National Occupational Standards
Academic Professional
Standards (ST0477) integrated into DoctorEdu
DoctorEdu intergrated
The Doctor of Education program adopts a research approach, and the dissertation implementation phase is mapped to all the Academic Professional Standards.
National Occupation
Standards for DoctorEdu Swiss program
Occupation summary
Academic Professionals work within the higher education (HE) sector delivering higher education teaching and undertaking research to support the development of knowledge within their discipline. They may work in Universities, Colleges or the Private Sector, in the primary role of developing and sharing knowledge with students, peers and external stakeholders to support advancement of the discipline and the resolution of major challenges. Academic Professionals play an active role in supporting a range of people including students, funders, stakeholders and government to gain insight into their specialist discipline area. Academic Professionals engage in continuing professional development in both their discipline and their pedagogy and make use of appropriate technologies to support the acquisition of knowledge.
Academic Professionals will reach full competency in their role through this apprenticeship, taking them from their entry point to employment in higher education to full professional competence, which can be achieved only following extensive training and work experience in both the core elements of the apprenticeship and in a specialist route for either teaching or research. At entry point, individuals have considerable expertise in a particular subject discipline, usually as indicated by the completion of postgraduate level 7 or level 8 qualifications, but still need the substantial training indicated below to acquire full competency as an Academic Professional.
Specialist role
Specialist role in Teaching:
Specialises in teaching and the support of student learning at undergraduate, postgraduate taught and research levels. Employees in this specialism exceed the core teaching abilities of an Academic Professional by playing a leading role in the development of current learning and teaching practice, pedagogical and assessment methodologies, advanced skill in supporting learning for diverse groups of learners, including those with learning disabilities, delivery of a high level of information literacy and the application of technologies in support of learning, promotion of independent learning skills and other teaching techniques. They will contribute to changes of practice by developing innovative forms of teaching for use with students who are working towards higher-level learning at levels 4 to 8 in the Framework for HE Qualifications in England, Wales and Northern Ireland, ie from HE Certificate to Doctorate level.
Specialist role in Research:
Has the capacity to operate as a principal investigator, identifying research opportunities, competing for external funding, managing research projects and budgets and creating research outputs. Specialises in research activities, often within a research team addressing major challenges facing the world, or those of public or private funders and commissioners of research. Employees in this specialism exceed the core research abilities of an Academic Professional by playing a leading role in wider research management, oversight and deployment of research-related funding, collaboration with external organisations and dissemination of research outputs. These are competences that reach far beyond the original contribution to knowledge in a defined field which is the prime focus of the research degree held by most academic professionals.
Typical job titles could do
Typical job titles include:
- Lecturer
- Research Assistant
- Research Fellow
- Associate Professor
- Professor
- Academic Advising Coordinator
- Academic Advising Specialist
- Apprenticeship and Training Specialist
- Business Training and Educational Development Coordinator
Core Knowledge, Skills and
Behaviours
Core Knowledge
The Academic Professional will have knowledge and understanding of:
- A range of teaching, assessment and feedback methods used in higher education to support learning and achievement.
- How students learn and how to adapt delivery methods to support a range of students’ needs.
- How research is conducted, within their own and related disciplines and in inter-disciplinary or trans-disciplinary contexts.
- Regulatory, administrative, financial, planning procedures, risk management, quality assurance and quality enhancement, and how they are related to their role in higher education.
- Technological processes associated with effectiveness in their role within the HE sector.
- Methods for evaluating the effectiveness of academic activities, such as teaching and the quality and impact of research.
- How to engage with relevant professional bodies and other external organisations to support their work.
- The principles of reflective practice and the methods for applying reflective practice to their own professional development.
- Innovative approaches to undertaking their work to create interest, understanding and enthusiasm among their students, funders or stakeholders.
Core Skills
The Academic Professional will be able to:
- Deliver higher education teaching of high quality through lectures, tutorials, practicals or seminars.
- Use varying teaching styles depending on the learning environment and students’ needs.
- Develop research questions and hypotheses prior to undertaking research in their subject discipline.
- Analyse, synthesise and use critical thinking in the conduct of research.
- Supervise and mentor students and peers to develop knowledge in their subject discipline.
- Implement approaches to academic practice that are informed by equality and diversity.
- Communicate orally and in writing and collaborate effectively, to manage people, processes or teams.
- Use digital technologies effectively to develop and disseminate knowledge and understanding of subject disciplines.
- Share ideas and evidence with students, peers, policy makers and private and public organisations through a variety of channels including publication and teaching.
- Collect evidence of the impact of their work, including through student surveys or citations.
- Manage their own continuing professional development (CPD) in subject disciplines and pedagogy, incorporating research, scholarship and professional practices.
- Manage their own time through preparation and prioritisation, time management, responsiveness to change, and achieving a work-life balance.
Core Behaviours
Academic Professionals will be mindful of:
- ethical, sustainable and inclusive practices and equality of opportunity to a professional standard
- the need to continuously develop their knowledge and insight in relation to career management, responsiveness to opportunities, networking, reputation and esteem
- the need to commit to CPD in relation to relevant contemporary issues such as: student employability and graduate employment destinations, ethics and sustainability, academic integrity, legal compliance and intellectual property, respect and confidentiality, and health and safety
- the need to consider evidence-informed approaches and the outcomes from research, scholarship and CPD to inform their own professional practice
- the wider context (policy, economic, societal, technological, legal, cultural and environmental) in which higher education operates, recognising the implications for professional practice
- the need to seek opportunities to network, to practise public engagement and to communicate effectively
- the need to be enthusiastic, self-confident, and self-reflective to operate effectively in the role
- the requirement to persevere, have integrity, be prepared to take responsibility, to lead, mentor and supervise.
Academic Teching Professional
positions
Specialist Role In Teaching - Knowledge
The Academic Professional in a specialist teaching role will have in-depth knowledge and understanding of:
- Current subject and pedagogic research which support the development of advanced practice in the learning environment.
- Complex information management and advanced digital literacy.
- The subject knowledge base and the methods for facilitating learning through engagement with it.
- The application of a wide range of technologies and digital skills in support of teaching and learning.
- The methods required to develop curricula, monitor delivery and evaluate course, award and programme design.
Specialist Role In Teaching - Skills
The Academic Professional in a specialist teaching role will be able to:
- Play a leading role in the development and deployment of innovative teaching and assessment techniques, to deliver HE teaching of high quality across a wide range of modules and to all levels.
- Develop innovative HE course materials, monitor delivery and evaluate course, award and programme design.
- Design a wide range of teaching environments to facilitate student learning and engagement.
- Integrate subject and pedagogic research into teaching and scholarly activity to enhance teaching and support changes of practice.
- Analyse and synthesise information and use critical thinking to share insight into their pedagogy and discipline area and improve engagement with excellence initiatives.
Academic Research Professional
positions
Specialist Role In Research - Knowledge
The Academic Professional in a specialist research role will have in-depth knowledge and understanding of:
- Current issues in the relevant disciplinary research literature.
- Research theories and the practical application of a full range of research methods.
- Relevant and up to date approaches to the management of research, including delivery to required timelines.
- Major funding streams and programmes in the relevant research field.
- The application of a wide range of technologies and advanced digital skills in support of research investigation and dissemination.
Specialist Role In Research - Skills
The Academic Professional in a specialist research role will be able to:
- Frame research questions and methodology in the context of competitive proposals for research funding.
- Undertake effective management of research projects and budgets, assess risks and apply for ethical approval where required.
- Produce intellectual insight and innovations in their own discipline to be shared with students, peers and wider stakeholders.
- Author or co-author publications and disseminate research through a wide range of media.
- Develop and sustain links with industry and other external organisations to grow collaborations and develop opportunities to access funding.
Senior Leader
Standards (ST0480) integrated into DoctorEdu
DoctorEdu intergrated
The Doctor of Education program adopts a research approach, and the dissertation implementation phase is mapped to all the Academic Professional Standards.
National Occupation
Standards for DoctorEdu Swiss program
Occupation summary
Senior Leaders are integral to organizations of all sizes—small, medium, and large—across various sectors, including public, private, and third sectors. They operate within diverse industries such as health, finance, engineering, manufacturing, business services, education, retail, leisure, technology, and construction. Wherever there is a workforce to lead, manage, and support, Senior Leaders play a pivotal role in shaping the direction and success of the organization.
The primary purpose of this role is to provide clear, inclusive, and strategic leadership within their area of responsibility. Senior Leaders set, manage, and monitor the achievement of core objectives that align with the overall strategic goals of their organization’s Board or equivalent governing body. In smaller organizations, they may also be directly involved in executing and achieving these strategic objectives.
Senior Leaders exert influence at higher levels within the organization, often interacting with the Board or equivalent, and are responsible for setting the culture and tone across their departments. They work in a variety of environments, including offices, onsite locations, or remotely, and demonstrate high levels of flexibility and adaptability to meet the needs of the organization.
On a daily basis, Senior Leaders engage with internal stakeholders such as team members, other senior leaders or managers, support services (e.g., finance, marketing, HR), and project groups. In larger organizations, they may also be part of a specialized team. Depending on the organization’s size, a Senior Leader may report on their area of responsibility to a Board, trustees, shareholders, executive team, or senior management. Externally, they act as ambassadors for their organization, interacting with a wide range of networks, including customers or clients, supply chains, and statutory or regulatory bodies.
Responsibilities include
A Senior Leader’s responsibilities include:
- Setting Direction and Vision: Establishing governance and providing a clear sense of purpose within their area of responsibility.
- Providing Leadership: Offering clear and inclusive leadership that motivates and guides their teams.
- Strategic Planning: Identifying long-term opportunities and risks using data from both internal and external sources.
- Cultivating Culture: Developing sustainable, ethical, and innovative cultures that maximize people’s potential and drive results.
- Resource Management: Overseeing budgets, people, assets, and facilities to ensure efficient operation.
- Innovation and Adaptability: Staying up to date with innovations and leading their adoption within the organization.
- Agile Transformation: Responding to change by leading agile transformation efforts.
- Sustainability: Promoting and leading sustainable business practices.
- Crisis Management: Effectively managing and responding to crisis situations.
Typical job titles could do
Typical job titles include:
- Associate Director
- Business Unit Head
- Chief Executive Officer
- Chief Financial Officer
- Chief Information Officer
- Chief Operating Officer
- Divisional Head
- Executive Director
- HE Registrar
- Head of Department/Faculty
- Warrant Officer
Duties you can perform
after finishing the DoctorEdu Swiss
Duty 1
"Set the overall strategic direction of their area of responsibility in partnership with the Board (or equivalent), encouraging employees to buy into the organisation’s vision."
Knowledge must have for Duty 1:
- K1: How to shape the organisational mission, culture, and values.
- K2: Organisation structures; business modeling; diversity; global and horizon scanning perspectives; governance and accountability; technological and policy implications.
- K6: Ethics and values-based leadership theories and principles.
- K13: The external social and political environment and use of diplomacy with diverse groups of internal and external stakeholders.
- K14: Working with the board and other company leadership structures.
Skills must have for Duty 1:
- S1: Use horizon scanning and conceptualisation to deliver high-performance strategies focusing on growth/sustainable outcomes.
- S2: Set strategic direction and gain support for it from key stakeholders.
- S10: Oversee development and monitoring of financial strategies and setting of organisational budgets based on Key Performance Indicators (KPIs), and challenge financial assumptions underpinning strategies.
- S11: Uses financial data to allocate resources.
Behavior must have for Duty 1:
- B2: Take personal accountability aligned to clear values.
Duty 2
"Lead On The Development And Critical Review Of Operational Policies And Practices Within Their Area Of Responsibility, To Ensure They Are Aligned To The Needs Of The Organisation And Remain Fit For Purpose And Sustainable."
Knowledge must have for Duty 2:
- K2: Organisation structures; business modeling; diversity; global and horizon scanning perspectives; governance and accountability; technological and policy implications.
- K6: Ethics and values-based leadership theories and principles.
- K16: Working with corporate leadership structures, for example, the markets it operates in, roles and responsibilities, who its stakeholders are and what they require from the organisation, and the sustainability agenda.
- K19: Approaches to developing a Corporate Social Responsibility program.
Skills must have for Duty 2:
- S2: Set strategic direction and gain support for it from key stakeholders.
- S7: Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation, and business continuity/risk management.
- S10: Oversee development and monitoring of financial strategies and setting of organisational budgets based on Key Performance Indicators (KPIs), and challenge financial assumptions underpinning strategies.
- S11: Uses financial data to allocate resources.
Behavior must have for Duty 2:
- B2: Take personal accountability aligned to clear values.
Duty 3
"Lead And Influence Agreed Projects To Deliver Organisational Strategy Such As Change And Agile Transformation Programmes, Diversification, New Product Implementation, And Customer Experience Improvement."
Knowledge must have for Duty 3:
- K3: New market strategies, changing customer demands, and trend analysis.
- K5: Systems thinking, knowledge/data management, research methodologies, and program management.
- K6: Ethics and values-based leadership theories and principles.
- K7: Competitive strategies and entrepreneurialism, approaches to effective decision-making, and the use of big data and insight to implement and manage change.
- K14: Working with the board and other company leadership structures.
- K15: Brand and reputation management.
Skills must have for Duty 3:
- S2: Set strategic direction and gain support for it from key stakeholders.
- S3: Undertake research, and critically analyse and integrate complex information.
- S4: Lead change in their area of responsibility, create an environment for innovation and creativity, establish the value of ideas and change initiatives, and drive continuous improvement.
Behavior must have for Duty 3:
- B2: Take personal accountability aligned to clear values.
- B3: Curious and innovative – exploring areas of ambiguity and complexity and finding creative solutions.
Duty 4
"Make Decisions About Organisational Resource Requirements (Budgets, People, Technology) Based On Strategic Insight And Reliable Evidence."
Knowledge must have for Duty 4:
- K4: Innovation; the impact of disruptive technologies (mechanisms that challenge traditional business methods and practices); drivers of change and new ways of working across infrastructure, processes, people, and culture and sustainability.
- K6: Ethics and values-based leadership theories and principles.
- K7: Competitive strategies and entrepreneurialism, approaches to effective decision-making, and the use of big data and insight to implement and manage change.
- K8: Financial strategies, for example, scenarios, modeling and identifying trends, application of economic theory to decision-making, and how to evaluate financial and non-financial information such as the implications of sustainable approaches.
- K9: Financial governance and legal requirements, and procurement strategies.
Skills must have for Duty 4:
- S5: Lead and respond in a crisis situation using risk management techniques.
- S7: Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation, and business continuity/risk management.
- S10: Oversee development and monitoring of financial strategies and setting of organisational budgets based on Key Performance Indicators (KPIs), and challenge financial assumptions underpinning strategies.
- S11: Uses financial data to allocate resources.
- S12: Oversee procurement, supply chain management, and contracts.
Behavior must have for Duty 4:
- B2: Take personal accountability aligned to clear values.
Duty 5
"Lead And Respond To Crisis Management, Assessing The Risks And Opportunities Which Could Affect Business/Department Performance, And Finding Solutions That Meet The Needs Of Both The Organisation And Its Customers/Stakeholders In A Responsible And Ethical Way."
Knowledge must have for Duty 5:
- K5: Systems thinking, knowledge/data management, research methodologies, and program management.
- K6: Ethics and values-based leadership theories and principles.
- K17: Crisis and risk management strategies.
- K19: Approaches to developing a Corporate Social Responsibility program.
Skills must have for Duty 5:
- S4: Lead change in their area of responsibility, create an environment for innovation and creativity, establish the value of ideas and change initiatives, and drive continuous improvement.
- S5: Lead and respond in a crisis situation using risk management techniques.
- S8: Apply principles relating to Corporate Social Responsibility, Governance, and Regulatory compliance.
Behavior must have for Duty 5:
- B1: Work collaboratively enabling empowerment and delegation.
Duty 6
"Lead People Development Including Talent Management, Succession Planning, Workforce Design, Coaching, And Mentoring Arrangements For People Within Their Area Of Responsibility."
Knowledge must have for Duty 6:
- K6: Ethics and values-based leadership theories and principles.
- K10: Organisational/team dynamics and how to build engagement and develop high-performance, agile and collaborative cultures.
- K11: Approaches to strategic workforce planning, for example, talent management, learning organisations, group work, workforce design, succession planning, diversity, and inclusion.
- K18: Coaching and mentoring techniques.
Skills must have for Duty 6:
- S2: Set strategic direction and gain support for it from key stakeholders.
- S9: Drive a culture of resilience and support the development of new enterprises and opportunities.
- S13: Use personal presence and “storytelling” to articulate and translate vision into operational strategies, demonstrating clarity in thinking such as consideration of sustainable approaches.
- S14: Create an inclusive culture, encouraging diversity and difference and promoting well-being.
- S15: Give and receive feedback at all levels, building confidence and developing trust, and enabling people to take risks and challenges where appropriate.
- S16: Enable an open culture and high-performance working environment and set goals and accountabilities for teams and individuals in their area.
- S18: Optimise skills of the workforce, balancing people and technical skills and encouraging continual development.
Behavior must have for Duty 6:
- B1: Work collaboratively enabling empowerment and delegation.
- B4: Value difference and champion diversity.
- B5: Seek continuous professional development opportunities for self and wider team.
Duty 7
"Promote An Ethical, Inclusive, Innovative, And Supportive Culture That Generates Continuous Business Improvement."
Knowledge must have for Duty 7:
- K6: Ethics and values-based leadership theories and principles.
- K10: Organisational/team dynamics and how to build engagement and develop high-performance, agile and collaborative cultures.
- K11: Approaches to strategic workforce planning, for example, talent management, learning organisations, group work, workforce design, succession planning, diversity, and inclusion.
Skills must have for Duty 7:
- S4: Lead change in their area of responsibility, create an environment for innovation and creativity, establish the value of ideas and change initiatives, and drive continuous improvement.
- S9: Drive a culture of resilience and support the development of new enterprises and opportunities.
- S13: Use personal presence and “storytelling” to articulate and translate vision into operational strategies, demonstrating clarity in thinking such as consideration of sustainable approaches.
- S14: Create an inclusive culture, encouraging diversity and difference and promoting well-being.
- S15: Give and receive feedback at all levels, building confidence and developing trust, and enabling people to take risks and challenges where appropriate.
- S16: Enable an open culture and high-performance working environment and set goals and accountabilities for teams and individuals in their area.
- S17: Lead and influence people, building constructive working relationships across teams, using matrix management where required.
- S18: Optimise skills of the workforce, balancing people and technical skills and encouraging continual development.
Behavior must have for Duty 7:
- B1: Work collaboratively enabling empowerment and delegation.
- B4: Value difference and champion diversity.
- B5: Seek continuous professional development opportunities for self and wider team.
Duty 8
"Report To The Board (Or Relevant Governance/Management Structure) On The Progress Of Their Operational Activities Towards Achieving Business Goals."
Knowledge must have for Duty 8:
- K12: Influencing and negotiating strategies both upwards and outwards.
- K13: The external social and political environment and use of diplomacy with diverse groups of internal and external stakeholders.
Skills must have for Duty 8:
- S19: Manage relationships across multiple and diverse stakeholders.
- S20: Lead within their area of control/authority, influencing both upwards and outwards, negotiating, and using advocacy skills to build a reputation and effective collaboration.
Behavior must have for Duty 8:
- B1: Work collaboratively enabling empowerment and delegation.
Duty 9
"Cultivate And Maintain Collaborative Relationships With Key Senior Internal And External Stakeholders To Influence Key Decision Makers As Appropriate."
Knowledge must have for Duty 9:
- K4: Innovation; the impact of disruptive technologies (mechanisms that challenge traditional business methods and practices); drivers of change and new ways of working across infrastructure, processes, people and culture, and sustainability.
- K7: Competitive strategies and entrepreneurialism, approaches to effective decision-making, and the use of big data and insight to implement and manage change.
- K12: Influencing and negotiating strategies both upwards and outwards.
- K13: The external social and political environment and use of diplomacy with diverse groups of internal and external stakeholders.
Skills must have for Duty 9:
- S2: Set strategic direction and gain support for it from key stakeholders.
- S6: Act as a Sponsor/Ambassador, championing projects and transformation of services across organisational boundaries such as those impacted by sustainability and the UK Net Carbon Zero by 2050 target.
- S19: Manage relationships across multiple and diverse stakeholders.
Behavior must have for Duty 9:
- B1: Work collaboratively enabling empowerment and delegation.
Duty 10
"Shape The Approach To External Communications For Their Area Of Responsibility And Ensure It Aligns With Any Wider Organisational Communications Strategy."
Knowledge must have for Duty 10:
- K15: Brand and reputation management.
- K20: The organisation’s developing communications strategy and its link to their area of responsibility.
Skills must have for Duty 10:
- S2: Set strategic direction and gain support for it from key stakeholders.
- S21: Shape and manage the communications strategy for their area of responsibility.
Behavior must have for Duty 10:
- B1: Work collaboratively enabling empowerment and delegation.
Duty 11
"Proactively Keep Up To Date With Social, Economic, And Technological Trends And Developments Relevant To Their Area Of Responsibility And Wider Organisation, And Promote Innovation To Address Changing Requirements And Take Advantage Of New Opportunities."
Knowledge must have for Duty 11:
- K3: New market strategies, changing customer demands, and trend analysis.
- K4: Innovation; the impact of disruptive technologies (mechanisms that challenge traditional business methods and practices); drivers of change and new ways of working across infrastructure, processes, people, culture, and sustainability.
- K7: Competitive strategies and entrepreneurialism, approaches to effective decision-making, and the use of big data and insight to implement and manage change.
- K19: Approaches to developing a Corporate Social Responsibility program.
Skills must have for Duty 11:
- S3: Undertake research, and critically analyze and integrate complex information.
- S4: Lead change in their area of responsibility, create an environment for innovation and creativity, establish the value of ideas and change initiatives and drive continuous improvement.
- S7: Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation, and business continuity/risk management.
- S9: Drive a culture of resilience and support the development of new enterprises and opportunities.
- S13: Use personal presence and “storytelling” to articulate and translate vision into operational strategies, demonstrating clarity in thinking such as consideration of sustainable approaches.
Behavior must have for Duty 11:
- B3: Curious and innovative – exploring areas of ambiguity and complexity and finding creative solutions.
Duty 12
"Ensure That Their Area Of Responsibility Is Compliant With Internal Governance, Such As Any Assurance Framework Requirements, And With External Governance, Such As Any Regulatory And Statutory Requirements."
Knowledge must have for Duty 12:
- K2: Organisation structures; business modeling; diversity; global and horizon scanning perspectives; governance and accountability; technological and policy implications.
- K9: Financial governance and legal requirements, and procurement strategies.
Skills must have for Duty 12:
- S3: Undertake research, and critically analyse and integrate complex information.
- S8: Apply principles relating to Corporate Social Responsibility, Governance, and Regulatory compliance.
- S12: Oversee procurement, supply chain management, and contracts.
Behavior must have for Duty 12:
- B3: Curious and innovative – exploring areas of ambiguity and complexity and finding creative solutions.
Operational Research
Specialist (ST0884) integrated into DoctorEdu
DoctorEdu intergrated
The Doctor of Education program adopts a research approach, and the dissertation implementation phase is mapped to all the Operational Research Specialist.
National Occupation
Standards for DoctorEdu Swiss program
Occupation summary
Operational Research Specialists are integral to organisations of all sizes, including businesses across all industry sectors, government and other public sector bodies. These sectors include but are not limited to: Engineering, Government, Banking, Health, Telecommunications, Defence, Management Consulting, Transport, and Education.
The broad purpose of the occupation is to help clients (either internally or externally) to make strategic, tactical and operational decisions by using advanced analytical methods to understand and solve complex non-routine problems.
The benefits of Operational Research include a wide range of performance improvements such as reducing costs, increasing revenue, saving lives, raising levels of customer service and designing public policy.
Responsibilities include
An Operational Research Specialist will work closely with clients and other stakeholders, providing a comprehensive service from diagnosing and analyzing problems to offering recommendations for change and supporting implementation.
Their responsibilities typically include:
- Structuring complex, non-routine problems and formulating specific research questions.
Evaluating and implementing existing models, methods, and techniques, while also developing or adapting new approaches when necessary. - Collaborating with teams, operational and policy experts, and managers, as well as interacting with senior stakeholders, economists, data scientists, management accountants, and other specialists.
- Engaging with a wide range of groups and organizations, including government agencies, businesses, regulators, academics, and non-technical audiences, both nationally and internationally.
- Managing projects, leading teams, delegating tasks to others, and taking responsibility for understanding and resolving complex problems to meet client needs.
- Selecting appropriate Operational Research methods, identifying and gathering data, conducting rigorous analysis, and ensuring the quality of their work and that of others.
- Communicating impartial, practical analysis and recommendations, including outlining limitations and risks.
- In some cases, assisting with the implementation of recommendations and monitoring their effectiveness.
Operational Research Specialists can work independently or collaboratively, reporting to clients at nearly any level and maintaining a high degree of autonomy and accountability in their work. While they may not possess detailed subject matter expertise, they rely on collaboration with other experts to gain a deeper understanding of the organization's systems and processes.
Typical job titles could do
Typical job titles that a Operational Research Specialist could do:
- Analytics Specialist
- Decision Support Analyst
- Management Scientist
- Modeller
- Operational Analyst
- Operational Research Analyst
- Operational Research Consultant
- Operational Researcher
National Occupation
Standards for DoctorEdu Swiss program
Duty 1
"Work With Clients To Understand A Problem And Capture Their Requirements; Translating Complex, Non-Routine, Real-Life Customer And Business Problems Into A Clear Structure And Formulating Specific Questions That Can Be Tackled Through Analysis Of Available Data And Modelling."
Knowledge must have for Duty 1:
- K1: How to select and apply, a range of problem structuring methods to understand complex problems.
- K2: How to establish and scope client requirements into clear analytical questions.
- K3: The comparative strengths and weaknesses of informal and formal methods used to structure problems.
- K4: The approaches used to identify and obtain potentially useful data (including their provenance, scope and limitations).
- K5: How to manipulate, interrogate and manage raw data.
- K6: How to conduct exploratory data analysis. This includes identifying relationships, robustness and quality, covering both model generated data and external information sources.
- K7: The range of potential Operational Research techniques & methods, their strengths and weaknesses and how they are used in practice. This includes, optimisation, machine learning, scheduling, forecasting, simulation, decision analysis, inventory models, Markov models, dynamic programming, performance measurement (such as KPIs, metrics and benefits), heuristics and statistical methods.
- K10: The role of the Operational Research team within their own organisation.
- K11: The wider political, business and social context and how these external factors might affect their clients and analysis.
- K12: The principles of Organisation theory. This includes how organisations work, change and behave. And how this impacts Operational Research practice, modelling and the uptake of findings.
- K13: Ethical principles and processes that relate to Operational Research and how to ensure compliance.
- K14: How regulatory frameworks, commercial and contract management collectively impact the practice of Operational Research.
- K15: How Data Protection legislation is implemented across own and client organisation
- K16: The importance and value of using expertise from your own internal/external networks when considering an Operational Research question.
- K17: The techniques for managing client relationships from project initiation to closure.
- K18: Project management principles and techniques; including people, risk, financial controls and budgets.
- K20: How Operational Research has evolved and its impact on society.
Skills must have for Duty 1:
- S1: Structure a client’s problem using a relevant informal or formal methodology.
- S2: Conceptualise complex client problems into tractable operational research questions.
- S3: Critically evaluate and synthesise data relevant to the client problem (including data provenance, scope and limitations).
- S4: Manipulates, interrogate and manage raw data, using relevant methodology.
- S5: Undertake exploratory data analysis. This includes identifying relationships, robustness and quality, covering both model generated data and external information sources.
- S6: Exercise judgement by selecting the appropriate technique to design an approach to a client’s problem.
- S7: Use relevant software solutions to support the analysis of a client’s problem.
Behavior must have for Duty 1:
- B1: Adapts approach to meet client needs, whilst avoiding over-attachment to pre-determined or expected outcomes.
- B2: Actively utilises diverse networks to enhance Operational research outcomes.
- B3: Overcomes challenges and perseveres in order to deliver on time.
- B4: Delivers client centric outcomes.
- B6: Adopts an analytical mindset to the client’s problem.
- B7: Seeks out proportionate and pragmatic response to client issues.
Duty 2
"Use Formal And Informal Methods (With Their Clients, Subject Matter Experts, Other Interested Parties) To Understand The Organisations’ Systems And Processes."
Knowledge must have for Duty 2:
- K1: How to select and apply, a range of problem structuring methods to understand complex problems.
- K2: How to establish and scope client requirements into clear analytical questions.
- K3: The comparative strengths and weaknesses of informal and formal methods used to structure problems.
- K4: The approaches used to identify and obtain potentially useful data (including their provenance, scope and limitations).
- K5: How to manipulate, interrogate and manage raw data.
- K6: How to conduct exploratory data analysis. This includes identifying relationships, robustness and quality, covering both model generated data and external information sources.
- K13: Ethical principles and processes that relate to Operational Research and how to ensure compliance.
- K14: How regulatory frameworks, commercial and contract management collectively impact the practice of Operational Research.
- K15: How Data Protection legislation is implemented across own and client organisation
- K16: The importance and value of using expertise from your own internal/external networks when considering an Operational Research question.
- K17: The techniques for managing client relationships from project initiation to closure.
- K18: Project management principles and techniques; including people, risk, financial controls and budgets.
- K19: How to translate information, insights and recommendations into client focused reports and presentations.
- K25: How to balance actions and benefits that meet client needs with policy, legal, codes of practice and funding requirements.
Skills must have for Duty 2:
- S1: Structure a client’s problem using a relevant informal or formal methodology.
- S2: Conceptualise complex client problems into tractable operational research questions.
- S3: Critically evaluate and synthesise data relevant to the client problem (including data provenance, scope and limitations).
- S4: Manipulates, interrogate and manage raw data, using relevant methodology.
- S5: Undertake exploratory data analysis. This includes identifying relationships, robustness and quality, covering both model generated data and external information sources.
- S6: Exercise judgement by selecting the appropriate technique to design an approach to a client’s problem.
- S7: Use relevant software solutions to support the analysis of a client’s problem.
- S13: Use appropriate methodologies to manage complex client relationships.
- S14: Strategically manage all variables necessary to deliver timebound Operational Research recommendations. This includes, but is not limited to, people, risk, financial controls and budgets.
Behavior must have for Duty 2:
- B1: Adapts approach to meet client needs, whilst avoiding over-attachment to pre-determined or expected outcomes.
- B2: Actively utilises diverse networks to enhance Operational research outcomes.
- B3: Overcomes challenges and perseveres in order to deliver on time.
- B4: Delivers client centric outcomes.
- B6: Adopts an analytical mindset to the client’s problem.
- B7: Seeks out proportionate and pragmatic response to client issues.
Duty 3
"Relate Their Understanding Of A Client Problem And Organisational Context To A Set Of Operational Research Problem Archetypes And Select Appropriate Operational Research Methods."
Knowledge must have for Duty 3:
- K1: How to select and apply, a range of problem structuring methods to understand complex problems.
- K2: How to establish and scope client requirements into clear analytical questions.
- K3: The comparative strengths and weaknesses of informal and formal methods used to structure problems.
- K4: The approaches used to identify and obtain potentially useful data (including their provenance, scope and limitations).
- K5: How to manipulate, interrogate and manage raw data.
- K6: How to conduct exploratory data analysis. This includes identifying relationships, robustness and quality, covering both model generated data and external information sources.
- K7: The range of potential Operational Research techniques & methods, their strengths and weaknesses and how they are used in practice. This includes, optimisation, machine learning, scheduling, forecasting, simulation, decision analysis, inventory models, Markov models, dynamic programming, performance measurement (such as KPIs, metrics and benefits), heuristics and statistical methods.
- K10: The role of the Operational Research team within their own organisation.
- K11: The wider political, business and social context and how these external factors might affect their clients and analysis.
- K12: The principles of Organisation theory. This includes how organisations work, change and behave. And how this impacts Operational Research practice, modelling and the uptake of findings.
- K13: Ethical principles and processes that relate to Operational Research and how to ensure compliance.
- K14: How regulatory frameworks, commercial and contract management collectively impact the practice of Operational Research.
- K15: How Data Protection legislation is implemented across own and client organisation
- K16: The importance and value of using expertise from your own internal/external networks when considering an Operational Research question.
- K17: The techniques for managing client relationships from project initiation to closure.
- K18: Project management principles and techniques; including people, risk, financial controls and budgets.
- K19: How to translate information, insights and recommendations into client focused reports and presentations.
- K20: How Operational Research has evolved and its impact on society.
- K25: How to balance actions and benefits that meet client needs with policy, legal, codes of practice and funding requirements.
Skills must have for Duty 3:
- S1: Structure a client’s problem using a relevant informal or formal methodology.
- S2: Conceptualise complex client problems into tractable operational research questions.
- S3: Critically evaluate and synthesise data relevant to the client problem (including data provenance, scope and limitations).
- S4: Manipulates, interrogate and manage raw data, using relevant methodology.
- S5: Undertake exploratory data analysis. This includes identifying relationships, robustness and quality, covering both model generated data and external information sources.
- S6: Exercise judgement by selecting the appropriate technique to design an approach to a client’s problem.
- S7: Use relevant software solutions to support the analysis of a client’s problem.
- S12: Source and use relevant internal/external technical expertise necessary to address the client’s problem.
- S13: Use appropriate methodologies to manage complex client relationships.
- S14: Strategically manage all variables necessary to deliver timebound Operational Research recommendations. This includes, but is not limited to, people, risk, financial controls and budgets.
- S19: Use concepts of team dynamics to create, lead and manage high performing and collaborative teams.
- S21: Design and implement strategic approaches that motivates team members to achieve objectives.
Behavior must have for Duty 3:
- B1: Adapts approach to meet client needs, whilst avoiding over-attachment to pre-determined or expected outcomes.
- B4: Delivers client centric outcomes.
- B5: Seeks out the latest Operational Research techniques in order to address client problems effectively.
- B6: Adopts an analytical mindset to the client’s problem.
- B7: Seeks out proportionate and pragmatic response to client issues.
- B8: Acts ethically and challenges unethical evidence/practice.
Duty 4
"Carry Out Analysis Using A Range Of Operational Research Methods, Adapting And Developing Them To Meet Client Needs Whilst Understanding Their Limitations."
Knowledge must have for Duty 4:
- K1: How to select and apply, a range of problem structuring methods to understand complex problems.
- K2: How to establish and scope client requirements into clear analytical questions.
- K3: The comparative strengths and weaknesses of informal and formal methods used to structure problems.
- K4: The approaches used to identify and obtain potentially useful data (including their provenance, scope and limitations).
- K5: How to manipulate, interrogate and manage raw data.
- K6: How to conduct exploratory data analysis. This includes identifying relationships, robustness and quality, covering both model generated data and external information sources.
- K7: The range of potential Operational Research techniques & methods, their strengths and weaknesses and how they are used in practice. This includes, optimisation, machine learning, scheduling, forecasting, simulation, decision analysis, inventory models, Markov models, dynamic programming, performance measurement (such as KPIs, metrics and benefits), heuristics and statistical methods.
- K9: How to create spreadsheets and code in at least one programming language to develop models and carry out analysis.
- K13: Ethical principles and processes that relate to Operational Research and how to ensure compliance.
- K14: How regulatory frameworks, commercial and contract management collectively impact the practice of Operational Research.
- K15: How Data Protection legislation is implemented across own and client organisation
- K17: The techniques for managing client relationships from project initiation to closure.
- K18: Project management principles and techniques; including people, risk, financial controls and budgets.
- K19: How to translate information, insights and recommendations into client focused reports and presentations.
- K22: Techniques for supporting colleagues in their professional development through provision of feedback.
- K23: The concepts of team dynamics and its relevancy to solving Operational Research problems. How to use this to create, lead and manage high performing and collaborative teams.
- K25: How to balance actions and benefits that meet client needs with policy, legal, codes of practice and funding requirements.
Skills must have for Duty 4:
- S8: Creates a model to analyse a problem; applies an appropriate approach including programming, scripting, coding or using spreadsheets.
- S9: Critically analyse the internal and external factors relevant to an Operational Research problem to determine a holistic approach. These factors include organisational structures, the political, business and social context.
- S10: Apply holistic approaches to an Operational Research problem, taking into consideration internal and external factors.
- S12: Source and use relevant internal/external technical expertise necessary to address the client’s problem.
- S15: Exercise judgement to deliver persuasive arguments that are objective and unbiased.
- S16: Translate complex landscapes into client focused communications that balance rationale for recommendations with project limitations & compliance.
- S18: Apply judgement to provide relevant and timely feedback when supporting colleagues’ development.
- S23: Validate quality by application of relevant quality assurance methodology.
Behavior must have for Duty 4:
- B1: Adapts approach to meet client needs, whilst avoiding over-attachment to pre-determined or expected outcomes.
- B4: Delivers client centric outcomes.
- B5: Seeks out the latest Operational Research techniques in order to address client problems effectively.
- B6: Adopts an analytical mindset to the client’s problem.
- B7: Seeks out proportionate and pragmatic response to client issues.
- B8: Acts ethically and challenges unethical evidence/practice.
Duty 5
"Identify What Data Is Available To Help Solve A Problem And How To Acquire It And Manipulate It, Applying Appropriate Data Protection Principles."
Knowledge must have for Duty 5:
- K4: The approaches used to identify and obtain potentially useful data (including their provenance, scope and limitations).
- K5: How to manipulate, interrogate and manage raw data.
- K6: How to conduct exploratory data analysis. This includes identifying relationships, robustness and quality, covering both model generated data and external information sources.
- K7: The range of potential Operational Research techniques & methods, their strengths and weaknesses and how they are used in practice. This includes, optimisation, machine learning, scheduling, forecasting, simulation, decision analysis, inventory models, Markov models, dynamic programming, performance measurement (such as KPIs, metrics and benefits), heuristics and statistical methods.
- K8: Operational Research software solutions (packaged and “in-house” developed) and their comparative strengths and weaknesses in analysing client operational research problems.
- K9: How to create spreadsheets and code in at least one programming language to develop models and carry out analysis.
- K13: Ethical principles and processes that relate to Operational Research and how to ensure compliance.
- K14: How regulatory frameworks, commercial and contract management collectively impact the practice of Operational Research.
- K15: How Data Protection legislation is implemented across own and client organisation.
Skills must have for Duty 5:
- S3: Critically evaluate and synthesise data relevant to the client problem (including data provenance, scope and limitations).
- S4: Manipulates, interrogate and manage raw data, using relevant methodology.
- S5: Undertake exploratory data analysis. This includes identifying relationships, robustness and quality, covering both model generated data and external information sources.
- S8: Creates a model to analyse a problem; applies an appropriate approach including programming, scripting, coding or using spreadsheets.
- S9: Critically analyse the internal and external factors relevant to an Operational Research problem to determine a holistic approach. These factors include organisational structures, the political, business and social context.
- S10: Apply holistic approaches to an Operational Research problem, taking into consideration internal and external factors.
- S13: Use appropriate methodologies to manage complex client relationships.
- S14: Strategically manage all variables necessary to deliver timebound Operational Research recommendations. This includes, but is not limited to, people, risk, financial controls and budgets.
- S23: Validate quality by application of relevant quality assurance methodology.
Behavior must have for Duty 5:
- B2: Actively utilises diverse networks to enhance Operational research outcomes.
- B5: Seeks out the latest Operational Research techniques in order to address client problems effectively.
- B6: Adopts an analytical mindset to the client’s problem.
Duty 6
"Develop And Implement Methods To Quality Assure Their Work And Others’ Analyses."
Knowledge must have for Duty 6:
- K1: How to select and apply, a range of problem structuring methods to understand complex problems.
- K2: How to establish and scope client requirements into clear analytical questions.
- K3: The comparative strengths and weaknesses of informal and formal methods used to structure problems.
- K7: The range of potential Operational Research techniques & methods, their strengths and weaknesses and how they are used in practice. This includes, optimisation, machine learning, scheduling, forecasting, simulation, decision analysis, inventory models, Markov models, dynamic programming, performance measurement (such as KPIs, metrics and benefits), heuristics and statistical methods.
- K8: Operational Research software solutions (packaged and “in-house” developed) and their comparative strengths and weaknesses in analysing client operational research problems.
- K10: The role of the Operational Research team within their own organisation.
- K11: The wider political, business and social context and how these external factors might affect their clients and analysis.
- K12: The principles of Organisation theory. This includes how organisations work, change and behave. And how this impacts Operational Research practice, modelling and the uptake of findings.
- K19: How to translate information, insights and recommendations into client focused reports and presentations.
- K22: Techniques for supporting colleagues in their professional development through provision of feedback.
- K23: The concepts of team dynamics and its relevancy to solving Operational Research problems. How to use this to create, lead and manage high performing and collaborative teams.
- K24: The principles and techniques of quality assurance. This includes model structure and clarity, validation & verification, recording data sources, assumptions and documentation.
- K25: How to balance actions and benefits that meet client needs with policy, legal, codes of practice and funding requirements.
Skills must have for Duty 6:
- S6: Exercise judgement by selecting the appropriate technique to design an approach to a client’s problem.
- S7: Use relevant software solutions to support the analysis of a client’s problem.
- S8: Creates a model to analyse a problem; applies an appropriate approach including programming, scripting, coding or using spreadsheets.
- S9: Critically analyse the internal and external factors relevant to an Operational Research problem to determine a holistic approach. These factors include organisational structures, the political, business and social context.
- S10: Apply holistic approaches to an Operational Research problem, taking into consideration internal and external factors.
Behavior must have for Duty 6:
- B3: Overcomes challenges and perseveres in order to deliver on time.
- B5: Seeks out the latest Operational Research techniques in order to address client problems effectively.
- B7: Seeks out proportionate and pragmatic response to client issues.
Duty 7
"Communicate Their Analysis And Recommendations With Impact To Their Clients, Specialist And Non-Specialist Audiences To Help Them Make Decisions; Including The Strengths And Limitations Of The Analysis And Underlying Data."
Knowledge must have for Duty 7:
- K1: How to select and apply, a range of problem structuring methods to understand complex problems.
- K2: How to establish and scope client requirements into clear analytical questions.
- K3: The comparative strengths and weaknesses of informal and formal methods used to structure problems.
- K7: The range of potential Operational Research techniques & methods, their strengths and weaknesses and how they are used in practice. This includes, optimisation, machine learning, scheduling, forecasting, simulation, decision analysis, inventory models, Markov models, dynamic programming, performance measurement (such as KPIs, metrics and benefits), heuristics and statistical methods.
- K8: Operational Research software solutions (packaged and “in-house” developed) and their comparative strengths and weaknesses in analysing client operational research problems.
- K10: The role of the Operational Research team within their own organisation.
- K11: The wider political, business and social context and how these external factors might affect their clients and analysis.
- K12: The principles of Organisation theory. This includes how organisations work, change and behave. And how this impacts Operational Research practice, modelling and the uptake of findings.
- K19: How to translate information, insights and recommendations into client focused reports and presentations.
- K24: The principles and techniques of quality assurance. This includes model structure and clarity, validation & verification, recording data sources, assumptions and documentation.
- K25: How to balance actions and benefits that meet client needs with policy, legal, codes of practice and funding requirements.
Skills must have for Duty 7:
- S1: Structure a client’s problem using a relevant informal or formal methodology.
- S2: Conceptualise complex client problems into tractable operational research questions.
- S6: Exercise judgement by selecting the appropriate technique to design an approach to a client’s problem.
- S7: Use relevant software solutions to support the analysis of a client’s problem.
- S11: Recommend compliant solutions that address the client’s problem.
- S12: Source and use relevant internal/external technical expertise necessary to address the client’s problem.
- S16: Translate complex landscapes into client focused communications that balance rationale for recommendations with project limitations & compliance.
- S17: Critically evaluate & address own developmental needs.
- S18: Apply judgement to provide relevant and timely feedback when supporting colleagues’ development.
- S23: Validate quality by application of relevant quality assurance methodology.
Behavior must have for Duty 7:
- B1: Adapts approach to meet client needs, whilst avoiding over-attachment to pre-determined or expected outcomes.
- B2: Actively utilises diverse networks to enhance Operational research outcomes.
- B6: Adopts an analytical mindset to the client’s problem.
- B7: Seeks out proportionate and pragmatic response to client issues.
- B8: Acts ethically and challenges unethical evidence/practice.
Duty 8
"Manage Operational Research Projects, Budgets And Staff."
Knowledge must have for Duty 8:
- K17: The techniques for managing client relationships from project initiation to closure. anagement principles and techniques; including people, risk, financial controls and budgets.
- K18: Project management principles and techniques; including people, risk, financial controls and budgets.
- K21: Techniques for managing and appraising your own personal and professional development.
- K24: The principles and techniques of quality assurance. This includes model structure and clarity, validation & verification, recording data sources, assumptions and documentation.
Skills must have for Duty 8:
- S15: Exercise judgement to deliver persuasive arguments that are objective and unbiased.
- S18: Apply judgement to provide relevant and timely feedback when supporting colleagues’ development.
- S23: Validate quality by application of relevant quality assurance methodology.
Behavior must have for Duty 8:
- B1: Adapts approach to meet client needs, whilst avoiding over-attachment to pre-determined or expected outcomes.
- B2: Actively utilises diverse networks to enhance Operational research outcomes.
- B4: Delivers client centric outcomes.
- B6: Adopts an analytical mindset to the client’s problem.
Duty 9
"Develop Professional Capability By Tracking Developments In The Field Of Operational Research And Improve Their Managerial, Networking And Leadership Skills."
Knowledge must have for Duty 9:
- K16: The importance and value of using expertise from your own internal/external networks when considering an Operational Research question.
- K21: Techniques for managing and appraising your own personal and professional development.
Skills must have for Duty 9:
- S19: Use concepts of team dynamics to create, lead and manage high performing and collaborative teams.
- S20: Operate autonomously within the limits of own authority and responsibility.
- S21: Design and implement strategic approaches that motivates team members to achieve objectives.
- S22: Exercise judgement in managing and using data in accordance with relevant legislation, organisational principles and governance.
Behavior must have for Duty 9:
- B1: Adapts approach to meet client needs, whilst avoiding over-attachment to pre-determined or expected outcomes.
- B5: Seeks out the latest Operational Research techniques in order to address client problems effectively.
- B6: Adopts an analytical mindset to the client’s problem.
Duty 10
"Identify New Opportunities For Applying Operational Research Techniques For Their Organisation Or Clients And Disseminate And Share Best Practice Inside And Outside Of Their Organisation."
Knowledge must have for Duty 10:
- K10: The role of the Operational Research team within their own organisation.
- K11: The wider political, business and social context and how these external factors might affect their clients and analysis.
- K12: The principles of Organisation theory. This includes how organisations work, change and behave. And how this impacts Operational Research practice, modelling and the uptake of findings.
- K13: Ethical principles and processes that relate to Operational Research and how to ensure compliance.
- K14: How regulatory frameworks, commercial and contract management collectively impact the practice of Operational Research.
- K15: How Data Protection legislation is implemented across own and client organisation.
- K20: How Operational Research has evolved and its impact on society.
Skills must have for Duty 10:
- S11: Recommend compliant solutions that address the client’s problem.
- S12: Source and use relevant internal/external technical expertise necessary to address the client’s problem.
Behavior must have for Duty 10:
- B4: Delivers client centric outcomes.
