2. Professional discussion underpinned by a portfolio
2.2. Grading descriptors
The grading criteria below is based on the following principles:
- The distinction grading descriptors build on what is set out in the pass grading descriptor;
- To achieve a pass for an assessment method: pass or above must be demonstrated for every KSB under that assessment method.
- To receive a distinction for the professional discussion 11 out of 15 distinction grading descriptors must be met
The information below can also be downloaded here LINK NEEDED
KSBs
Maintaining quality standards
- K7 Quality assurance techniques and sources of risks to quality of
analysis
Fail |
Pass |
Distinction |
The minimum pass criteria as defined in this table are not met. |
- Explain how they appraise risks to quality of analysis and take steps to mitigate these; and explain the possible impacts of risks that cannot be mitigated.
- Explain how they design and implement a robust quality assurance process for their work. Describe the steps taken to ensure that outputs are error free.
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- Build upon and improves the quality assurance process used by their
organisation.
- Show how they have drawn on new sources of expertise that are external to their organisation which substantially improve the robustness of, or insight from, findings.
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Project management and planning
- K8 Team's capacity to deliver - organisation specific processes for: securing additional resource from within and without the organisation; work planning and associated risk management techniques; and the demands from clients.
- S4 Prioritise scarse resources, including own time, and focus work on
areas of greatest impact; deploy project management techniques; negotiate for additional resources where appropriate; manage delivery risks; build and maintain relationships with colleagues and clients and develop and utilise internal and external networks
Fail |
Pass |
Distinction |
The minimum pass criteria as defined in this table are not met. |
- Explain how they apply project management processes, either generic or employer specific, to deliver the task.
- Explain how they ensure that contributors to projects are informed of
changes and kept on side
- Explain how they allocate responsibilities and manage risks at each stage of a project
- Describe how they negotiated for additional resources, if appropriate, and the steps they took to ntegrate these into the project.
- Describe the steps they took to build successful relationships with stakeholders, including colleagues and clients.
- Describe how they secured stakeholder buy-in to any changes in project scope or approach.
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- Explain how they show adaptability and flexibility in designing projects to reflect stakeholder needs.
- Describe how they have taken appropriate steps to get the project back on track when facing delivery challenges.
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Effective communication
- K9 The wider context affecting the work area and how changes might affect clients and analysis.
- K10 Different communication styles and techniques; stakeholder theory; different ways of presenting data.
Fail |
Pass |
Distinction |
The minimum pass criteria as defined in this table are not met. |
- Give examples of how they selected different communication styles/presentation methods based on the needs of the audience.
- Describe how the wider work context influenced the selection, and conduct, of their analysis.
- Describe the impact of the analysis on the employer or clients.
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- Describe how they experimented with several techniques for the same audience and evaluated the effectiveness of these and explain why they worked or not.
- Demonstrates how they have adapted to a change in work context and the lessons they draw from the experience.
- Draw appropriate lessons to judge how impact can be improved through modifying or using different communication methods.
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Horizon scanning
- K11 Techniques to assess how future political, economic, social, technological, legal and environmental developments could affect organization, work programmes or clients
- K12 Understand high level business objectives and strategy in order to anticipate demands for economic analysis
Fail |
Pass |
Distinction |
The minimum pass criteria as defined in this table are not met. |
- Describe how they have used horizon scanning to justify opportunities to deploy economic analysis for clients and other stakeholders.
- Describe the wider context in which they work and describe how work might be affected by new trends or drivers.
- Explain these new trends and their impacts to their colleagues and to their broader stakeholders.
- Describe possible responses to these trends and risks associated with them
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- Describe how their active horizon scanning of the risk environment feeds into planning and decisions.
- Explain how they have evaluated trends and changes in policy or business priorities and adapted work to be more relevant to
changed environment.
- escribe how they influence decision makers to include new areas for economic analysis through their anticipation of future trends.
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Leadership
- B2 Proactive: seeks opportunities to apply analysis to policy and business problems; seeks ideas for improvements, such as new approaches and/or methods; willing to look beyond the narrow confines of a problem or opportunity when producing analysis; is a passionate advocate for analysis; uses professional judgement and reaches conclusions even when evidence is incomplete.
- B5 Leadership: is willing to lead others, including outside organisational structures, to deliver outcomes.
Fail |
Pass |
Distinction |
The minimum pass criteria as defined in this table are not met. |
- Assess client’s analytical requirements and how they proactively went about establishing these requirements, taking account of the bigger picture.
- Describe how they use judgement where there is uncertainty and incomplete evidence and the factors they consider.
- Describe how they lead people to deliver client outcomes by arguing for a course of action
- Describe improvements made to improve the utility of analysis to clients.
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- Analysis is an improvement on existing techniques and / or is novel and improves client outcomes.
- Describe how they overcome leadership challenges to deliver client outcomes.
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Effective collaboration
- B3 Collaborative: understands others point of view and willing to adapt approach or ask; seeks to reconcile different views; builds trust with colleagues and clients; willing to share ideas and work with other professionals; respects and appreciates diversity; listens to others' points of view, however challenging; invites and considers feedback; aware of the impact of language and non-verbal behaviour on others.
Fail |
Pass |
Distinction |
The minimum pass criteria as defined in this table are not met. |
- Systematically identify the key internal and external stakeholders that they need to consult (e.g. through use of engagement models).
- Actively seek out, take on board and reconcile the views of a diverse range of contributors through formal and informal feedback. Adapts use of language and non-verbal behaviour to the circumstances.
- Develop and maintain professional on-going relationships with stakeholders/clients and own external network of contacts.
- Work with other professionals and recognises the value they bring.
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- Explain how they have managed analytical aspects of external relationships, acting as an ambassador for their organisation
- Explain how they actively promote the economics profession to a wider audience in their organisation and beyond
- Describe how they initiate the exchange of ideas between economists and others, including other specialists.
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