Definition

In an APC context, setting personal objectives means defining specific, measurable targets for your own professional performance and development within a given period, aligned to individual career aspirations and the practice’s business plan. Personal objectives are distinct from general aspirations: they are commitments with defined outcomes and timescales. The SMART framework converts vague intentions into objectives that can be meaningfully tracked.

Why this matters for Business Planning

  • Level 1 knowledge: you must describe what SMART personal objectives look like in a surveying context and explain why objective-setting matters for individual and organisational performance.
  • A practice can only achieve its business plan if the individuals within it are working towards aligned, purposeful goals; personal objectives are the mechanism that connects the two.
  • Regular objective-setting and review is a core component of performance management, which drives the quality and consistency of client service.
  • RICS CPD requirements are in effect a form of mandated personal objective-setting: members must identify learning goals, plan activities to achieve them, and record the outcomes.

Key principles

Applying the SMART framework to personal objectives

A personal objective that is merely aspirational has limited management value. SMART discipline transforms intentions into commitments. “Improve my project management skills” is an aspiration; “complete the APM Project Fundamentals Qualification by 30 September 2025 and lead at least two client projects under supervision by year end” is a SMART objective. The specificity makes it plannable, the measurability makes progress trackable, and the time-bound element creates accountability.

Aligning personal objectives to the business plan

The most effective personal objectives sit at the intersection of what the individual wants to achieve and what the practice needs them to deliver. An objective to develop commercial surveying expertise is more valuable if the practice has a strategic goal to expand its commercial portfolio. This alignment transforms appraisal and objective-setting from a bureaucratic exercise into a genuine management tool.

Breaking objectives into milestones and reviewing them

Annual objectives are difficult to monitor without interim checkpoints. Best practice is to break each objective into quarterly or monthly milestones so that progress can be assessed at regular supervision meetings. Objectives set at the start of a year may become inappropriate as circumstances change: any revision should be conscious, documented and agreed with the line manager.

Relevant RICS guidance and legislation

  • RICS Rules of Conduct (effective 2 February 2022) — Rule 2 (competent service) requires members to maintain professional skills and knowledge; personal development objectives are the mechanism by which this is planned and evidenced.
  • RICS CPD requirements — RICS members must complete a minimum of 20 hours of CPD per year, of which at least 10 hours must be formal; setting CPD objectives is a direct professional obligation.
  • Equality Act 2010 — objective-setting processes must not discriminate on protected characteristics; all employees should have equal access to development support.
  • Employment Rights Act 1996 — performance management processes must be fair and consistent to avoid unfair dismissal claims where objectives are not met.

Ethics and Rules of Conduct angle

Rule 2 of the RICS Rules of Conduct requires members to provide competent and timely service. Setting and pursuing personal development objectives is the practical mechanism by which a member maintains the competence that Rule 2 demands. A member who sets no objectives and takes no CPD is failing their professional obligation. Rule 4 (respect) is also relevant: managers who set objectives unfairly or fail to provide genuine support are not meeting their obligations.

APC-style Q&As

Q (Level 1)What makes a personal objective SMART? Give an example from a surveying context.

A SMART objective is Specific, Measurable, Achievable, Relevant and Time-bound. In a surveying context, “develop valuation skills” is not SMART; “complete 30 residential Red Book valuations under supervision and achieve sign-off from my line manager by 31 March 2026” is SMART. The specificity, measurability and deadline turn an aspiration into an accountable commitment.

Q (Level 1)Why is it important to align personal objectives to your firm’s business plan?

Aligned objectives ensure that an individual’s development and performance contribute directly to what the practice needs to deliver. If the firm’s business plan includes growing a commercial property team, a surveyor whose objectives focus entirely on residential work is not helping to close that capability gap. Alignment also makes it easier to justify investing in training, because the return to the business is clear.

Q (Level 2)How do you currently set and monitor your own professional objectives?

(example) At the start of each year I agree four to six SMART objectives with my supervisor: typically two or three related to my APC competency development, one related to fee-earning, and one or two focused on CPD. I review progress in monthly one-to-one meetings and update a tracking log alongside my APC diary. Where I identify a milestone I am unlikely to meet, I discuss it with my supervisor early rather than waiting for the annual review.

Q (Level 2)What RICS CPD obligations does a newly qualified member have and how do personal objectives support them?

RICS members must complete a minimum of 20 hours of CPD per year, of which at least 10 hours must be formal learning activities, and must record CPD and be prepared to demonstrate it if audited. Setting personal development objectives at the start of each year that include identified CPD activities, with clear links to skills gaps and learning outcomes, provides a structured approach to meeting this obligation rather than scrambling to accumulate hours at year end.

Q (Level 3)You are the line manager of a graduate surveyor who has consistently missed their objectives for two consecutive quarters. How do you approach the next review?

(example) I would prepare thoroughly, reviewing what objectives were set, what milestones were missed and what reasons were given at the time. In the review I would begin by listening, asking the graduate to reflect on what prevented them from meeting the objectives before presenting my own assessment. The causes might be unclear objectives, insufficient support, workload imbalance or a skills mismatch. Depending on the diagnosis, I would adjust the objectives and provide additional supervision, or initiate a formal performance improvement process under the Employment Rights Act 1996, documenting all discussions and treating the individual with the respect that Rule 4 of the RICS Rules of Conduct requires.