Assessment of Professional Competence

Assessor guide
August 2021
 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
Audit and quality assurance................................................................................................................... 12
Questioning techniques ........................................................................................................................ 13
Post-interview assessment ................................................................................................................... 15
Referred candidates .............................................................................................................................. 16
Equal opportunities ............................................................................................................................... 16

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
months’ structured training and a minimum
are known as pathways. all stakeholders that only those with the agreed
of 96 hours’ Continuing Professional
There is a guide for each pathway, which explains level of competence become RICS chartered
Development (CPD).
the competencies in detail and in context – professionals (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 Candidates who have an RICS-accredited
The structured training period gives candidates These candidates do not need to complete degree and over ten years’ experience may
the experience to achieve the competencies. structured training. They must undertake a proceed to final assessment directly once they
Throughout the structured training candidates are preliminary review where their submissions will have been signed off as ready for assessment
supported by a supervisor/counsellor who mentors be read and reviewed by trained professionals. by their counsellor. Candidates are not required
candidates, guides them through their training and to complete a preliminary review but may apply
The purpose of the preliminary review is to ensure for one if they wish.
monitors their progress.
that candidates understand how the submissions
Candidates record their progress throughout the are used as part of the final assessment and
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 Each assessor will be involved in every element • understand the assessment process to
chartered surveyor through the APC, irrespective and will assist the chairperson in performing ensure the delivery of a professional and
of the candidates’ profiles. The assessment these responsibilities. competent assessment.
standard, technical and professional requirements The chairperson’s guide provides more detail On receipt of the submissions, you must check
and structure of the interview remain the same. on the role. that the documents comply with the requirements.
You must interview all APC candidates following Staff will have performed a basic check against
the same procedure assessing against the same the requirements but will not have read the
standard of competence and professionalism, to Assessment Resource submissions; you must check that the submissions
ensure a fair and consistent assessment for all.
Centre (ARC)
are suitable for you to assess the candidate
at the interview. You are not judging whether

Procedure The Assessment Resource Centre (ARC)

the submissions are good or bad; you are only
determining if there are errors or omissions. Key
is an online tool where candidates manage
The interview panel will normally be made up of areas to check are:
their assessment details, CPD and selected
three assessors (minimum two), one of who will competency records, and prepare their submission • the correct number and level of technical and
act as the chairperson. All assessors have equal for assessment. mandatory competencies are declared
responsibility for the interview. • the written submissions are complete
As an assessor you will have access to ARC in
order to download candidate submissions and • the appropriate amount and type of
Role of the chairperson details of each interview panel you are assigned to. professional development is recorded.
The chairperson’s role is vital to a successful
Guidance on using ARC is available at If the documents are deficient you must contact
interview. They are responsible for supervising
rics.org/assessment the chairperson who is responsible for informing
the final assessment process, which includes:
RICS. RICS will decide what action to take; this
• Initiating pre-interview discussions
• Agreeing the structure of the interview and Pre-interview could include the interview being deferred.

The pre-interview preparation is a mandatory

•
who will be questioning on each competency
Managing the questioning
preparation requirement for all assessment panels. If a
panel discussion has not been arranged you
• Controlling timing The chairperson will make contact with you before
should contact the chairperson or your RICS
• Initiating the decision-making process after the final assessment day to arrange a time for you
staff contact.
the interview to discuss the candidate as a panel.
• Ensuring all assessors adhere to the You must commit the necessary amount of time
assessment policies to prepare for each interview to ensure you:
• Writing the referral report (if necessary). • have read the submissions
• understand the candidate’s background
and experience
• are familiar with the candidate’s declared
competencies

Assessor guide 8
Interview guidance 1 2

Conflicts of interest • Could the outcome of the assessment

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

Assessor guide 9
Interview guidance 1 2

Candidate submissions it provides examples of the work they have

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

Assessor guide 10
Interview guidance 1 2

While level 1 may not be practical experience, Those on a part-time or distance learning
accredited degree can use the final year as Candidate’s presentation 10 minutes
candidates are permitted to record level 1 in their
counting towards their CPD for that year but on case study
logbook - it is valuable learning that they will able
to apply in practice and may have been gained this should be supplemented by other CPD
activities for that year. Questions on the presentation 10 minutes
in formal education and/or formal training in the
workplace or on-the job experience. Discussion on overall 30 minutes
Level 1 knowledge provides assessors with good
evidence of understanding, but it is important
Interview structure experience including CPD,
technical competencies,
candidates ensure their structured training period The interview will take place using video calling Rules of Conduct and
reflects mainly level 2 (the application of the technology approved by RICS. Instructions on professional practice
knowledge and understanding you have gained) using the technology, including a tutorial and
and level 3 (providing reasoned advice and depth demonstration, are available separately. Chairperson’s areas of 10 minutes
of knowledge). It is essential that all interviews, while having some questioning may include
There is no specified number of days candidates flexibility, are broadly structured the same. This will professional and technical
should record against each level; this is a allow you to focus on the assessment and ensure matters, CPD, Rules of Conduct,
judgement for the candidate, their counsellor and each candidate has similar time allocated to the mandatory competencies; and
supervisor (if appointed). individual elements of the interview. Any deviation close of the interview
may give rise to an appeal if the candidate is
Continuing Professional referred. Total 60 minutes
Development (CPD) As a guide, the interview follows the structure in
the table opposite.
All candidates are required to complete CPD. Time management
Candidates following a structured training When the candidate joins the video call the
The chairperson is responsible for managing
programme must complete a minimum of 48 hours chairperson will welcome them, make some
the timings of the interview. If the interview is
per 12 months of structured training and all other introductions and check that everything is set up
interrupted due to technology or other unforeseen
candidates need to demonstrate a minimum of 48 appropriately before the interview officially starts.
issues the chairperson will extend the time of the
hours in the 12 months prior to final assessment. When everything is ready the chairperson will interview accordingly to ensure the full 60 minutes
This information adds to your understanding of the ask the candidate to start their presentation. At is achieved as allocated. Any extension to achieve
candidate’s training and experience and will give this point, the one-hour time limit for the interview the full 60 minutes is at the sole discretion of the
you ideas for areas of questioning in the interview. starts. chairperson, who has been trained to manage the
The CPD must be split between formal A 60-minute interview cannot cover the full extent interview timing and determine what accounts for
development such as professional courses, of the candidate’s experience. The panel must an interruption.
seminars or online events and informal cover as many of the competencies as possible With the exception of the above, you must not give
development such as private study or on the job within the allocated time. the candidate either a longer or shorter interview.
training. At least 50% of the CPD undertaken must Making the interview less than 60 minutes could
be dedicated to formal development. give the wrong signal. The candidate may assume

Assessor guide 11
Interview guidance 1 2

they have been successful or feel that they weren’t Before the interview starts the chairperson will for the duration of the interview unless they are
given the opportunity to show their full experience/ ask the candidate to complete a 360-pan of their instructed otherwise by the chairperson or staff
competence. surroundings, including the area above them facilitator.
If the candidate is referred they could appeal on and desktop/floor area in front of them. The
chairperson can request repeats of this procedure You should be prepared to share your assessment
the grounds that in the additional time they would
at any time during the interview or before the preparation work with them. At the end of the
have had the opportunity to address any issues
video call ends. post-interview discussion the auditor will provide
that led to the referral decision.
you with feedback. They are there to help and
If the interview exceeds 60 minutes and a
candidate is referred, they could appeal on the
Staff facilitator role advise as well as provide quality assurance of
the assessments. The auditor report will also be
grounds that they were subjected to more testing An RICS staff member trained to perform the staff
used if the candidate appeals the result of their
than other candidates. Even where you feel that an facilitator role may be present on the video call.
assessment.
extension in time would benefit the candidate you The purpose of the staff facilitator is to support
must not exceed 60 minutes. the panel and candidate with the use of the
video call technology. They will not participate
The only circumstances in which an interview can
in the interview or any pre- or post-interview
exceed the 60 minutes is where the candidate has
discussions with the panel. Their video will be off
declared a special consideration and RICS has
and microphone muted for the duration of the
agreed beforehand to extend the time. See the
video call unless there is a technology issue or
equal opportunities section in this guide for more
any other unforeseen issue that requires them to
details.
intervene. Any intervention by the staff facilitator

Audit and quality would be recorded as an approved interruption by

the chairperson.
assurance Auditor role
We are committed to ensuring rigorous processes
for the chartered qualification (MRICS) so that An auditor trained by RICS may be present on
employers, clients and the public can have the video call. The purpose of the auditor is to
confidence that anyone achieving it, is competent observe the performance of the assessment
to practise as a Chartered Surveyor. panel, ensuring the process and policies for the
assessment are being followed. They will not
participate in the interview or any pre- or post-
Use of video and microphone
interview discussions about the candidate; their
The candidate must have their video and
role is simply to observe.
microphone on throughout the video call so the
They will use their video and microphone to
assessment panel can be assured they do not
introduce themselves before the interview starts;
have access to any support that provides, or
their video will be off and microphone muted
could be perceived as providing, them with an
advantage during the interview.

Assessor guide 12
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
Your most important skill will be your questioning • What was the outcome? overcome any problems.
technique. The outcome of the interview can • What did you learn? • Listen carefully to the candidate’s presentation
depend on the way you ask questions. The skills as it also provides a source of questions.
• What did not go well?
you develop, and your style of delivery, will affect the • Avoid affirmations – responding with ‘yes’ or
• What would you do differently?
quality of the information you obtain. ‘no’ or making gestures in this manner can
• How would you apply this knowledge?
Your aim is primarily to help candidates demonstrate indicate to the candidate that their answer is
• How would you apply what you have
their competence successfully. You must give them right or wrong and may cause the candidate to
learned to…?
every opportunity to answer fully and professionally. be distracted.
• What if a situation arose where…?
Finally, before you ask the candidate a question,
• Give me an example…
Questioning at the competency make sure you know which competency it relates
• Tell me about your experience in…
levels to, and which level. Always open the question by
• What was your role/ involvement? referencing the competency you are questioing on,
Think in terms of three progressive levels of
Occasionally you may ask closed questions that for example “in relation to … competency …” You
questioning.
require only a yes/no answer and are used to should also be aware of answers you could expect
• Level 1 tests the candidate’s knowledge and confirm facts. For example: and would be satisfactory.
understanding of principles and theory.
• Can I just clarify that you said…?
• Level 2 tests how the candidate has applied
• So, you used the …method?
Mandatory competencies
the knowledge by providing specific examples.
Candidates must achieve the following minimum
• Level 3 tests the candidate’s reasoned
judgement and ability to provide professional Best practice standards for the mandatory competencies.

• Be alert throughout the interview – even when To level 3 Ethics, rules of conduct and
and sound advice, against the full extent of their
you are not asking the questions. professionalism
ability and knowledge.
• Ask open questions; use closed questions only To level 2 Client care
Remember – the candidate can select the level
of some of the competencies. It is important to confirm information given. Communication and negotiation
that you do not question beyond that level. • Be flexible with your questioning; be prepared Health and safety
You are assessing them against their declared to follow up the candidate’s answers with To level 1 Accounting principles and procedures
competencies and competency levels. further questions before moving on to the Business planning
next topic.
Conflict avoidance, management and
Examples of competence-based • Ensure your questions are well phrased, dispute resolution procedures
questioning clear and concise.
Data management
• Be objective but look out for the areas of
You must ask open questions. For example: Diversity, inclusion and teamworking
deficiency as you should focus more on these.
• How did you go about the process? Inclusive environments
• Ask one question at a time and use short
• What process/procedures did you adopt? Sustainability
questions.

Assessor guide 13
Interview guidance 1 2

Questions on technical competencies will often concerned when framing your questions. In Interview conduct
address the mandatory competencies too. Be addition, you should ask some questions about
The way you conduct yourself in an interview will
aware of this and record the responses against issues of current concern to the profession.
have an impact on the candidate and the quality
both technical and mandatory competencies if
All APC candidates are required to successfully of the interview. Showing attention and interest will
relevant. For example, every question will test the complete the RICS ethics module prior to encourage the candidate and help calm nerves.
candidate’s communication skills. Similarly ethical final assessment. The module includes online
issues could be linked to technical or business learning and an online assessment. This is a Questions must relate directly to the candidate’s
issues covered throughout the interview. study element of the APC and ethics and rules training and experience, it will show the candidate
of conduct must still be assessed as part of the that you are prepared. Eye contact and the
Ethics, rules of conduct and final assessment interview. occasional acknowledgement are encouraging.
professionalism Address the candidate by name from time to time.
This competency must be tested to a greater Continuing Professional Be aware of your body language. Voice projection
extent. It is the only mandatory competency is also important. Your tone needs to be
Development (CPD)
required to encouraging and the pace should enable the
level 3. You can question the candidate on their CPD candidate to follow and understand your questions.
activities. You may wish to use this as a focal point
Candidates must be aware of and act in Listening skills are vital; first to ensure that you
for questions on the mandatory competencies too.
accordance with RICS Rules of Conduct, act interpret the candidate’s responses correctly and
with professional integrity and objectivity, and second to help you develop your supplementary
Note-taking
recognise their duties to clients, employers and questions. Never enter into a debate with the
the community. You must make notes. Without good notes there candidate or the other assessors. Do not give
is a risk you will base your final judgement on any indication of how well or badly the interview
RICS has professional and ethical standards
what you remember you particularly liked or is going.
designed to provide help and guidance to
disliked. Brief notes on the questions asked and
members in every situation. You must be familiar Be aware of possible distractions. Ensure, for
the candidate’s response should be sufficient to
with them. For more information visit rics.org/ example, that all mobile phones are turned off.
act as a reminder at the end of the interview. Avoid
regulation
obvious marking systems that may be visible to the
When considering this competency, you may find candidate or the other panel assessors.
evidence in the submissions and presentation.
Remember your notes will help you and your
You should look for opportunities to question
chairperson if you have to write a referral report or
the candidate on ethical issues throughout
an appeal is logged by the candidate. Your fellow
the interview. In addition the chairperson must
assessors should take notes when you are asking
dedicate time to ask specific questions on a
questions and vice versa. When taking your notes,
number of related issues. remember to keep eye contact with the candidate
There are many issues that can be covered, for as much as possible.
example conflicts of interest or bribery, but you
must take account of practice in the country

Assessor guide 14
Interview guidance 1 2

Post-interview You must refer the candidate if they fail to

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

assessment Ethics, rules of conduct and professionalism. is outstanding it will weigh up against the weak
submissions.
After the candidate has left the video call, the Approach
chairperson will ask you to take a few minutes to Your judgement should be based on whether Marksheet
reflect on the interview. Note your thoughts and the candidate has demonstrated competence to The marksheet is a management tool that has
comments on the candidate’s performance on the the level required. You must base your decision been developed to help you arrive at a decision.
assessment marksheet. The chairperson will do on the required levels; do not expect a level of Please use it to ensure consistency in the process.
the same. knowledge equal to your own.
You must take into account all elements of the Outcome
Holistic Criteria The chairperson will lead a discussion, seeking
assessment including the candidate’s answers to
Review the evidence and take a holistic approach; the questions, presentation and the submissions. each assessor’s views. It should cover all
consider whether: aspects of assessment but with particular
Use your discretion. The decision must be
• the candidate’s spread and balance of made on balance. For example, you would not reference to the competencies. The marking
experience is satisfactory normally refer a candidate if he/she has shown process should show whether the candidate has
• the candidate has achieved the required a deficiency in only one optional competency reached the required levels.
number of competencies to the correct levels required to level 1. Consensus decisions are best. However, they
• the candidate has the required level of written are not always possible. In a three-person
and oral communication skills. Weighting panel, the decision will be by majority. Even if the
Common faults, which may influence the outcome, Attach the greatest importance to the candidate’s chairperson is in the minority, they must accept
include the following: competence as tested by questioning. the decision. In a two-person panel, if agreement
cannot be reached the assessment must be
• The submissions are not presented in the Give considerable importance to the presentation.
declared null and void and RICS will notify the
required format, greatly exceed the word It is a significant indicator of how well the
candidate and arrange a new assessment.
count or contain significant technical or candidate demonstrates professionalism and
professional errors makes an impression; remember communication If you are conducting several interviews and you
is one of the mandatory competencies. cannot reach agreement in the time between
• The presentation does not reflect the
interviews, you must make a decision before the
candidate’s written submissions Finally, the submissions. Although they are
end of the day.
• The candidate’s communication, important and must satisfy the requirements, they
documentation or attitude is not professional are the starting point for the interview. A good
• The candidate is unable to demonstrate interview 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 15
Interview guidance 1 2

Referred candidates The report must:

• identify the reasons for the referral – the
Equal opportunities
reasons should be factual, accurate, simply RICS is committed to equal opportunities.
Referral reports expressed 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
report, it needs to be agreed by the full panel. You the referral, with comments and guidance submissions. Discuss any potential issues
should jointly decide why a particular competency where necessary with the chairperson. RICS staff can provide
has not been achieved and what further advice • use short sentences and paragraphs additional 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 • Link questions to the candidate’s training and
that the candidate should be able to identify
comments should encourage candidates to experience and the mandatory and technical
and achieve.
apply for final assessment again. When referring competencies
candidates, you are not refusing access to the
Previously referred candidates • Always give the candidate the last word and
RICS qualification but are advising candidates on
The submission requirements for previously explain at the outset that this will happen
how they can improve in order to achieve the RICS
referred candidates are the same as for new • Always take account of and make allowances
qualification.
candidates. for any disability that affects the candidate’s
Whatever the main focus of the referral report, performance at interview. RICS will provide
the chairperson should cover all aspects that led You will not be notified if candidates have
previously been referred. You should conduct you with specific guidance when the candidate
to the decision, however minor they may seem, has declared a disability.
to provide thorough guidance for the candidate’s the interview in the same manner as for new
candidates. Chairpersons should handle the opening of
development.
the interview with great care and make sure
Focus only on a candidate’s deficiencies. If the candidate’s nerves are settled before the
you are satisfied that a competency has been presentation. Chairpersons should always ensure
achieved, you should not mention it in your at the start that the candidate is ‘fit, well and ready
report. Future panels can be compromised
to proceed’.
if you do.

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 16
Delivering confidence
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