Definition

Human resource (HR) techniques are the management methods used to attract, develop, motivate and retain an organisation's workforce, spanning the full employee lifecycle: recruitment, induction, performance management, training and development, employee relations and separation. In an APC context, surveyors in management roles are expected to apply HR techniques competently and in a way that is legally compliant, inclusive and consistent with the Equality Act 2010 and the RICS Rules of Conduct.

Why this matters for Diversity, Inclusion and Teamworking

  • Level 1 knowledge: you must describe at least three HR techniques and explain how each contributes to team performance or inclusion in a surveying firm.
  • Surveyors managing teams apply HR techniques whether or not they recognise them as such — supervisory responsibility means legal and ethical obligations apply.
  • Poor HR practice — unclear expectations, inconsistent appraisal, discriminatory recruitment — is a source of grievance, legal liability and professional conduct risk.
  • Effective HR techniques support diversity and inclusion by reducing the scope for bias to influence decisions about recruitment, promotion and development.
  • RICS APC candidates must demonstrate awareness of their firm's HR processes as part of this competency.

Key principles

Recruitment and selection

Effective recruitment uses a clear job description and person specification, with competency-based interview questions applied consistently to all candidates and responses scored against pre-defined criteria. This approach reduces the influence of unconscious bias, for example the tendency to favour candidates who resemble the existing team. All shortlisting and selection decisions should be documented. Under the Equality Act 2010, it is unlawful to ask candidates about health, disability, pregnancy or age before making a conditional offer.

Induction and performance management

A structured induction ensures new team members understand the firm's values, procedures and APC expectations from day one. A poorly managed induction disproportionately disadvantages those from under-represented groups who are less likely to have access to informal networks. Performance management links individual contribution to team objectives through regular review, clear goal-setting (applying Locke and Latham's SMART criteria, 1990) and developmental feedback. Appraisals should be structured, evidence-based conversations, not one-way critiques. Consistency in applying performance standards across all team members is essential both legally and ethically.

Training, development and CPD

Investment in training is a motivator in Herzberg's framework and a regulatory expectation under RICS CPD requirements. Development activity should be planned, recorded and accessible equitably; the informal pattern whereby high-profile opportunities flow to those already in favour disadvantages under-represented groups. RICS members are required to complete a minimum of 20 hours of CPD per year, at least 10 of which must be structured learning.

Relevant RICS guidance and legislation

  • Equality Act 2010 — governs the full employment lifecycle: recruitment, pay, promotion, training, discipline and dismissal.
  • RICS Rules of Conduct (effective 2 February 2022) — Rule 2 (competence) and Rule 4 (respect) apply to how members manage and develop others.
  • ACAS Code of Practice on disciplinary and grievance procedures — the statutory framework for fair disciplinary and grievance handling.
  • Employment Rights Act 1996 — governs statutory rights including unfair dismissal and written particulars of employment.

Ethics and Rules of Conduct angle

Applying HR techniques fairly is an ethical obligation under Rule 4 (respect) and Rule 1 (honesty and integrity). Inconsistent performance management, such as applying stricter standards to team members from certain demographic groups, is both a potential Equality Act breach and a violation of professional ethics. Rule 2 (competence) requires managers to understand and apply HR processes with appropriate skill, not to rely on instinct or ad hoc judgement.

APC-style Q&As

Q (Level 1)Name three HR techniques and explain briefly how each supports team performance.

Structured recruitment: objective criteria and a consistent process attract capable candidates and reduce bias. Performance appraisal: regular review of progress against agreed goals improves individual accountability and identifies development needs. Training and development: targeted learning investment builds capability, increases engagement and supports CPD compliance.

Q (Level 1)What is the purpose of a structured induction for a new team member?

A structured induction establishes clear expectations, introduces the firm's values, processes and key contacts, and gives the new team member the information they need to perform effectively early on. It also reduces reliance on informal networks for basic information, which particularly benefits those from under-represented groups who may have less access to those networks.

Q (Level 2)How would you use competency-based interviews to reduce unconscious bias in recruitment?

I would design interview questions mapped to the specific competencies required, with scoring rubrics for each. All candidates would be asked the same questions in the same order, and responses would be scored individually by each panel member before discussion, to prevent anchoring on the first assessor's view. I would also brief panel members on common forms of unconscious bias, such as affinity bias (favouring candidates similar to oneself), before interviews begin.

Q (Level 2)A team member tells you their development opportunities are less than those of a colleague at the same level. How do you respond?

(example) I would listen carefully and review the development activities both individuals had undertaken over the past year against their agreed learning plans. If a disparity existed, I would work with the individual to construct a development plan with specific opportunities, including a stretch assignment and a relevant training course, within the following quarter. If the disparity appeared connected to a protected characteristic I would involve HR promptly and document the conversation and actions taken.

Q (Level 3)A senior colleague is performing well technically but their management style is generating grievances from two junior team members. How do you handle this?

(example) I would meet each junior team member separately to understand the specific behaviours experienced, documenting those conversations. I would then meet the senior colleague privately, presenting the feedback as impact rather than accusation, explaining that certain behaviours were affecting team members' experience, without prejudging intent. I would agree a set of expectations for how they interact with junior colleagues and offer support, possibly including coaching. I would monitor the situation through follow-up one-to-ones and involve HR if grievances were not resolved or if the conduct could constitute harassment under the Equality Act 2010, being guided by the ACAS Code of Practice throughout.