Assessment of Professional Competence

Assessor guide
August 2018
 Published by: RICS, Parliament Square, London SW1P 3AD.

All rights in this publication, including full copyright or publishing right, content and design, are owned by
RICS, except where otherwise described. Any dispute arising out of this publication is subject to the law and
jurisdiction of England and Wales

Assessor guide 2
 APC assessor guide
Foreword................................................................................................................................................................................................... 4
Introduction............................................................................................................................................................................................. 5

Section one
APC explained......................................................................................................................................................................................... 6
Pathways and competencies ............................................................................................................................................................ 6
Entry requirements................................................................................................................................................................................ 6
Standards of assessment..................................................................................................................................................................... 6
Candidate profiles.................................................................................................................................................................................. 7

Section two
Interview guidance................................................................................................................................................................................ 8
Procedure.................................................................................................................................................................................................. 8
Assessment Resource Centre (ARC) ................................................................................................................................................ 8
Pre-interview preparation ................................................................................................................................................................. 8
Conflicts of interest............................................................................................................................................................................... 9
Candidate submissions......................................................................................................................................................................10
Interview structure.............................................................................................................................................................................. 11
Questioning techniques ...................................................................................................................................................................12
Post-interview assessment ..............................................................................................................................................................13
Referred candidates ...........................................................................................................................................................................15
Equal opportunities ...........................................................................................................................................................................15

Assessor guide 3
 Foreword
I am grateful for the contribution that you are making to RICS through committing your time and
expertise to assess potential new professionals.
The Assessment of Professional Competence (APC) is the start of a lifelong professional commitment
to our standards for thousands of people each year. As an APC assessor you play an important role in
ensuring that only those who fulfil our ethical standards and professional and technical competency
requirements become RICS chartered professionals.
It is vital to our professional status and credibility that the assessment process is consistent
worldwide. This guide explains the criteria involved and provides guidance on how to conduct the
final assessment interview.
Candidates will present themselves from a variety of backgrounds, showing the diversity of the
profession and that all must meet the standards required.
Thank you for your commitment to RICS and to ensuring the future of the profession. I hope you will
find the role both professionally and personally rewarding.

Sean Tompkins
Chief Executive

Assessor guide 4
 Introduction
This guide has been written for all APC assessors who have completed RICS assessor training.
It will help you:
• understand the ideas behind the APC and the stages that lead to the final assessment
• understand the approach to interviewing
• manage the preparation process and understand the various documents
• take part in the assessment process
• carry out post-interview assessment procedures and decide whether candidates should pass
or be referred.
This acts as a support document for your training and for future reference each and every time you
act as an APC assessor.

Assessor guide 5
 1 2

APC explained
Pathways and Entry requirements Standards of
competencies RICS recognises that a mix of academic/
professional qualifications with relevant experience
assessment
The RICS qualification covers many different can provide the skills and levels of competence The purpose of the assessment is to ensure that
professional disciplines in land, property required to become a chartered surveyor. The knowledge and understanding, gained through
and construction. RICS has identified eligibility requirements to begin the APC are: a combination of qualifications, experience and
competencies required for each of these training, are applied in practice and measured
• RICS accredited degree – At least 24
disciplines – these groupings of competencies consistently internationally. This demonstrates to all
months’ structured training and a minimum
are known as pathways. stakeholders that only those with the agreed level of
of 96 hours’ Continuing Professional
There is a guide for each pathway, which explains the competence become RICS chartered professionals
Development (CPD).
competencies in detail and in context – (MRICS).
• RICS accredited degree with a minimum
visit rics.org/pathway. of 5 years’ relevant experience – At All APC candidates will follow the same process
least 12 months’ structured training and a and attend the final assessment interview.
Competencies minimum of 48 hours’ Continuing Professional
A competency is a statement of the capabilities Development (CPD). Variations
required to perform a specific role. RICS • RICS accredited degree with a minimum To ensure a fair assessment you must always
competencies are defined at three levels. of 10 years’ relevant experience – take into account the local practice and norms
Level 1 – knowledge and understanding Demonstrate a minimum of 48 hours’ of the country in which the candidate practises,
Continuing Professional Development (CPD) while remembering the high standards of RICS
Level 2 – application of knowledge and
over the preceding 12 months. No structured qualifications. Relevant experience can be gained
understanding
training period required. in a variety of countries; all relevant experience is
Level 3 – reasoned advice and depth of valid and should be considered during assessment.
• Bachelor degree (or membership of
knowledge. Candidates are required to have an understanding
a RICS approved professional body) with
Each pathway is made up of three types of a minimum of 5 years’ relevant experience of the local legislation and practice for the country
competency: (at least 12 months must be post they are practising and being assessed in. You
qualification) – Successfully complete the also need to consider significant differences in
Mandatory – personal, interpersonal and
preliminary review and a minimum of 48 hours’ experience and job role responsibilities.
business skills common to all pathways.
Continuing Professional Development (CPD). Ultimately it will be up to you and the other
Core – Compulsory and relate to the primary
This guide explains how you should prepare for assessors to judge what level of questioning
technical skills of the chosen pathway.
and conduct the final assessment interview to is appropriate and the answers you will need
Optional competencies – selected from the list
reach a decision on each candidate. to receive to be satisfied that each candidate
of technical skills for the chosen pathway.
has met the competency requirements for the
chosen pathway.

Assessor guide 6
APC explained 1 2

Candidate profiles Candidates undertaking At preliminary review, the question to be answered

is: Is the submission suitable for the APC
preliminary review assessors to prepare for and conduct the final
Candidates following a structured Bachelor’s degree + minimum 5 years’ assessment interview effectively? In summary,
relevant experience – at least 12 months
training programme must be post qualification
the objective of the review is to determine if the
candidate is ready to proceed to final assessment
RICS accredited degree + up to 5 years’
RICS approved professional body because the preliminary review is based on the
relevant experience
membership + minimum 5 years’ relevant candidate’s submission only; the review does not
RICS accredited degree + 5–10 years’ experience – at least 12 months must form part of the final assessment interview.
relevant experience be post qualification
The structured training period gives candidates These candidates do not need to complete Note: Candidates who have an RICS-
the experience to achieve the competencies. structured training. They must undertake a accredited degree and over ten years’
Throughout the structured training candidates are preliminary review where their submissions will experience may proceed to final assessment
supported by a supervisor/counsellor who mentors be read and reviewed by trained professionals. directly once they have been signed off as
candidates, guides them through their training and ready for assessment by their counsellor.
The purpose of the preliminary review is to ensure
monitors their progress. Candidates are not required to complete
that candidates understand how the submissions a preliminary review but may apply for one if
Candidates record their progress throughout the are used as part of the final assessment and they wish.
structured training. Their records will show: that their submissions meet the requirements
• the number of days’ experience they have for final assessment.
completed against each of the competencies The feedback report is designed to identify
• the work/tasks they have performed if candidates have met the submission
• the competencies they have achieved. requirements and to provide advice if elements
Candidates will not be able to apply for the final of the submission can be improved. Therefore,
assessment interview until their supervisor/ all stakeholders can be confident that only
counsellor certify that, in their opinion, they candidates who have met the submission
have reached the level of competence required requirements proceed to final assessment.
and have fulfilled the minimum training period. All preliminary review candidates will follow
However, candidates will not necessarily achieve the same process and if approved will attend
the required level of competence within the the final assessment.
minimum training period.

Assessor guide 7
 1 2

Interview guidance
RICS has one standard required to qualify as a • Initiating the decision-making process after You must commit the necessary amount of time
chartered surveyor through the APC, irrespective the interview to prepare for each interview to ensure you:
of the candidates’ profiles. The assessment • Ensuring all assessors adhere to the • have read the submissions
standard, technical and professional requirements assessment policies • understand the candidate’s background
and structure of the interview remain the same. • Writing the referral report (if necessary). and experience
You must interview all APC candidates following Each assessor will be involved in every element • are familiar with the candidate’s declared
the same procedure assessing against the same and will assist the chairperson in performing competencies
standard of competence and professionalism, to these responsibilities. • understand the assessment process to
ensure a fair and consistent assessment for all.
ensure the delivery of a professional and
competent assessment.
Procedure
Note: The chairperson’s guide provides more
detail on the role. On receipt of the submissions, you must check that
the documents comply with the requirements.
The interview panel will normally be made up of
three assessors (minimum two), one of who will Assessment Resource Staff will have performed a basic check against the
requirements but will not have read the submissions;
act as the chairperson. All assessors have equal
responsibility for the interview process. Centre (ARC) you must check that the submissions are suitable for
you to assess the candidate at the interview. You are
While face-to-face final assessment interviews The Assessment Resource Centre (ARC) is an online not judging whether the submissions are good or
must always be the first option, RICS offers tool where candidates manage their assessment bad; you are only determining if there are errors or
alternative methods for candidates in places details, CPD and selected competency records, and omissions. Key areas to check are:
where this is not practical. Full guidance will be prepare their submission for assessment. • the correct number and level of technical and
provided should you be asked to interview using
As an assessor you will have access to ARC in order to mandatory competencies are declared
an alternative method.
download candidate submissions and details of the • the written submissions are complete
each interview panel you are assigned to.
Role of the chairperson • the appropriate amount and type of
Guidance on using ARC is available at professional development is recorded.
The chairperson’s role is vital to a successful
rics.org/assessments If the documents are deficient you must contact
interview. They are responsible for supervising
the final assessment process, which includes: the chairperson who is responsible for informing

• Initiating pre-interview discussions Pre-interview RICS. RICS will decide what action to take; this could
include the interview being deferred.
• Agreeing the structure of the interview and
who will be questioning on each competency
preparation
• Managing the questioning The chairperson will make contact with you before Note: The pre-interview preparation is a
• Controlling timing the final assessment day to arrange a time for you mandatory requirement for all assessment
to discuss the candidate as a panel. panels. If a panel discussion has not been
arranged you should contact the chairperson or
your RICS staff contact.

Assessor guide 8
Interview guidance 1 2

Conflict of interest • Could the outcome of the assessment positively/

negatively affect the assessors’ business
of the interview. You should contact your
chairperson and explain the circumstances fully.
All RICS members are bound by their professional interests? Together you need to decide whether the personal
ethics to ensure the credibility of the final interest is ‘prejudicial’. Could the interest affect
assessment process. In particular, it is important that ‘Personal’ versus ‘Prejudicial’ your judgement? Would a member of the public
potential conflicts of interest between assessors and distinctions reasonably think it could? If it is decided that the
candidates are properly identified and managed. personal interest is not prejudicial, the interview can
There is a distinction between personal interests and
go ahead.
A conflict of interest arises, in the context of final prejudicial interests.
assessment, where a chairman or assessor is privy If it is decided that the personal interest is
‘Personal’ interests: in certain circumstances, there
to certain information or interests which could prejudicial, alternative arrangements will be made.
may be a connection between the assessor, and the
influence, or could be perceived as influencing, their The chairperson must inform the RICS team as
candidate, but this may not present an issue to the
decisions in relation to a candidate. soon as possible so an alternative assessor can
candidate in practice. For instance, the individuals
be assigned. If it is the chairperson who has the
‘Influences’ could include friendships, loyalties may have met at a CPD event or know of one another
personal interest, the other assessors should decide
to a firm, or loyalties to fellow members of an in a professional capacity.
whether the interest is prejudicial. If they think it
organisation. Factors of influence could include ‘Prejudicial’ interests: where the assessor either is, or if they cannot agree, the interview should not
the possibility of financial gain or other advantages, stands to benefit from the outcome of an assessment go ahead. Contact RICS for support and alternative
whether to the individual panel member or to a interview or might otherwise be perceived as being arrangements will be made.
person or organisation they are connected with. influenced, the assessor must declare the conflict
There is no definitive list of situations where a and should recuse themselves from the panel, at On the final assessment
conflict would arise. the earliest opportunity (so that the panel can be
re-constituted).
interview day
The following is only to illustrate relationships which
In the unlikely event a candidate or panel member
could give rise to conflict.
• friend, neighbour, acquaintance or friends in
Before the final assessment does consider there is a conflict of interest, the
chairperson should decide whether the interview
common interview
should go ahead with the panel member in question
• any family relationship (even remote) • RICS uses all reasonable endeavours to identify OR whether the panel member should sit out of the
• colleague past or present and avoid any obvious conflicts of interest, interview. If this is only a two-personal panel and a
• client or competitor when selecting a panel of assessors, prior to the conflict is raised on the day of the interview, then the
interview going ahead. interview will need to be deferred and rescheduled
• does business with you or your firm.
• Once in receipt of the candidate’s final for another date.
Example questions to ask yourself assessment documentation the chairperson and
assessors should further ensure that they do not Note: Whenever a potential conflict of interest
• Do I or my firm have an ongoing commercial
have a conflict of interest and if so declare it to arises please contact your local RICS office,
relationship with the candidate or his/her firm?
RICS, who will decide whether the panel needs so they can advise you.
• Has there been any conflict between our firms to change or is okay to proceed.
or the candidate in the past, regarding services
If you think a conflict of interest might exist you
provided, or financial charges?
should declare this immediately and in advance

Assessor guide 9
Interview guidance 1 2

Candidate submissions provides examples of the work they have completed

against each competency. This allows you to build
the candidate’s presentation and your first ten
minutes of questioning will be based on it.
The written submission will provide detail on the your questions for the candidate and these are the You should consider the following:
candidate’s experience, project work and CPD. When examples you must use to assess against. Remember
• Is the candidate’s contribution to the project
preparing for the interview, you should you can only assess against the candidate’s stated
evident?
experience and claimed competencies.
• refer to the pathway guide to refresh your • Has the candidate identified the key issues?
memory about the requirements for the The summary of experience is 1,500 words in total for
• Have the options been considered and have
candidate’s declared competencies the mandatory competencies and maximum 4,000
good reasons been given for those options
• review the candidate’s submissions and words in total for the technical competencies.
that were rejected?
make notes about his/her apparent strengths and RICS is looking for evidence that the candidate can do • Are the chosen solutions supported by
weaknesses the relevant job at the required level. This information reasoned judgement and has the candidate
• plan questions around the candidate’s will be your main point of reference for questions demonstrated problem-solving skills?
documented experience and relate it back during the interview.
• Does the conclusion contain an evaluation and
to the declared competencies. You should not expect a candidate undertaking an understanding of the lessons learned?
structured training to be able to demonstrate the level • Has the candidate demonstrated good written
Qualification and employment of knowledge and experience equivalent to that of communication skills?
information an experienced practitioner. Your judgement should
• Are you satisfied that the report demonstrates
be based on the candidate having demonstrated
This will add to your appreciation of the candidate’s at least one of the competencies required to
competence to the level required, and having fulfilled
training and experience. You may be familiar with level 3?
the assessment criteria.
the candidate’s employer(s) and this will add to your You will start forming a view at an early stage;
knowledge and understanding of the candidate’s however, you must not decide whether the case
career and help you to ensure there are no conflicts of
Case study
study is a pass or refer before you have interviewed
interest for you in interviewing the candidate. This is a written report that gives a detailed analysis the candidate. This is one element of the
of a project(s) with which the candidate has been assessment and you must make a judgement in a
Summary of experience personally involved. It should be maximum 3,000 holistic manner considering all elements together.
words. The objective is to allow the candidate to
The summary of experience is an overview of the
demonstrate their problem solving abilities and
candidate’s declared competencies and attainment Logbook
standard of professional and technical knowledge. The
levels as agreed with their supervisor/counsellor. It For candidates undertaking a period of structured
conclusion must contain an evaluation of the outcome
is made up of a series of statements against each training, their submission will include a logbook.
and also reflection on the experience gained and the
of the technical and mandatory competencies. The logbook shows the number of days spent
lessons learnt.
This shows you the knowledge and activities that accruing experience against each of their declared
the candidate has undertaken to demonstrate The case study has two important aspects:
competencies.
competence. • it adds to your knowledge of the candidate
In addition to showing the candidate’s abilities • it will form the basis for the start of the interview:
and experience in the individual competencies, it

Assessor guide 10
Interview guidance 1 2

Continuing Professional • questioning on technical competencies, minutes could give the wrong signal. The candidate
mandatory competencies and issues of may assume they have been successful or feel that
Development (CPD) current concern to the profession. they weren’t given the opportunity to show their full
All candidates are required to complete CPD. experience/competence.
As a guide, the interview follows the structure
Candidates following a structured training
below: If the candidate is referred they could appeal on the
programme must complete a minimum of 48 hours
grounds that in the additional time they would have
per 12 months of structured training and all other
Chairperson’s opening 3-4 minutes had the opportunity to address any issues that led to
candidates need to demonstrate a minimum of 48
and introductions the referral decision.
hours in the 12 months prior to final assessment.
This information adds to your understanding of the If the interview exceeds 60 minutes and a candidate
Candidate’s presentation 10 minutes
candidate’s training and experience and will give you is referred, they could appeal on the grounds that
on case study
ideas for areas of questioning in the interview. they were subjected to more testing than other
candidates. Even where you feel that an extension
The CPD must be split between formal development Questions on the presentation 10 minutes
in time would benefit the candidate you must not
such as professional courses, seminars or online
exceed 60 minutes.
events and informal development such as private Discussion on overall 25 minutes
study or on the job training. At least 50% of the experience including CPD, The only circumstances in which an interview can
CPD undertaken must be dedicated to formal technical competencies, exceed the 60 minutes is where the candidate
development. Rules of Conduct and has a disability and RICS has agreed beforehand
professional practice to extend the time. See the equal opportunities
section in this guide for more details.
Note: Those on a part-time or distance learning Chairperson’s areas of 10 minutes
accredited degree can use the final year as
counting towards their CPD for that year but this
questioning may include Use of electronic equipment
professional and technical You can use electronic devices to facilitate the
should be supplemented by other CPD activities
for that year. matters, CPD, Rules of Conduct, interview and refer to a candidate’s submission.
mandatory competencies However, please ensure:

Interview structure Chairperson to close 1–2 minutes •

•
Wi-Fi is turned off.
Silent mode is enabled.
It is essential that all interviews, while having some Total 60 minutes • No recording facility is activated.
flexibility, are broadly structured the same. This will
• The device is fully charged and does not require
allow you to focus on the assessment and ensure
mains power.
each candidate has similar time allocated to the A 60-minute interview cannot cover the full extent
individual elements of the interview. Any deviation of the candidate’s experience. The panel must You should position your device so it does not
may give rise to an appeal if the candidate is referred. cover as many of the competencies as possible present a barrier between you or the candidate but
within the allocated time. ensure that the screen is not visible to the candidate.
Every interview is made up of three elements:
You must not give the candidate either a longer or
• a presentation by the candidate
shorter interview. Making the interview less than 60
• questioning on the presentation

Assessor guide 11
Interview guidance 1 2

Questioning techniques •
•
What problems did you encounter?
How did you solve them?
• Make allowances if the candidate is nervous: use
encouraging follow-up questions to overcome
Your most important skill will be your questioning • What was the outcome? any problems.
technique. The outcome of the interview can depend • What did you learn? • Listen carefully to the candidate’s presentation as
on the way you ask questions. The skills you develop, it also provides a source of questions.
• What did not go well?
and your style of delivery, will affect the quality of • Avoid affirmations – responding with ‘yes’ or ‘no’
• What would you do differently?
the information you obtain. or making gestures in this manner can indicate to
• How would you apply this knowledge?
Your aim is primarily to help candidates demonstrate the candidate that their answer is right or wrong
• How would you apply what you have
their competence successfully. You must give them and may cause the candidate to be distracted.
learned to…?
every opportunity to answer fully and professionally. Finally, before you ask the candidate a question,
• What if a situation arose where…?
make sure you know which competency it relates
Questioning at the competency • Give me an example…
to, and which level. Always open the question by
• Tell me about your experience in…
levels referencing the competency you are questioing on,
• What was your role/ involvement? for example “in relation to … competency …” You
Think in terms of three progressive levels of
Occasionally you may ask closed questions that should also be aware of answers you could expect
questioning.
require only a yes/no answer and are used to confirm and would be satisfactory.
• Level 1 tests the candidate’s knowledge and
facts. For example:
understanding of principles and theory.
• Can I just clarify that you said…? Mandatory competencies
• Level 2 tests how the candidate has applied the
• So, you used the …method? Candidates must achieve the following minimum
knowledge by providing specific examples.
standards for the mandatory competencies.
• Level 3 tests the candidate’s reasoned
judgement and ability to provide professional Best practice To level 3 Ethics, rules of conduct and
and sound advice, against the full extent of their • Be alert throughout the interview – even when professionalism
ability and knowledge. you are not asking the questions. To level 2 Client care
Remember – the candidate can select the level of • Ask open questions; use closed questions only to Communication and negotiation
some of the competencies. It is important that you confirm information given. Health and safety
do not question beyond that level. You are assessing • Be flexible with your questioning; be prepared To level 1 Accounting principles and procedures
them against their declared competencies and to follow up the candidate’s answers with further Business planning
competency levels. questions before moving on to the
Conflict avoidance, management and
next topic.
dispute resolution procedures
Examples of competence-based • Ensure your questions are well phrased,
Data management
questioning clear and concise.
Diversity, inclusion and teamworking
• Be objective but look out for the areas of
You must ask open questions. For example: Inclusive environments
deficiency as you should focus more on these.
• How did you go about the process? Sustainability
• Ask one question at a time and use short
• What process/procedures did you adopt?
questions.

Assessor guide 12
Interview guidance 1 2

Questions on technical competencies will often Note: All APC candidates are required to encourage the candidate and help calm nerves.
address the mandatory competencies too. Be successfully complete the RICS ethics module Questions must relate directly to the candidate’s
aware of this and record the responses against both prior to final assessment. The module includes
training and experience, it will show the candidate
technical and mandatory competencies if relevant. online learning and an online assessment.
that you are prepared. Eye contact and the
For example, every question will test the candidate’s This is a study element of the APC and ethics and occasional acknowledgement are encouraging.
communication skills. Similarly ethical issues could rules of conduct must still be assessed as part of Address the candidate by name from time to time.
be linked to technical or business issues covered the final assessment interview.
Be aware of your body language. Voice projection is
throughout the interview.
also important. Your tone needs to be encouraging
Ethics, rules of conduct and Continuing Professional and the pace should enable the candidate to follow
professionalism Development (CPD) and understand your questions.
You can question the candidate on their CPD Listening skills are vital; first to ensure that you
This competency must be tested to a greater extent.
activities. You may wish to use this as a focal point for interpret the candidate’s responses correctly and
It is the only mandatory competency required to
questions on the mandatory competencies too. second to help you develop your supplementary
level 3.
questions. Never enter into a debate with the
Candidates must be aware of and act in accordance Note-taking candidate or the other assessors. Do not give
with RICS Rules of Conduct, act with professional
You must make notes. Without good notes there is a any indication of how well or badly the interview
integrity and objectivity, and recognise their duties
risk you will base your final judgement on what you is going.
to clients, employers and the community.
remember you particularly liked or disliked. Brief Be aware of possible distractions. Ensure, for
RICS has professional and ethical standards designed notes on the questions asked and the candidate’s example, that all mobile phones are turned off.
to provide help and guidance to members in every response should be sufficient to act as a reminder
situation. You must be familiar with them. For more at the end of the interview. Avoid obvious marking
information visit rics.org/regulation systems. Do not use ticks and crosses – write a
When considering this competency, you may find comment instead, but not yes or no: candidates may
evidence in the submissions and presentation. be able to read your notes.
You should look for opportunities to question the Remember your notes will help you and your
candidate on ethical issues throughout the interview. irperson if you have to write a referral report or
In addition the chairperson must dedicate time to ask an appeal is logged by the candidate. Your fellow
specific questions on a number of related issues. assessors should take notes when you are asking
There are many issues that can be covered, for questions and vice versa. When taking your notes,
example conflicts of interest or bribery, but you must remember to keep eye contact with the candidate as
take account of practice in the country concerned much as possible.
when framing your questions. In addition, you should
ask some questions about issues of current concern Interview conduct
to the profession. The way you conduct yourself in an interview will
have an impact on the candidate and the quality of
the interview. Showing attention and interest will

Assessor guide 13
Interview guidance 1 2

Post-interview Note: you must refer the candidate if they fail to

demonstrate the required competence on Ethics,
quality of a candidate’s professional reports in
working practice. In this instance if the interview

assessment rules of conduct and professionalism. is outstanding it will weigh up against the weak
submissions.
After the candidate has left the room, the Approach
chairperson will ask you to take a few minutes to Your judgement should be based on whether the Marksheet
reflect on the interview. Note your thoughts and candidate has demonstrated competence to the The marksheet is a management tool that has been
comments on the candidate’s performance on the level required. You must base your decision on the developed to help you arrive at a decision. Please
assessment marksheet. The chairperson will do the required levels; do not expect a level of knowledge use it to ensure consistency in the process.
same. equal to your own.
You must take into account all elements of the Outcome
Holistic Criteria assessment including the candidate’s answers to the The chairperson will lead a discussion, seeking
Review the evidence and take a holistic approach; questions, presentation and the submissions. each assessor’s views. It should cover all aspects of
consider whether: assessment but with particular reference to
Use your discretion. The decision must be
• the candidate’s spread and balance of made on balance. For example, you would not the competencies. The marking process should
experience is satisfactory normally refer a candidate if he/she has shown show whether the candidate has reached the
• the candidate has achieved the required a deficiency in only one optional competency required levels.
number of competencies to the correct levels required to level 1. Consensus decisions are best. However, they are
• the candidate has the required level of written not always possible. In a three-person panel, the
and oral communication skills. Weighting decision will be by majority. Even if the chairperson
Common faults, which may influence the outcome, Attach the greatest importance to the candidate’s is in the minority, they must accept the decision. In a
include the following: competence as tested by questioning. two-person panel, if agreement cannot be reached
the chairperson must decide.
• The submissions are not presented in the Give considerable importance to the presentation.
required format, greatly exceed the word It is a significant indicator of how well the candidate If you are conducting several interviews and you
count or contain significant technical or demonstrates professionalism and makes an cannot reach agreement in the time between
professional errors impression; remember communication is one of the interviews, you must make a decision before the end
• The presentation does not reflect the mandatory competencies. of the day.
candidate’s written submissions Finally, the submissions. Although they are important
• The candidate’s communication, and must satisfy the requirements, they are the
documentation or attitude is not professional starting point for the interview. A good interview
• The candidate is unable to demonstrate could overcome weaker submissions.
knowledge or experience relating to the However, badly presented submissions and
declared competencies. This could be errors could give you serious concerns about the
deficiency in just one competency or a range of
competencies.

Assessor guide 14
Interview guidance 1 2

Referred candidates The report must:

• identify the reasons for the referral – the reasons
Equal opportunities
should be factual, accurate, simply expressed RICS is committed to equal opportunities.
Referral reports and linked to the competencies You must:
While it is the chairperson who writes the referral • contain enough information to support • Check for conflicts of interest in the submissions.
report, it needs to be agreed by the full panel. You the referral, with comments and guidance where Discuss any potential issues with the
should jointly decide why a particular competency necessary chairperson. RICS staff can provide additional
has not been achieved and what further advice • use short sentences and paragraphs guidance
should be given to the candidate. • Keep a record of the interview
• be personal to the reader (‘you have been
The report should focus on the candidate’s referred’) • Ensure you keep carefully to the timings for the
competency deficiency. You need to provide • do not use jargon interview so that candidates have a consistent
constructive comments that clearly state the interview experience
• recommend further experience or study
deficiencies and how to rectify them. The comments • Link questions to the candidate’s training and
that the candidate should be able to identify
should encourage candidates to apply for final experience and the mandatory and technical
and achieve.
assessment again. When referring candidates, you competencies
are not refusing access to the RICS qualification but
Previously referred candidates • Always give the candidate the last word and
are advising candidates on how they can improve in
The submission requirements for previously referred explain at the outset that this will happen
order to achieve the RICS qualification.
candidates are the same as for new candidates. • Always take account of and make allowances
Whatever the main focus of the referral report, the for any disability that affects the candidate’s
chairperson should cover all aspects that led to the You will not be notified if candidates have previously
performance at interview. RICS will provide you
decision, however minor they may seem, to provide been referred. You should conduct the interview in
with specific guidance when the candidate has
thorough guidance for the candidate’s development. the same manner as for new candidates.
declared a disability.
Focus only on a candidate’s deficiencies. If you are Chairpersons should handle the opening of
satisfied that a competency has been achieved, the interview with great care and make sure
you should not mention it in your report. Future the candidate’s nerves are settled before the
panels can be compromised presentation. Chairpersons should always ensure
if you do. at the start that the candidate is ‘fit, well and ready
to proceed’.
You may also wish to give positive reinforcement that
is not specific to a competency. For example, you
could comment on the candidate’s presentation or
confidence during the interview.

Assessor guide 15
 Confidence through professional standards
RICS promotes and enforces the highest professional qualifications and standards in the valuation,
development and management of land, real estate, construction and infrastructure. Our name
promises the consistent delivery of standards – bringing confidence to markets and effecting
positive change in the built and natural environments.

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