.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Reassemble equipment after repair.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Disassemble equipment for maintenance or repair.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Maintain work equipment or machinery.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Maintain repair or maintenance records.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Lubricate equipment to allow proper functioning.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Confer with customers or users to assess problems.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Inspect mechanical equipment to locate damage, defects, or wear.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Test electrical circuits or components for proper functioning.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Read work orders or descriptions of problems to determine repairs or modifications needed.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Inspect mechanical components of vehicles to identify problems.

Structured-interview dimensions

The work-style constructs a structured interview for this occupation should probe (importance-ranked). Pair with past-behavior questions and anchored rating scales — the evidence-backed format.

Level-calibrated behavioral anchors 9

Verbatim anchors from open leveled frameworks, mapped onto this profile's level (basis: derived — competency-scoped, not per-criterion). Use them to calibrate what "exceeds / meets" looks like at this level.

• Seeing the Big Picture

  UK Civil Service Success Profiles · HEO and SEO or equivalent

  Understand the strategic drivers for your area of work. Align activities to contribute to wider organisational priorities. Remain alert to emerging issues and trends which might impact your work area. Seek out and share experiences to develop knowledge of the team’s business area. Understand how the strategies and activities of the team create value and meet the diverse needs of all stakeholders.

• Changing and Improving

  UK Civil Service Success Profiles · HEO and SEO or equivalent

  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.

• Making Effective Decisions

  UK Civil Service Success Profiles · HEO and SEO or equivalent

  Understand own level of responsibility and empower others to make decisions where appropriate. Analyse and use a range of relevant, credible information from internal and external sources to support decisions. Invite challenge and where appropriate involve others in decision making. Display confidence when making difficult decisions, even if they prove to be unpopular. Consult with others to ensure the potential impacts on end users have been considered. Present strong recommendations in a timely manner outlining the consideration of other options, costs, benefits and risks.

• Leadership

  UK Civil Service Success Profiles · HEO and SEO or equivalent

  Ensure colleagues and stakeholders have a clear understanding of objectives, activities and time-frames. Take into account different individual needs, views, and ideas, championing inclusion and equality of opportunity for all. Consider the impacts of own and team’s activities on stakeholders and end users. Role-model commitment and satisfaction with role. Recognise and praise the achievements of others to drive positivity within the team. Effectively manage conflict, misconduct and non-inclusive behaviour, raising with senior managers where appropriate.

• Communicating and Influencing

  UK Civil Service Success Profiles · HEO and SEO or equivalent

  Communicate in a straightforward, honest and engaging manner, choosing appropriate styles to maximise understanding and impact. Encourage the use of different communication methods, including digital resources and highlight the benefits, including ensuring cost effectiveness. Ensure communication has a clear purpose and takes into account people’s individual needs. Share information as appropriate and check understanding. Show positivity and enthusiasm towards work, encouraging others to do the same. Ensure that important messages are communicated with colleagues and stakeholders respectfully, taking into consideration the diversity of interests.

• Working Together

  UK Civil Service Success Profiles · HEO and SEO or equivalent

  Encourage joined up team work within own team and across other groups. Establish professional relationships with a range of stakeholders. Collaborate with these to share information, resources and support. Invest time to develop a common focus and genuine positive team spirit where colleagues feel valued and respect one another. Put in place support for the wellbeing of individuals within the team, including consideration of your own needs. Make it clear to all team members that bullying, harassment and discrimination are unacceptable. Actively seek and consider input of people from diverse backgrounds and perspectives.

• Developing Self and Others

  UK Civil Service Success Profiles · HEO and SEO or equivalent

  Identify capability gaps for self and team. Ensure development objectives are set and achieved to address any gaps and enable delivery of current and future work. Take time to coach, mentor and develop other colleagues to support succession planning. Promote inclusiveness by respecting different personal needs in the team and use these to develop others. Reflect on own work, continuously seek and act on feedback to improve own and team’s performance.

• Managing a Quality Service

  UK Civil Service Success Profiles · HEO and SEO or equivalent

  Develop, implement, maintain and review systems and services to ensure delivery of professional excellence. Work with stakeholders to set priorities, objectives and timescales. Successfully deliver high quality outcomes that meet the customers’ needs and gives value for money. Identify risks and resolve issues efficiently. Involve a diverse range of colleagues, stakeholders and delivery partners in developing suggestions for improvements. Establish ways to find and respond to feedback from customers about the services provided.

• Delivering at Pace

  UK Civil Service Success Profiles · HEO and SEO or equivalent

  Show a positive approach to keeping the whole team’s efforts focused on the top priorities. Promote a culture of following the appropriate procedures to ensure results are achieved on time whilst still enabling innovation. Ensure the most appropriate resources are available for colleagues to use to do their job effectively. Regularly monitor your own and team’s work against milestones ensuring individual needs are considered when setting tasks. Act promptly to reassess workloads and priorities when there are conflicting demands to maintain performance. Allow individuals the space and authority to meet objectives, providing additional support where necessary, whilst keeping overall responsibility.