Information Pack for Interchange Applicants
Section 1
Band D Competencies
Pages 2 - 9
Section 2
Guidance for applicants
Pages 10 - 20
Section 3
Hints and Tips
Pages 21 – 23
Page 1 of 21
Band D Competencies
Effective Behaviour
Ineffective Behaviour
People who are effective are likely to…
People who are less effective are likely to…
1. Seeing the Big Picture
Anticipate economic, social, political, environmental and technological
developments to keep activity relevant and targeted
Identify implications of Departmental and political priorities and strategy on own
area to ensure plans and activities reflect these
Create policies, plans and service provision to meet citizens’ diverse needs based
on an up-to-date knowledge of needs, issues and relevant good practice
Ensures relevant issues relating to their activity/policy area are effectively fed into
strategy and big picture considerations
Adopt a Government-wide perspective to ensure alignment of activity and policy
Bring together views and perspectives of stakeholders to gain a wider picture of
the landscape surrounding activities and policies
Demonstrate lack of knowledge and insight into wider issues, developments and
impacts related to own business area
Operate within own area without sufficient regard to how it creates value and
supports the delivery of Departmental goals
Continue to apply outdated practices which are unable to meet the diverse
needs of citizens
Miss opportunities to ensure important issues are considered by senior staff,
raises small details as big picture issues
Only consider the context of own business area and not those of others or of the
organisation as a whole
Lack clarity of or interest in gaining wider stakeholder perspectives
2. Changing and Improving
Understand and identify the role of technology in public service delivery and policy
implementation
Encourage a culture of innovation focused on adding value – give people space to
think creatively
Effectively capture, utilise and share customer insight and views from a diverse
range of stakeholders to ensure better policy and delivery
Spot warning signs of things going wrong and provide a decisive response to
significant delivery challenges
Provide constructive challenge to senior management on change proposals which
will affect own business area
Consider the cumulative impact on own business area of implementing change
Ignore developments in technology that could benefit public service delivery and
policy implementation
Take a narrow and risk averse approach to proposed new approaches by not
taking or following up on ideas seriously
Fail to effectively capture, utilise and share customer insight appropriately in the
development of policies and services
Remain wedded to the course that they have set and unresponsive to the
changing demands of the situation
Spend limited time on engaging experts and relevant individuals in developing
and testing proposals, failing to pass on relevant staff feedback
Give limited time to acknowledging anxieties and overcoming cynicism
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2. Changing and Improving
(culture, structure, service and morale)
3. Making Effective Decisions
Push decision making to the right level within their teams, not allow unnecessary
bureaucracy and structure to suppress innovation and delivery
Weigh up data from various sources, recognising when to bring in
experts/researchers to add to available information
Analyse and evaluate pros and cons and identify risks in order to make decisions
that take account of the wider context, including diversity and sustainability
Draw together and present reasonable conclusions from a wide range of
incomplete and complex evidence and data – able to act or decide even when
details are not clear
Identify the main issues in complex problems, clarify understanding or stakeholder
expectations, to seek best option
Make difficult decisions by pragmatically weighing the complexities involved
against the need to act
Involve only those in their peer group or direct reporting line in decision making
Underestimate the work required to consider all the evidence needed and do not
involve experts sufficiently early
Take decisions without regard for the context, organisation risk, alignment with
wider agendas or impacts (economic, social and environmental)
Get confused by complexity and ambiguity and consider only simple or
straightforward evidence
Rely too heavily on gut instinct and provide unclear, incoherent or illogical
analysis of core issues
Make expedient decisions that offer less resistance or risk to themselves rather
than decisions that are best for the business
4. Leading and Communicating
Be visible to staff and stakeholders and regularly undertake activities to engage
and build trust with people involved in area of work
Clarify strategies and plans, giving clear sense of direction and purpose for self
and team
Stand by, promote or defend own and team’s actions and decisions where
needed
Confidently engage with stakeholders and colleagues at all levels to generate
commitment to goals
Lead by example, role modelling ethics, integrity, impartiality and the elimination
of bias by building diverse teams and promoting a working environment that
supports the Civil Service values and code
Be open and inviting of the views of others and respond despite pressure to
ignore, revert or concede
Only speak to staff and stakeholders in a face-to-face environment when
pressured to do so
Leave team unclear about vision and goals of their immediate business area
Leave team members to cope alone in difficult situations – provide little support
for their teams
Miss opportunities to transform the team, wait for others to take the lead
Act in ways that are at odds with their expressed beliefs
Set out a course of action and apply it without listening to others or adapting
where relevant
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5. Collaborating and Partnering
Actively build and maintain a network of colleagues and contacts to achieve
progress on objectives and shared interests
Demonstrate genuine care for staff and others – build strong interpersonal
relationships
Encourage contributions and involvement from a broad and diverse range of staff
by being visible and accessible
Effectively manage team dynamics when working across Departmental and other
boundaries
Actively involve partners to deliver a business outcome through collaboration that
achieves better results for citizens
Seek constructive outcomes in discussions, challenge assumptions but remain
willing to compromise when it is beneficial to progress
Only seek to build contacts in immediate work group, neglect to create a wider
network beyond this
Neglect to maintain relationships during difficult times
Operate within a narrow frame of reference and avoid adopting a fuller
perspective with associated complexity
Be overly protective of own initiatives and miss opportunities to network across
boundaries
Struggle to manage, or actively ignore other parties’ agendas
Push forward initiatives on basis of personal agenda or advantage and refuse to
compromise; stay wedded to one outcome
6. Building Capability for All
Ensure that individual and organisational learning and talent development
opportunities are fully exploited in order to enhance organisational capability
Role model work-place based learning and encourage development, talent and
career management for all staff
Coach and support colleagues to take responsibility for their own development
(through giving accountability, varied assignments and on-going feedback)
Establish and drive intra and inter team discussions to learn from experience and
adapt organisational processes and plans
Identify capability requirements needed to deliver future team objectives and
manage team resources to meet these needs
Prioritise and role model continuous self learning and development, including
leadership, management and people skills
Ignore emerging learning and development opportunities and the sharing of that
learning to benefit the organisation
Not follow up on learning to ensure colleagues practise and apply new learning
to the benefit of the organisation
Make token efforts to coach and develop people, allow staff to de-prioritise own
development
Stay ignorant of the experience of colleagues and take little notice of the
potential learning available
Allow team capability needs to go unaddressed and fail to use development
opportunities and effective performance management to maximise team
capability
Place low priority on people management and development, seldom seek
feedback or challenge, and prioritise professional expertise over leadership,
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6. Building Capability for All
management and people skills
7. Achieving Commercial Outcomes
Work effectively with different organisations such as private sector and voluntary
groups (in tandem with commercial experts) to commission and source solutions
to achieve policy and organisational goals
Understand the commercial drivers that will influence a private or third sector
organisation and the levers that can be used in negotiating/influencing contractual
arrangements
Be able to recognise and understand the commercial tools such as pricing
models, open book accounting, supply chain management that commercial
experts can deploy to extract value from contracts
Interact confidently and effectively as an intelligent and highly credible customer
with counterparts from the commercial delivery organisations and commercial
experts
Question and challenge the value being delivered through commercial
arrangements with delivery partners
Motivate improved performance by suppliers, challenge any gaps between
contractual commitments and actual delivery through joint working with
commercial /procurement experts
Take a narrow view on options for delivering policy and business goals
Show little or no understanding or appreciation of the economic or commercial
drivers that will influence the behaviour of suppliers
Has little or no knowledge or understanding of the commercial tools used to
extract value from contracts
Demonstrate low levels of knowledge or commercial understanding, and lose
respect from suppliers or other commercial counterparts
Overlook or ignore the detail or shortcomings in contract delivery
Take it for granted that suppliers are delivering what is needed
8. Delivering Value for Money
Understand impacts of financial position in own area and that of the organisation
and use insight to curtail or support business and investment activities
Achieve the best return on investment and deliver more for less on specific
budgets by managing resources and maximising the use of assets
Balance policy aspiration and delivery, outline risk and benefits of different options
Overlook the impact of decisions on the whole organisation and make
recommendations without awareness of the wider financial position
Deliberately spend money up to the level of the available budget, ignoring the
effectiveness of committing the expenditure
Be overly focused on minimising expenditure rather than ensuring it is well spent
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8. Delivering Value for Money
to achieve value for money ensuring all submissions contain appropriate financial
information
Weigh up priority and benefits of different actions and activities to consider how to
achieve cost effective outcomes
Work with financial processes and tools to evaluate options and ensure financial
and management information are accurately reflected in business plans
and will provide lasting added value
Omit financial information from decision making and business planning
Present business plans and cases that are not supported by robust or accurate
financial and management information
9. Managing a Quality Service
Exemplify positive customer service behaviours and promote a culture focused on
ensuring customer needs are met
Establish how the business area compares to customer service expectations and
industry best practice and identify necessary improvements in plans
Make clear, pragmatic and manageable plans for service delivery using
programme and project management disciplines
Create regular opportunities for staff and customers to help improve service
quality and demonstrate a visible involvement
Ensure the service offer thoroughly considers customers’ needs and a broad
range of available methods to meet this, including new technology where relevant
Ensure adherence to legal and regulatory requirements in service delivery and
build diversity and equality considerations into plans
Take little action when customer needs are not being met
Ignore external trends that impact on the business area
Allow programmes or service delivery to lose momentum and focus and have no
contingencies in place
Make changes to service delivery with minimal involvement from others
Maintain a limited or out-dated view of how to respond to customers’ needs
Disregard non–compliance with policies, rules and legal requirements and allow
unfair or discriminatory practices
10. Delivering at Pace
Get the best out of people by giving enthusiastic and encouraging messages
about priorities, objectives and expectations
Clarify business priorities, roles and responsibilities and secure individual and
team ownership
Adopt clear processes and standards for managing performance at all levels
Lose focus, giving a confusing sense of what is important
Take the credit for delivery of outcomes without acknowledging the contribution
of their teams
Fail to set standards for timeliness and quality of monitoring in their own area of
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10. Delivering at Pace
Act as a role model in supporting and energising teams to build confidence in their
ability to deliver outcomes
Maintain effective performance in difficult and challenging circumstances,
encouraging others to do the same
Review, challenge and adjust performance levels to ensure quality outcomes are
delivered on time, rewarding success
responsibility
Overly focus on task delivery at expense of motivating and building capability to
perform
Fail to take a constructive approach to adversity, resorting quickly to blaming
others for shortcomings
Allow performance to drop without challenging quickly and responsively continually focus on the negatives
Page 7 of 21
Engaging Internationally
Effectiveness in this area is about leading internationally, engaging our staff, contacts and international partners to help deliver UK Government objectives.
For all staff it’s about understanding UK Government aims in the wider UK and international context and developing productive relationships with those
external contacts and partners to help deliver UK objectives. All staff are aware of cultural sensitivities in their area of responsibility. Staff build up negotiating
expertise through the grades and champion and use language skills where appropriate to deepen impact. Senior leaders use the same behaviours but
operate at higher levels of sensitivity and complexity. Managers have to lead and inspire teams in an international context. Staff adapt their approach to
reflect the very diverse teams they manage while still promoting UK values.
Level 4 - Band A / FCO Band D
Effective Behaviour
People who are effective are likely to…
Represent and advance the UK’s interests and policies.
Build and maintain useful and wide ranging networks of contacts at institution,
country or regional level. Use their network professionally and sensitively to
the benefit of the UK.
Quickly understand regional / country context and local sensitivities and
encourage their team, to develop this knowledge. When appropriate, can use
a language/s with a high level of proficiency to strengthen contacts and
achieve UK interests.
Negotiate effectively, combining coherent thinking, flexible negotiating
techniques, interpersonal sensitivity and creativity to achieve agreement.
Aware of how their behaviour can be perceived by others in
different international environments.
Manage diverse teams to deliver in the country or regional context,
embedding UK Government values and managing tensions between the
global, UK and local context.
Ineffective Behaviour
People who are less effective are likely to…
Miss or misjudge opportunities to advance UK interests.
Fail to develop an effective range of contacts or use them to achieve wider
objectives. Fail to differentiate between UK and personal interests.
Be unable to anticipate changes due to lack of knowledge about the
international environment. Where appropriate, be reluctant to develop
appropriate language skills to increase impact.
Rely on one style of negotiation missing opportunity to use logic, charm and
empathy flexibly. Misread signals.
Not appreciate the greater diversity in international teams and therefore does
not reap benefits. Fail to promote UK government values.
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Demonstrating Resilience
This is about helping our people to build resilience in international roles, supporting their ability to adapt to working in difficult and varied international
environments; and to bounce back from crises and setbacks in these contexts. Individuals need to be aware of the impact they have on themselves and on
others, and show support for others with a pragmatic attitude, perseverance and resolve. Individuals should be able to manage in a wide variety of
circumstances and locations and, with appropriate support, to recover from challenges and setbacks. For leadership roles this competence would also
include leading a culture of support, while promoting a proper regard for employee safety, health and well-being.
Level 4 - Band A / FCO Band D
Effective Behaviour
People who are effective are likely to…
Manage and lead, role modelling a culture of self-awareness in their country
or region where individuals work to their own and others’ strengths.
Be aware if individuals in their teams are under pressure, sensitively
questioning and supporting them. Help colleagues to bounce back from
challenges / setbacks in an international context and rebuild their resilience
and confidence.
Take ownership for continuous high levels of awareness for themselves and
others. Apply this in a wide variety of challenging international contexts to
manage themselves and support others.
Understand their individual impact on those around them, managing any
difficulties as they arise and developing from this experience.
Demonstrate an ability to learn, adapt and change behaviours to strive for
continuous improvement across their country or regional area and the wider
UK Government
Ineffective Behaviour
People who are less effective are likely to…
Fail to act as a credible role model. Disregards the importance of personal
reflection or awareness of strengths and limitations with potential risk to
health or wellbeing.
Fail to show sensitivity to the pressures people face and to provide support.
Individuals are not helped to bounce back, leaving them feeling isolated /
marginalised.
Find any complex scenario difficult to manage. Unable to respond
appropriately and demonstrate a positive or pragmatic reflection on the
context.
Have little awareness of their impact on those around themselves.
Rely on limited responses and an inflexible personal style regardless of the
changing country or regional environment.
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Guidance for candidates applying for FCO interchange opportunities
General Information
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How do I apply for a role?
When should applications be submitted?
Eligibility
Can I apply if I have not passed my probation?
Why are some Stage 3 jobs advertised to specific departments only?
Can I apply ‘on promotion’ even if the role is not open to ‘temporary promotion’?
Guidance on Preparing Your Paperwork
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What papers should I include?
What signatures / authorisations are required?
What is the importance of my parent department signing Part 5 of the application
form?
Who should I send my application to?
Why do the Interchange Team need to see my application documents?
How should I send my application?
What if I can’t apply by email?
How do I know which jobs I can apply for?
What if I am applying for more than one job?
Additional Information for Candidates
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What happens after the closing date?
Language Assessments/Speaker Slots
Terms and Conditions
Promotion
Salary &Allowances
Pension
Hours of Work
Annual Leave
Security Clearances
Overseas Postings
Who can I contact for more information?
Page 10 of 21
How do I apply?
You should submit your completed application form, together with supporting
paperwork (CV, appraisal evidence, passport data page and diversity form) to
[email protected]
for each job you are applying for.
Wherever possible, applications should be submitted electronically (i.e. by email).
NB: Our email systems can receive emails of up to 3MB in size – any messages
larger than that will not reach us.
If you are applying for a job overseas, a post fact sheet containing information about
the Post and the country you are applying for is available from the hiring manager.
This will help you decide whether a posting to that country is right for you. Not all
postings are right for everybody.
The hiring manager’s details should be displayed in the advert for the job you are
applying for. Please use this for queries regarding the role itself. Queries relating to
eligibility or pay and conditions should be directed to the Interchange team. Do not
send your application to the hiring manager. If you are unable to identify or contact
the
hiring
manager,
please
contact
the
Interchange
Team
at
[email protected]
When should applications be submitted?
Fully completed applications must be received by 5pm on the closing date indicated
in the advert for the job you are applying for. Early applications are encouraged, this
gives the interchange team time to review your application and request any additional
information required.
To ensure that selection is based on fair and open competition we are not able to
accept any applications after the closing date. It will be up to the hiring manager to
decide whether or not to accept late bids, up to a maximum of 48 hours after the
stated closing date. No applications can be accepted after this extension period.
Eligibility
Eligibility in terms of grade is as stated in the advertisement. The following criteria
must also be met:
 The opportunity is open to Civil Service employees and staff of accredited NDPBs
who were either appointed: a) to the Civil Service on merit following a fair and open
competition or b) to a permanent Civil Service post in accordance with an exception
certified by the Civil Service Commissioners. Some opportunities are limited to
applicants from specific departments, this will be stated on the advertisement.
 Candidates must be able to complete the full period of the proposed interchange and
return to their parent department before reaching the mandatory retirement age in
their parent department.
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 As part of the Baseline Standard Checks, candidates need to demonstrate that they
meet the residential requirements as outlined in the Cabinet Office’s guidelines.
 Candidates must have passed their probation
 To join the FCO you must be a British citizen. You must have been resident in the UK
for at least two of the previous 10 years immediately prior to your application, at least
one year of which must have been a consecutive twelve month period unless you
have served overseas with HM Forces or in some other official capacity as a
representative of Her Majesty’s Government, or have lived overseas as a result of
your parents’ or partner’s Government employment. All applicants should be aware
that a lack of sufficient background information may preclude an applicant from being
granted security clearance. If you hold dual nationality (i.e. you are a British citizen
and are also a national of another country) this should not preclude you from joining;
however, it is your responsibility to check whether this places any personal, financial
or other obligation on you if posted to a job in the other country whose nationality you
hold.
Interchange vacancies are restricted to staff who meet these criteria. If you do not
meet these criteria, your application will be deemed ineligible.
The FCO does not encourage applications from staff in higher grades down bidding
for roles. (If you do down bid for the role, your salary will be affected, you will move
to the amount your current department would pay you at the low grade.)
If you require confirmation of your eligibility for any interchange position prior to
applying, please contact the interchange team.
Can I apply if I have not passed my probation?
No your application will be deemed ineligible.
Why are some Stage 3 jobs advertised to specific departments only?
All FCO jobs on the Civil Service website are advertised as Stage 3 jobs. However,
due to the way some slots are funded they are advertised as open to applicants from
certain departments only. Also, some jobs have only been given permission within
FCO to be advertised to specific departments due to the specialist skills required
within the role. If a role is advertised as open to applicants from certain departments
only this is the case despite it being recorded as being at Stage 3. The website does
not have a mechanism to reflect this nuance.
Can I apply ‘on promotion’ even if the role is not open to ‘temporary promotion’?
Overseas Positions
If you wish to apply for an overseas role on promotion please contact the interchange
team to clarify whether you can apply if it is not stated clearly within the job advert.
Home Positions
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If you have passed an assessment centre and have a promotion ticket to apply for
roles at the next grade please attach this evidence to your application when applying
for any London/Milton Keynes based job.
If you work for a department which does not hold assessment centres or give
promotion tickets and you wish to apply for a role one grade above ‘on promotion’,
you will need to attach evidence to your application that your home department would
accept you back at the end of any loan period substantively at the higher grade. It
you cannot provide this evidence your application will be deemed ineligible.
Guidance on Preparing Your Paperwork
What papers should I include?
You must submit the following papers:

Completed FCO interchange application form. No other application form can be
accepted.

2 years appraisal evidence (if possible).
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Your CV

Diversity form

A copy of either the personal data page from your British passport or your British
Nationality Certificate

For jobs that are speaker slots, you must also complete and attach a language
assessment form. You will find the form attached to the job advert for that role.
What signatures / authorisations are required?
Signatures are required for Parts 4, 5 and 6 of the application form
Part 4: Must be signed by your current line manager to confirm the supporting
statement
Part 5: a signature from the member of your home department who is authorising
your application
Part 6: signatures from yourself
Wherever a signature is required, please note that this can be completed
electronically by typing your name in the box. You will need to keep the email trail
from your authorising signatory confirming that they have signed in the box.
What is the importance of my parent department signing Part 5 of the application
form?
Interchange loans are for a fixed period of time from your department to FCO. In
order for your application to be considered, your parent department must confirm that
they agree to releasing you for the duration of the loan, and also that they foresee no
Page 13 of 21
difficulties in absorbing you back to your parent department after your loan to the
FCO is complete.
Who should I send my application to?
To the Interchange Team [email protected]
Why do the Interchange Team need to see my application documents?
To check your application meets the FCO’s interchange eligibility criteria.
(You should be aware that making false declarations could be treated as
misconduct).
How should I send it?
ALL applications should be submitted electronically (i.e. by email). Our email systems
can receive emails of up to 3MB.
How do I know which jobs I can bid for?
You should read the eligibility section on the advertisement of the job you are
applying for. If in doubt, you should contact the Interchange Team for advice.
What if I am applying for more than one job?
You should complete and submit separate applications for each of the jobs you are
applying for.
Additional Information for Candidates
What happens after the closing date?
The hiring panel will complete the sift of all applications and advise you whether you
have been successful or not in reaching the interview stage of the process. If you
require any update, contact the hiring manager directly. The interchange team are
not involved in the sifting and interview stages of the recruitment process.
Language Assessments/Speaker Slots
Who needs to be assessed?
"Speaker slot" jobs require a certain level of proficiency (e.g. Confidence, Operational
or Extensive level) in a foreign language in speaking, listening, translation, reading
and/or writing skills. This is specified in the trawl notice/job specification.
If you are declaring in your job application that you possess the required level of
proficiency (or some level of proficiency) in the language required, you will be need to
have a formal language assessment as part of the job application process.
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Candidates who are not filling a speaker slot, have no history of studying the
language and do not need the language for their job will not require a language
assessment.
Purpose of the language assessment
The purpose of the language assessment is to ascertain your current level of
linguistic ability. If the assessor feels that you need additional language training in
order to meet the requirements of the job, the assessor will provide an estimate of
the length of tuition (number of hours) required in order for you to reach the required
level.
The result of the language assessment will be sent to the hiring manager, and will
form part of their selection process when sifting applications
Format and duration of the assessment
The assessment will normally consist of an interview with a language assessor and a
written task. The whole activity is not expected to last more than an hour. The main
purpose is for the assessor to find out as much as possible about your linguistic
profile and identify strengths and weaknesses.
The assessment will concentrate on general language skills and will not be linked to
a specific occupational field. However, if you prove to have a high command of the
language, the topics of discussion, tasks, or reading exercises that form the
assessment may be more technical.
The written task for the assessment will normally be completed before the interview.
The main objective is to provide information about grammar manipulation,
vocabulary, and written fluency. If the job specification states that writing skills are
not necessary for the job, the results of the written task will only be considered as
complementary evidence of your ability.
The interview itself will start with an open-ended conversation in the foreign language
in which the assessor will try to ascertain whether you are a basic, independent or
proficient user of the language. After this first step, the assessor may ask you to
perform some tasks in order to refine the assessment. The assessor will select the
most appropriate task in order to confirm your linguistic profile. Tasks may vary in
difficulty and complexity. In addition, the assessor will ask you to read short texts of
increasing difficulty so you can demonstrate your reading comprehension skills.
The assessor may ask if you have studied cognate languages (i.e. of the same
family). For example, if you have studied Portuguese but the language required by
the post is Spanish, it is very likely that you could understand some texts in Spanish.
It is important that this is noted, because it would provide information about your
transferable skills (in this case, due to the similarity of some of the vocabulary in both
languages).
After the assessment, the assessor may ask questions in English about your
linguistic background, previous learning experience, and preferred learning styles.
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If it is not possible to conduct an assessment face to face, the assessment may be
conducted by telephone or videoconferencing facilities.
Terms and Conditions
Officers will be considered to be on loan for the length of tour specified, including
leave (in accordance with the Civil Service Commissioners’ Recruitment Code).
Candidates will transfer to Foreign and Commonwealth Office Terms and Conditions
of Service for the period of the loan. If the tour length of the post is greater than six
months (and for all overseas postings), successful candidates will also be transferred
onto FCO payroll. Candidates should ensure that their parent department HR is
content with these arrangements at the time of making an application. You will not be
able to transfer to the FCO permanently.
Promotion
If you apply on temporary promotion (as per the eligibility criteria of the job in
question) you will be offered the position at the grade it was advertised and the
necessary adjustments will be made to your pay. You should seek clarification from
your parent HR department on whether or not a promotion is substantive. Candidates
in lower grades will be considered on temporary promotion for the duration of the
loan/secondment and revert back to their substantive grade at the end of the
Interchange period.
Salary & Allowances
Whilst on interchange, you will be governed by FCO terms and conditions including
the policies on salary/pay awards.
If you are going overseas you will receive overseas allowances in addition to your
basic salary. Allowances are dependent on personal circumstances; therefore we
are unable to calculate the specific overseas allowances you will be entitled to if
successful, at the time of your application.
What will my FCO salary be?
For level transfers your salary will remain the same as in your current department.
For promotions or down bids we will ask your current department to calculate what
your salary would be if you remained with them in the same circumstances and we
will pay you in accordance to their rates. If this rate is below our minimum we will
increase your salary to our minimum.
You will only be entitled to London Location Allowance if your current department
currently pay you this allowance.
I currently receive London Weighting. Will FCO continue to pay me this?
You will be entitled to London Location Allowance at FCO rates if your current
department pay London Weighting as a separate allowance.
I currently receive a specialist allowance. Will FCO continue to pay me this?
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No.
I currently receive a job related allowance. Will the FCO continue to pay me this?
If your job in FCO attracts a job related allowance e.g. Private Office Allowance we
will pay you this at FCO rates. If your job in FCO does not attract a job related
allowance the FCO will not continue paying your current department allowance.
Who do I ask if I have queries about what my salary will be?
If you wish to discuss any salary queries you may have, please feel free to contact
the interchange team. Do not ask hiring managers what salary you will receive in
FCO. Hiring managers do not have specialist knowledge about the details of
interchange salary transfer between departments – if you are misadvised by a hiring
manager, before or after appointment, about what salary you may receive this will not
be honoured by FCO and you will be offered the salary as advised by the
interchange team.
Pension
Members of a civil service pension scheme will transfer onto the FCO payroll for the
duration of the loan, and continue to be covered by a civil service pension scheme.
Hours of Work
You will transfer on your current terms.
Full-time staff in the UK normally work a 5-day week of 37 hours net on Modernised
Terms and Conditions. In most departments flexi-time working is possible.
For staff on non-modernised terms and conditions it will be a 36 hour net week.
Appraisals
During the period of the loan, you will be appraised on either FCO or your parent
department appraisal forms on FCO timing, with copies to your home department.
The vast majority of interchange officers join the FCO appraisal system, however, if
you or your home department have reasons for you to remain on your home
department system you should discuss this with your hiring manager.
You should ensure that an appraisal is completed at the end of the loan period.
Annual Leave
Leave earned in your current department is frozen from the date that you take up
duty with the FCO. You will be issued with a new leave entitlement. All leave must
be taken before the end of the loan period.
If you are going overseas you may receive an overseas leave allowance in addition
to your annual leave allowance.
You will transfer with your current leave entitlement.
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Security Clearances
All appointments in the FCO are made subject to security clearance being given by
the FCO. Clearance, once granted, can later be withdrawn if for example conduct,
personal behaviour or other personal circumstances cast doubt upon your reliability,
integrity or honesty.
If you are successful in being appointment to a role, you should be aware that SC
(Security Clearance) clearance takes around 18 working days to process and DV
(Developed Vetting) takes around 60 working days to process from receipt of your
completed security clearance forms. Further information on the security clearance
procedure will be sent to you if your application is successful.
Overseas Postings
All overseas appointments in the FCO are also subject to medical and dental
clearance being given.
If you have queries about going overseas and FCO allowances you will need to
contact HR Direct on [email protected]
Who can I contact for more information?
If you have any queries, please contact the Interchange Team.
Email: [email protected]
Information on the role and structure of the FCO (including the Departmental Report
and FCO Objectives) can be found on the FCO website: www.fco.gov.uk.
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Hints & Tips
Application Form – Providing Strong Evidence
Completion of the application form is an important part of our assessment process. All competences listed
plus job specific skills and experience will be scored, and these scores will determine whether you are
selected to progress to the next stage.
Below are some hints and tips to help you complete a successful application.

Review the job description carefully so that you have a clear understanding of what the role entails
and the essential behaviours/skills/knowledge required.
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Take time to reflect on your performance and achievements over the past few years – this will help
you to identify evidence and align it with the appropriate behaviours.
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Review recent appraisals and use them as a memory jogger.
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Remember to use the first person e.g. ‘I delivered…”.
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Provide real life examples of what you’ve achieved.
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Consider what your unique selling point is – and make sure you emphasise this in the Supporting
Statement on the form.
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Consider what you have already done well in your role.

Set quality time aside to complete the application well in advance of the deadline – this will allow
you to re-visit it, if necessary.

Put yourself in the Hiring Manager’s shoes and read your application through from their perspective
– have you provided enough evidence to demonstrate you are a strong candidate.
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Hints & Tips
The STAR acronym is useful when thinking of your examples to use in your application form:
The Situation
The Task
Your Actions
The Result of your actions.
You need to describe your example like a story – first set the scene by explaining the situation in which the
example occurred. Then explain the task that you carried out. Then explain the actions that you took
(these need to be actions by you not others or shared with others). These actions need to demonstrate the
skills, experience and behaviours required and the job specific requirements. Finally, explain the result
(outcome) of your actions and how successful you were.
Delivering Results – Good or Bad Example?
I have a proven track record for delivering results to tight deadlines. I manage my own and team’s time
effectively, responding to changing priorities to meet objectives. I know how to manage budgets so that we
achieve results.
The above is a poor example as it is not specific enough and lacks evidence of how tasks are achieved.
Delivering Results - Good or Bad Example?
At short notice I was requested to support the implementation of a new selection process. To ensure the
new initiatives were delivered and meet the deadlines, I had to juggle and re-prioritise my workload and
delegate work to members of my team. This allowed me to up-date current training courses and design
and deliver various briefing sessions on the new process. During this time, I liaised and worked closely
with the Resourcing Department to ensure my input was matching their requirements. I also had to
closely monitor and manage the costs involved and align this with the department budget. The result was
that the training was delivered on time and within budget, and received mostly positive feedback from both
managers and individuals in the business. Some of the suggestions received from the business were
taken on board and incorporated in future training courses.
This is a good example – It uses the STAR process i.e. outlines the situation, the task, and the actions
taken to deliver the end results.
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Hints & Tips
What is not behaviour based evidence?
Evidence is not:
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Generalisations - 'I am always courteous to customers'
Job descriptions - 'My role involves'
A process - 'First I input details into the spreadsheet'
An assertion - 'It is very important to deal with complaints promptly'
Theoretical - 'I would deal with the company first by..'
Passive - 'A meeting was called'
Not owned - 'We decided to adopt the last option'
Pen picture - 'She is very loyal and committed'
Paraphrasing the criteria - 'I displayed tact and diplomacy'
Non specific - 'When I receive this I intend to'
Examples describing future situations - specific examples have happened and are in the past
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