ECONOMIC ADVISER
RECRUITMENT SCHEME
2017
CANDIDATE GUIDE
1.
The Economic Adviser role
WHAT IS THE GOVERNMENT ECONOMIC SERVICE (GES)?
The GES is the professional grouping for economists in the UK civil service. An
essentially federal institution, GES members are employed, paid and managed
entirely by their departments, agencies or devolved administrations. Reflecting this
set-up, each organisation’s Chief Economist or Head of Profession for Economics is
the leader for the GES within their organisation. This federal structure serves
economists well, as it balances the benefits of having a link to a wider professional
community with ensuring that economists are fully integrated into their
organisations.
As such, successful applicants will receive an offer of employment from a
government department or organisation, not the GES.
More information on the GES can be found on the GES website at www.ges.gov.uk
WHAT DO ECONOMIC ADVISERS DO?
Being an economic adviser is an exciting opportunity for economists to influence
and inform decision making within the UK government, to ensure that policy is
carried out with the strongest possible analytical underpinnings.
Economic Advisers are expected to have a good grasp of the relevant economics for
their post, experience with working with data and applying economic theory and
insight into real-world problems. They also need strong project management skills
and will be responsible for developing and managing others. Ability to
communicate economic analysis to a wide range of audiences, including very senior
stakeholders, is crucial. Economic Advisers are also given a significant degree of
responsibility and are often the lead official for a particular area.
We expect economic advisers to be able to:
• keep abreast of developments in economic theory & practice and can
briefly describe different methodological approaches
• identify opportunities for economic analysis to make a contribution to
policy
• can select and apply appropriate economic concepts, use model-based
argument and other standard techniques to address issues and problems
• apply economics to offer workable solutions, taking into account
opportunity cost and impact assessment; incentives; the specific context
of policy advice, diversity and distributional implications
• assess the reliability and relevance of evidence and give objective
evidence-based advice
• synthesise evidence
• communicate complex technical ideas and arguments in ways which noneconomists can readily understand
For applicants outside the civil service who might not be familiar with the Civil
Service grade structure, the relevant grades for economists are displayed below:
Senior Civil Service
Setting the strategic direction for analytical
teams and aligning work to departmental and
ministerial priorities.
Grade 6 Economists
Not all departments have a Grade 6 level. At
this grade you would typically be managing
larger
teams
and
doing
less
hands-on
economics and having more oversight.
Economic Advisers (Grade 7)
G7 Economists are expected to develop a
specialist knowledge of their area and will
combine
hands-on
analysis
and
quality
assurance with managing a small team of
analysts and setting the direction of the
team’s work.
Assistant Economists (Grades HEO/SEO)
The main entry grade to the GES, mostly
recent economics graduates.
2.
Application process and timeline
The application process is relatively straightforward and is illustrated below.
Candidates will be informed of the status of their application at each stage. Where
possible, we aim to match successful candidates with their preferred choice of
department.
Apply via application form on www.GOV.UK
website by 17.00 on Wednesday 21 June
Applications sifted against stated
competences, qualifications and experience
Candidates invited to an Economic Adviser
Assessment Centre (approx. 10-28 July
Successful candidates are informed and
allocated to government departments
3.
Application Form: advice for competency
examples
The application form will be fairly self-explanatory. Your application will be sifted
on a mixture of your experience, whether you have the required qualifications, and
your answers to the competency questions.
Candidates external to the civil service often find it difficult to understand the
competency framework. We recommend you read each competency carefully and
take time to choose an appropriate example and craft your answer well. We’re also
proving some hints and tips below.
WHICH COMPETENCES WILL BE TESTED
The application form asks for evidence against the following competencies. You will
need to read the description of each one in full, and they can be found in Annex 1
and Annex 2.
•
Economist competency: Application of economic knowledge
•
Economist competency: Analysis of data
•
Economist competency: Effective communication
•
Civil Service competency: Making effective decisions
•
Civil Service competency: Leading and Communicating
•
Civil Service competency: Delivering at pace
WRITING COMPETENCY EXAMPLES - TIPS
It is generally best practice to use just one example for each competency, but you
can give a couple of examples if it helps to strengthen your answer. When writing
the competency answer, you should specify your role not the role of the team. The
structure should clearly set out:
• What the issue was
• Why you tackled it
• How you went about it
• What behaviours did you employ
• What was the outcome? This could be what you learned or the impact of
your
• intervention
The bulk of your words should be on the “How”. Do also look at the description and
details under each competency in Annex 1 and Annex 2 to make sure you are
meeting several of the desired behaviours.
The STAR technique
A good method to set out your answers is to use the STAR structure. This sets out
the: Situation, Task, Action, and Response. A good summary can be found in this
article: https://www.theguardian.com/careers/careers-blog/star-techniquecompetency-based-interview
While some of the wider guidance in the document is not relevant, it might also be
helpful to look at this resource on writing competency examples – specifically for
Grade 7 level:
https://civilservicelearning.civilservice.gov.uk/sites/default/files/resources/applyin
g_for_a_job_learning_resource_v5rev.pdf
4.
The Economic Adviser Assessment Centre
If you are successful in the application form sift, we will invite you to an Economic
Adviser Assessment Centre (EAAC) and give you a choice of topics for a written
exercise, to be sent in prior to your interview. Please refer to your invitation for
specifics, but this guide provides some more general information about how it will
work and what the interviewers will be looking for.
WHAT IS EAAC?
EAAC is a 1 hour Assessment Centre to assess a candidate’s skills against set
criteria. The EAAC will comprise the following exercises:
1. WRITTEN WORK
Prior to your attendance at EAAC you will be asked to submit a sole-authored
written piece of work (maximum 1500 words) from a number of economics topics,
which will be included in your invitation letter. You will not be penalized if you
adhere to the minimum requirement.
2. TECHNICAL INTERVIEW (40 MINUTES)
This will cover topical issues on macro and microeconomics focussing on job –
related economics. On topical issues, the Board is interested in the economic theory
and application (not the politics). They will be assessing you against the first three
competences in the attached annex.
3. COMPETENCY SESSION (20 MINUTES)
This interviewers will then ask questions about the civil service competencies of:
-
Making Effective Decisions
-
Delivering at Pace
-
Leading and Communicating
HOW SHOULD I PREPARE FOR THE EAAC?
The Assessment Centre Selection Board will consist of either two senior economists
or a senior economist and a non-economist who will assess your economic
knowledge on a broad range of topics and the other competencies outlined in this
guide.
On the economics: The economics section of the assessment will test your
microeconomics, macroeconomics and economics relevant to your preferred choice
of department.
The main thing that the assessors will be looking for is a solid understanding of
economic fundamentals and are able to apply these to unfamiliar situations and
questions of policy.
In terms of preparing you should be familiar with the content covered in the latest
editions of excellent introductory tomes such as by Begg, Parkin or Sloman. Good
knowledge of intermediate micro and macro is also expected, and some specialist
knowledge to a postgraduate level is an advantage (such as if it is particularly
applicable to your preferred area of work).
It is also worth having a look at the HM Treasury Green Book for insight into how
economists in government appraise policies, a core function of their work in the
majority of departments. It will help to be well versed in deviations from efficiency
and distributional concerns, as well as up-to-date with macroeconomic debate in
the UK (particularly if your preferred department focuses on macroeconomic
concerns).
The assessors will primarily be looking to see whether you can apply your
economics to various situations – some of which might be unusual, some might be
current policy issues. We’re interested in how you think as an economist.
For example, you can define opportunity cost but can you apply this to an asset?
Should water be metered? What economic concepts are relevant to a smoking ban?
What will be the impact of a higher minimum wage? Why is productivity important?
On the general competences: It is helpful to have a few examples for the various
competencies in advance, and be able to talk about them comfortably (and follow
the STAR approach as discussed in the previous section).
WHAT HAPPENS ON THE DAY?
The assessment centre will most probably be held at HM Treasury, 1 Horse Guards
Road, London SW1A 2HQ.
As proof of identity, you must bring with you the originals of two of the documents
listed below, one of which must be a form of photo ID and the other must include
your address. For British citizens the acceptable list of documents is:
•
A full 10 year UK passport;
•
A full British driving licence with a photo (i.e. the new version);
•
A P45 or P60 form issued by a Government Department or Agency with a
National Insurance Number (NINO) on it;
•
Birth certificate issued within 6 weeks of birth;
•
Cheque book and Bank card with proof of signature and at least 3 recent
statements showing current address;
•
Credit card with proof of signature and at least 3 recent statements
showing current address;
•
Credit card with photograph of the individual;
•
Proof of residence in the form of a Council Tax or a Utilities’ bill (gas,
electricity, landline telephone – not a mobile).
For European Economic Area nationals a full passport and/or National Identity Card
are required, plus proof of address as above.
For non-British citizens and non-EEA nationals, a full passport will be required plus
a Home Office document confirming the individual’s UK immigration status and any
conditions as to their employment, plus proof of address as above.
We are required to take photocopies of these documents on the day.
ON ARRIVAL
On arrival, please go the Reception in the main entrance at 1 Horse Guards Road,
where you will be met by a member of the GESR Team who will give you your
personal timetable for the assessment centre.
If you have trouble with transport and can’t help being a few minutes late, don’t
panic. But if you arrive more than half an hour late it may mean that you can’t take
part. Please call ahead and let us know. Similarly if you are unwell, please contact
us. Although we try to offer alternative dates for EAAC we can’t always guarantee it,
particularly towards the end of the recruitment programme when places are more
limited.
ACCOMMODATING YOUR NEEDS
If you have told us about a disability on your application form we will contact you to
discuss any additional needs you may have. For example, we can arrange for extra
time and we will try to arrange anything else that will help you perform to the best
of your abilities.
EXPENSES
We can only reimburse standard class rail/coach/ air/underground expenses
incurred whilst in the UK. This is for a minimum of £10 up to a maximum of £150.
Your journey should be by the most economical method of travel.
Please retain your travel receipts/tickets and return them to us with your completed
claim form (this is attached to your invitation to EAAC letter) after your EAAC.
Without proof of expenditure it will not be possible to refund your claim. We do not
usually refund taxi expenses.
CANDIDATES TRAVELING FROM ABROAD
You may claim travel expenses, only between the place of arrival in the United
Kingdom and HM Treasury. Exceptionally, candidates’ expenses direct from Ireland
may be refunded if this is cheaper than the costs of traveling from the nearest point
of entry in the UK.
Please note that you have a maximum of 30 days from the date of incurring the
expense to submit your claim.
Annex 1: GES Competences
Please see below for the GES economist competences for G7 Economic Advisers. Because of the
diverse range of roles that economists do at these levels we do not expect candidates to display every
aspect of the competency.
GES Competences: G7 Economic Adviser
1. Application of knowledge
Apply economic tools and techniques, expand the evidence base to inform policy, and synthesise
evidence from a range of sources, as appropriate.
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GES economists are expected to provide, and guide their team in providing, expert advice
including: economic appraisal, impact assessments, evidence based business cases, policy
evaluation, and analysis of macroeconomic trends and policy.
Oversee the development of the evidence base. This includes anticipating evidence needs,
scoping work programmes, management of internal and external analytical projects and
building links with academia.
Supervise the application of and critically assess techniques such as monetisation and
discounting as outlined by the Green Book1. Where appropriate demonstrating the ability to
develop and improve techniques used.
Critically review and suggest improvements to techniques used to establish/identify robust
counterfactuals to effectively measure policy impact and causation.
Analyse macroeconomic data and trends and advise senior stakeholders on the implications
for policy objectives, and the
Have an in-depth theoretical and empirical knowledge of markets forces, market failure, and
how these impact on the incentives of economic agents. Applying this knowledge into the
advice provided to senior officials and ministers and on the impact of any proposed policy
interventions.
Be able to effectively quality assure analysis and economic models.
2. Analysis of data
Be able to analyse and handle data for the purposes of producing evidence for policy advice.
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Quality-assure economic models, challenge input data and assumptions and interpret output
data for the purposes of providing supporting evidence.
Advise staff on the most appropriate source, handling and processing of data sets based on
best evidence/economic theory to form estimates about outcomes of likely policies.
From review of data ensure that micro-economic estimates are consistent with the prevailing
macroeconomic environment. Where disparities exist challenge with staff and resolve.
Apply econometric knowledge in order to fully understand how model inputs are estimated
as well as being aware of issues related to model specification and efficiency and how they
impact on estimates.
Ensure that all assumptions are transparently presented with results and that key risks and
sensitivities are assessed.
Be comfortable in using Excel and other relevant software packages.
3. Effective communication
Provide effective and appropriate written and oral communication to colleagues and stakeholders
from different backgrounds.
1
Green Book: Appraisal and Evaluation in Central Government http://www.hm-treasury.gov.uk/data_greenbook_index.htm
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Build effective working relationships with senior policy colleagues and other analytical
professions to facilitate continuous discourse and build mutual understanding.
Communicate with non-economists with credibility and authority, conveying the relevance and
impact of economic concepts without the use of specialist terminology.
Be able to tailor the details of their communications, ensuring that it is appropriate to the
needs of the audience.
Demonstrate full awareness of and sensitivity to the wider socio-economic and political
contexts that might impact and influence the appropriate policy response.
Influence policy and operational colleagues to ensure key risks are communicated to senior
officials and ministers.
Annex 2: Civil Service Competences
The full set of civil service competences can be found here:
https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/4
36073/cscf_fulla4potrait_2013-2017_v2d.pdf
Please refer to the competences which are being tested (Making Effective Decisions,
Delivering at Pace, Leading and Communication) and the descriptions for them at
“Level 4: Grade 6/7 or equivalent”.
For convenience we have copied the core information below.
MAKING EFFECTIVE DECISIONS
Effectiveness in this area is about using sound judgement, evidence and knowledge
to arrive at accurate, expert and professional decisions and advice. For all staff it’s
about being careful and thoughtful about the use and protection of government and
public information to ensure it is handled securely and with care. For leaders, it’s
about reaching evidence based strategies, evaluating options, impacts, risks and
solutions and creating a security culture around the handling of information. They
will aim to maximise return while minimising risk and balancing a range of
considerations to provide sustainable outcomes.
Effective Behaviours:
• Push decision making to the right level within their teams, not allow
unnecessary bureaucracy and structure to suppress innovation and delivery
• Ensure the secure and careful use of all government and public data and
information within their area of activity and Department
• Analyse and evaluate data from various sources to identify pros and cons and
identify risks in order to make well considered decisions
• Draw together and present reasonable conclusions from a wide range of
incomplete and complex evidence and data – able to act or decide even when
details are not clear
• Identify the main issues in complex problems, clarify understanding or
stakeholder expectations, to seek best option
• Make difficult decisions by pragmatically weighing the complexities involved
against the need to act
LEADING AND COMMUNICATING
At all levels, effectiveness in this area is about showing our pride and passion for
public service, communicating purpose and direction with clarity, integrity and
enthusiasm. It’s about championing difference and external experience, and
supporting principles of fairness of opportunity for all. For leaders, it is about being
visible, establishing a strong direction and persuasive future vision; managing and
engaging with people in a straightforward, truthful, and candid way.
Effective Behaviours:
• Be visible to staff and stakeholders and regularly undertake activities to
engage and build trust with people involved in area of work
• Clarify strategies and plans, communicate purpose and direction with clarity
and enthusiasm
• Stand by, promote or defend own and team’s actions and decisions where
needed
• Confidently engage with stakeholders and colleagues at all levels to generate
commitment to goals
• Lead by example, communicate in a truthful, straightforward manner with
integrity, impartiality and promoting a working environment that supports
the Civil Service values and code
• Be open and inviting of the views of others and respond despite pressure to
ignore, revert or concede
DELIVERING AT PACE
Effectiveness in this area means focusing on delivering timely performance with
energy and taking responsibility and accountability for quality outcomes. For all
staff, it’s about working to agreed goals and activities and dealing with challenges
in a responsive and constructive way. For leaders, it is about building a performance
culture where staff are given the space, authority and support to deliver outcomes.
It’s also about keeping a firm focus on priorities and addressing performance issues
resolutely, fairly and promptly.
Effective Behaviours:
• Get the best out of people by giving enthusiastic and encouraging messages
about priorities, objectives and expectations
• Clarify business priorities, roles and responsibilities and secure individual
and team ownership
• Adopt clear processes and standards for managing performance at all levels
• Act as a role model in supporting and energising teams to build confidence
in their ability to deliver outcomes
• Maintain effective performance in difficult and challenging circumstances,
encouraging others to do the same
• Review, challenge and adjust performance levels to ensure quality outcomes
are delivered on time, rewarding success