Assessment criteria — Distinguished Electrical Engineer

Evaluation criteria 27

• 01Performs to standard: Develop final construction plans that include aesthetic representations of the structure or details for its construction.

  O*NET task · observed · IM 4.48
  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: Prepare scale drawings or architectural designs, using computer-aided design or other tools.

  O*NET task · observed · IM 4.43
  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: Prepare information regarding design, structure specifications, materials, color, equipment, estimated costs, or construction time.

  O*NET task · observed · IM 4.4
  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: Consult with clients to determine functional or spatial requirements of structures.

  O*NET task · observed · IM 4.38
  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: Meet with clients to review or discuss architectural drawings.

  O*NET task · observed · IM 4.38
  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: Monitor the work of specialists, such as electrical engineers, mechanical engineers, interior designers, or sound specialists to ensure optimal form or function of designs or final structures.

  O*NET task · observed · IM 4.33
  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: Integrate engineering elements into unified architectural designs.

  O*NET task · observed · IM 4.33
  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: Plan layouts of structural architectural projects.

  O*NET task · observed · IM 4.25
  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: Conduct periodic on-site observations of construction work to monitor compliance with plans.

  O*NET task · observed · IM 4.2
  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: Prepare contract documents for building contractors.

  O*NET task · observed · IM 4.1
  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: Plan or design structures such as residences, office buildings, theatres, factories, or other structural properties in accordance with environmental, safety, or other regulations.

  O*NET task · observed · IM 4.1
  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: Direct activities of technicians engaged in preparing drawings or specification documents.

  O*NET task · observed · IM 4
  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: Test performance of electrical, electronic, mechanical, or integrated systems or equipment.

  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: Prepare detailed work plans.

  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: Confer with technical personnel to prepare designs or operational plans.

  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: Supervise engineering or other technical personnel.

  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: Recommend technical design or process changes to improve efficiency, quality, or 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.

• 18Effectiveness at: Maintain operational records or records systems.

  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: Evaluate designs or specifications to ensure quality.

  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: Review technical documents to plan work.

  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: Document technical design details.

  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: Document design or operational test results.

  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: Provide technical guidance to other personnel.

  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: Evaluate characteristics of equipment or systems.

  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: Develop technical methods or processes.

  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: Inspect facilities or sites to determine if they meet specifications or standards.

  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: Determine operational methods.

  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

  Cross-organization / enterprise technical strategy

• Autonomy

  canon · level dimension · observed

  Operates autonomously at the enterprise level

• Complexity

  canon · level dimension · observed

  Industry-level, highly ambiguous problems

• Impact

  canon · level dimension · observed

  Enterprise-wide

• Decision rights

  canon · level dimension · observed

  Final technical authority across multiple domains

• Leadership

  canon · level dimension · observed

  Sets technical direction org-wide; develops principals

• Work activities

  O*NET work activity · derived

  Effectiveness at: Test performance of electrical, electronic, mechanical, or integrated systems or equipment.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Prepare detailed work plans.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Confer with technical personnel to prepare designs or operational plans.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Supervise engineering or other technical personnel.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Recommend technical design or process changes to improve efficiency, quality, or performance.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Maintain operational records or records systems.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Evaluate designs or specifications to ensure quality.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Review technical documents to plan work.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Document technical design details.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Document design or operational test results.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Provide technical guidance to other personnel.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Evaluate characteristics of equipment or systems.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Develop technical methods or processes.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Inspect facilities or sites to determine if they meet specifications or standards.

• Work activities

  O*NET work activity · derived

  Effectiveness at: Determine operational methods.

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 · Deputy Director or equivalent

  Anticipate the long-term impact on the Department of economic, political, environmental, social and technological developments, at both national and international levels. Create joined up strategies that put into practice and support the Government’s vision for the future. Identify and shape how your work area fits within and supports the priorities of the organisation. Develop an in-depth insight into customers, services, communities and markets affected by your work areas and the wider public sector context. Ensure work is in the national interest whilst meeting the diverse needs of all end users.

• Changing and Improving

  UK Civil Service Success Profiles · Deputy Director or equivalent

  Challenge the way things have always been done and suggest improvements, learning from experience. Seek, encourage and recognise initiative and imaginative ideas from a wide range of people. Promote an environment where all colleagues feel safe to challenge. Encourage measured risk taking and innovation to deliver better approaches and services. Implement changes that transform flexibility, responsiveness and quality of service. Ensure changes add value to the business and express clearly how and why changes are necessary. Lead the transformation towards using digital technologies ensuring full consideration of accessibility needs and the diverse range of end users. Manage change effectively and respond promptly to critical events. Constructively challenge changes which are unhelpful.

• Making Effective Decisions

  UK Civil Service Success Profiles · Deputy Director or equivalent

  Act decisively and make bold, unbiased decisions at a strategic level. Make sense of a wide range of political and national pressures and influences to develop strategies which meet organisational goals. Clearly communicate the purpose and reasons for recommendations and decisions. Consult with others where necessary to ensure decisions meet the diverse needs of the end users. Accept and respond to challenge constructively. Clearly recommend the best option articulating risks and impacts on economic, environmental, political and social factors.

• Leadership

  UK Civil Service Success Profiles · Deputy Director or equivalent

  Remain visible and approachable to all colleagues and stakeholders. Actively promote the reputation of the organisation with pride, both internally and externally. Display passion and enthusiasm for the work, helping to inspire colleagues and stakeholders to fully engage with the aims and long term vision. Embed a culture of inclusion and equal opportunity for all, where the diversity of individuals’ backgrounds and experiences are valued and respected. Work to influence the strategy, direction and culture to increase effectiveness.

• Communicating and Influencing

  UK Civil Service Success Profiles · Deputy Director or equivalent

  Implement communication strategies which ensure effective communications are embedded and take account of people’s individual needs. Embed a culture where there is a wide ranging use of the infrastructure in place to support varied communication methods which deliver value for money. Communicate in a straightforward, honest and truthful way with consideration for the impact of the method used. Communicate with conviction and clarity in the face of tough negotiations or challenges. Respect and consider the diversity of the audience when giving messages and deliver these appropriately. Influence external partners, stakeholders and customers successfully securing mutually beneficial outcomes.

• Working Together

  UK Civil Service Success Profiles · Deputy Director or equivalent

  Proactively create, maintain and promote a strong network of contacts across the organisation and externally. Embed an inclusive culture of creating positive and supportive teams who consider the diverse needs and feelings of other colleagues. Ensure consideration and support for the wellbeing of all individuals across the organisation. Set out clear expectations that bullying, harassment, and discrimination are unacceptable. Encourage and establish mechanisms to share knowledge and resources across boundaries to support the business. Encourage teams to engage with a variety of delivery partners and stakeholders, listen to and act on their feedback.

• Developing Self and Others

  UK Civil Service Success Profiles · Deputy Director or equivalent

  Provide a range of experiences to encourage development, talent and career management for all individuals. Role-model continuous self-learning and development, evaluate effectiveness and plan next steps. Ensure colleagues take responsibility for their own learning and development. Provide colleagues with opportunities to share their knowledge and skills with others to build organisational effectiveness. Share own expertise through coaching and mentoring to support teams to succeed. Create an inclusive environment from which all individuals can develop regardless of their needs or background. Deliver strategies to grow sustainable capability across all groups, including those with high potential and ensuring that the strategies tackle the imbalance in diversity.

• Managing a Quality Service

  UK Civil Service Success Profiles · Deputy Director or equivalent

  Clarify and articulate the diverse requirements of customers and delivery partners. Use customer insight to drive high quality and efficient service delivery which is a good investment of taxpayers money. Work collaboratively with customers and delivery partners to manage, monitor and deliver agreed outcomes. Identify areas for improvement and make appropriate changes to reach professional excellence. Break down complex aims into clear, practical and manageable plans. Identify the resource requirements to support implementation. Ensure risks are monitored and managed to prevent issues with service delivery wherever possible.

• Delivering at Pace

  UK Civil Service Success Profiles · Deputy Director or equivalent

  Translate strategic priorities into clear outcome-focused objectives for managers and teams. Promote resilience and responsiveness in the organisation. Deliver against own objectives, while ensuring others take responsibility for their areas. Establish an inclusive culture which allows people space and authority to deliver their objectives whilst ensuring appropriate support is in place when needed. Give people credit for maintaining focus on priorities, while responding quickly to changing requirements. Act as a role model for delivery by showing efficiency and focus, while being open to new ideas and honest about challenges. Provide clarity about the action required to achieve results and address unexpected developments. Ensure all appropriate tools and resources are available for individuals to fulfill their job role.