Definition

In an APC context, utilising communication and negotiation skills means demonstrating — through specific, evidenced examples — that you can convey information clearly and reach agreed outcomes through structured dialogue. The RICS Rules of Conduct require members to provide a high standard of service (Rule 3) and treat all people with respect (Rule 4), both of which depend on effective communication.

Why this matters for Communication and Negotiation

  • The APC panel asks for concrete examples — you must name the project, the parties, and the outcome.
  • Communication and negotiation arise across all RICS pathways, so assessors expect competence in both written and oral forms regardless of specialism.
  • Breadth of scenarios — client-facing, contractor-facing, interdisciplinary, dispute-related — signals rounded professional judgement.
  • Poorly evidenced answers are the most common reason candidates fall short at Level 2.

Key principles

Client-facing communication

Presenting feasibility reports, explaining valuation methodologies, and advising on lease obligations are among the most frequent scenarios. The candidate should describe how they tailored language and format to suit the client's technical knowledge, and how written advice was framed to prevent later disputes about scope or fee.

Negotiation with contractors and counterparties

Quantity surveyors and project managers regularly negotiate valuations, variations, loss and expense, and final accounts. Candidates should describe the preparation carried out (reviewing the contract, establishing BATNA as set out by Fisher and Ury in Getting to Yes), the positions taken, and the settlement reached. Maintaining a professional relationship even where positions were far apart is a point assessors listen for specifically.

Interdisciplinary and formal dispute scenarios

Chairing a design team meeting, coordinating a programme change across disciplines, or managing a formal complaint each test a different facet of communication competence. Candidates should describe how they documented discussions, kept all parties informed, and escalated appropriately — obligations that flow from the Rules of Conduct.

Relevant RICS guidance and legislation

  • RICS Rules of Conduct (effective 2 February 2022) — Rule 3 (Service), Rule 4 (Respect)
  • RICS Conflicts of Interest global professional statement (1st edition, 2017, effective 1 January 2018)
  • Fisher, R. and Ury, W. Getting to Yes (1981) — BATNA framework
  • Landlord and Tenant Act 1954 — statutory framework for lease renewal negotiations
  • Housing Grants, Construction and Regeneration Act 1996 — adjudication as a dispute resolution route
  • Equality Act 2010 — duty to communicate accessibly and without discrimination

Ethics and Rules of Conduct angle

Every example should link to Rule 3 (acting in clients' best interests) and Rule 4 (treating all parties with courtesy under commercial pressure). Where a negotiation produced an unwelcome outcome, explaining how you delivered that news honestly reflects Rule 1 alongside the duty of competence in Rule 2.

APC-style Q&As

Q (Level 1)Why do assessors ask APC candidates to give examples of communication and negotiation?

The APC is competency-based, meaning candidates must demonstrate skills through real evidence rather than describing them in the abstract. Specific examples allow the assessor to probe depth of understanding and confirm that the skill has been applied in a genuine professional context.

Q (Level 1)Name three situations where a surveyor would routinely use negotiation skills.

Typical situations include agreeing a contractor's final account, settling a rent review under the Landlord and Tenant Act 1954, and resolving a dilapidations claim at lease end. Each involves structured dialogue between parties with competing interests and requires clear preparation and a well-defined understanding of the client's objectives.

Q (Level 2)Describe a situation where you adapted your communication approach for a non-technical audience and explain what you changed.

(example) On a commercial refurbishment I prepared a cost report for a private equity client with no construction background. I replaced unit-rate tables with a cost-per-square-metre summary, added a traffic-light risk register, and drafted a two-page executive summary ahead of the full appendices. I also arranged a short briefing call before issue so the client could ask questions privately before the wider project team meeting. Presenting raw trade breakdowns to a non-technical audience at a critical pre-exchange stage would have undermined confidence in the advice.

Q (Level 2)How would you prepare for a negotiation over a contractor's loss and expense claim?

I would review the contract (typically JCT or NEC4), the contractor's substantiated claim, and the contemporaneous records to form a view on recoverable heads of claim. I would then establish the client's maximum acceptable settlement and their BATNA — following Fisher and Ury's framework — so I know at what point it is preferable to proceed to adjudication rather than settle. My opening position would reflect legitimate contractual entitlement rather than an artificially low opening figure, because Rule 3 requires me to act in the client's best interests, which includes achieving a durable settlement rather than a tactical stance that prolongs dispute.

Q (Level 3)A contractor alleges your written instructions caused a £180,000 cost overrun and threatens adjudication. How do you manage the communication and negotiation aspects?

(example) My first step is to notify my professional indemnity insurer before making any substantive response. I would gather all contemporaneous records (site instructions, drawings, meeting minutes, correspondence) to assess whether the instructions were within scope and correctly issued. I would advise the client in writing of the complaint, the potential exposure, and the options: without-prejudice discussions, formal negotiation, or adjudication under the Housing Grants, Construction and Regeneration Act 1996. If the records support our position I would draft a rebuttal; if there is merit in part of the case I would recommend settlement with an authority level agreed with the client in advance. Throughout, I would keep the client informed in plain language and document every decision.