GORS Technical Framework
Source: gov.uk (2025-02-01)

The Technical Framework sets out the technical requirements to be a member of the Government Operational Research Service.

Introduction

The Government Operational Research Service (GORS) technical behaviours framework is used to assess the technical skills of government operational researchers and data scientists who belong to, or are applying to join, the Government Operational Research Service (https://www.gov.uk/gors). All GORS members, including data scientists, are assessed against this when they enter the profession and as they progress through the grades. This framework includes ‘pre-GORS’ requirements that covers students and apprentices who are not yet eligible to become full GORS members.

Data Science

Operational researchers employ a vast array of quantitative and qualitative analytical techniques and methods to solve problems. Data Science comprises a particular collection of techniques, and many of these are commonly used by operational researchers within Government. As such, joining the GORS profession offers a route into the Civil Service for data scientists, who will find a natural home in GORS and benefit from being part of the GORS community. Many of our members lead and work in dedicated data science teams.

GORS is an analytical profession, and all members need to have a degree or degree apprenticeship in a highly numerate subject.

Role in recruitment

Our technical framework is used to assess the technical element of Civil Service Success Profiles (https://www.gov.uk/government/publications/success-profiles) (or Devolved Administration equivalents) for recruitment, badging panels and promotion boards.

The Success Profile Framework aims to attract and retain people of talent from a range of sectors and experiences, in line with the commitments made in the Civil Service Diversity and Inclusion Strategy (https://www.gov.uk/government/publications/civil-service-diversity-and-inclusion-strategy-2022-to-2025/civil-service-diversity-and-inclusion-strategy-2022-to-2025-html).

Generally, at least one other element of the Success Profiles Framework will be tested as part of the assessment of candidates. Details of which elements will be assessed and how candidates will be assessed against these are included in the job advert or equivalent. The advert will also set out any additional skills required for the role(s) available.

Guidance for managing recruitment in the OR profession is available to existing GORS members from the GORS members’ site.

Our Technical Framework provides an overall definition for each behaviour. You will be:
- assessed against this overall statement, with the examples providing an indication of expected performance at each grade
- asked to demonstrate experience in relation to the example bullets, though it is not generally vital to address every single one
- asked to demonstrate your knowledge and experience of operational research techniques and methodologies, appropriately covering both qualitative and quantitative approaches
Any operational research techniques can be used, but you should expect to:
- answer questions relating to the detail of the techniques,
- explain them using everyday language
- describe how they are used, and any assumptions behind them
- describe the pros and cons of the techniques, giving due regard to the specific context in which you have used them
GORS grades

The GORS grades included in this framework and the corresponding Civil Service grades are shown below. Full GORS members are paid as a minimum at H-level as determined by the pay scale for badged operational research analysts within their current department. GORS students will be graded below H-level and paid as at that lower grade. GORS Apprentices who are not yet GORS members may be at any grade but should check with their Line Manager or GORS HoP if unsure. In general, GORS Apprentices should be judged by the behaviours corresponding to their substantive Civil Service grade.

GORS Badging Boards

Badging boards are applicable to people who are already in the Civil Service and wish to join GORS. They differ from standard external recruitment in no other elements of the Success Profiles are assessed, only the GORS Behaviours. A short presentation (or problem structuring test) is also required.

Grade 7 and Grade 6

In line with the Civil Service Success Profiles, the high-level descriptions for these grades are combined. Generally, more of a focus on aspects such as Leadership and Seeing the big picture is expected in Grade 6 examples when compared with Grade 7. It is for vacancy holders and badging boards to set out any more precise requirements at these grades. The latest GORS guidance on managing badging boards is available from the GORS members’ site.

New Recruits

Most staff newly recruited to GORS via the GORS mainstream will enter at ‘Level 2’. The requirements at Level 2 are split into ‘minimum’ and ‘experienced’. Where candidates are particularly strong, they may be recruited at Level 3. GORS CMU will inform the recruiting department which of these three (Level 2 (minimum), Level 2 (experienced), Level 3) the candidate passed at.

Candidates joining at Level 2 (minimum) should demonstrate suitable progress toward Level 2 (experienced) to pass their probation. The requirements to pass probation are set at department level and although the GORS framework can be used to inform a probation discussion, it is not the only factor which determines whether a candidate passes probation.

The GORS Head(s) of Profession within each department are responsible for setting out an internal process to formally reach Level 2 (experienced). Ideally, an experienced external GORS member who is at minimum GORS Level 3 should be involved in this process.

Vacancy managers advertising roles on promotion should ensure that candidates have reached at least Level 2 (experienced).

Student placements

Summer and placement students on GORS are assessed using the Pre-GORS requirements. Guidance should be provided within departments on transitioning from placement student to full GORS member.

Continuous Professional Development

Members of the GORS are expected to demonstrate professionalism and follow the Continuous Professional Development (CPD) policy for GORS.

This competency framework can be used by GORS members to plan their CPD throughout their careers, alongside the upcoming professional career framework for GORS. For existing GORS members, a CPD log may occasionally be requested as part of the recruitment or fluid grading process at the discretion of those running the process. A CPD log template can be found on the members’ website.

Analysis Function

GORS is a profession within the Government Analysis Function (https://www.gov.uk/government/organisations/government-analysis-function), part of the Civil Service. Each profession within the Analysis Function has their own technical framework. The Analysis Function Career Framework (https://www.gov.uk/government/publications/analysis-function-career-framework) can help plan career development, and the Analysis Function Learning Curriculum (https://www.gov.uk/guidance/government-analysis-function-af-learning-curriculum) sets out learning and development opportunities available to government analysts, including statisticians and data scientists.

Senior Civil Service

Senior Civil Service (SCS) government analysts are assessed against the competencies set out in the Government Analysis Function SCS Capability Framework (https://www.gov.uk/guidance/government-analysis-function-scs-capability-framework). The FAQs for existing members (#_How_does_this) has details on how these frameworks are related.

Overview of behaviours

GORS has three separate behaviours, each with their own focus and requirements. These cover the key expectations applicable for GORS members across the Civil Service.

Each behaviour consists of three strands. These are cumulative, so the requirements within each strand either build upon or may be superseded as one progresses through the grades, starting with the Pre-GORS requirements.

A high-level overview of their purpose is below, followed by setting out the detailed requirements for each strand within each behaviour.

Knowledge and application of OR

This covers the behaviours required to ensure you have the right skills to be an effective analyst in Government, including the ability to explore and understand data, break down complex problems, and use the right technique(s) to tackle analysis. It is vital that GORS analysts develop both quantitative and qualitative technical skills to maximise their effectiveness. Another characterisation here might be knowledge of ‘soft’ and ‘hard’ OR techniques. Knowledge and expertise in both is a professional requirement for GORS Level 2 and above.

Effective use of data

A good analyst requires a good overview of the data landscape and is able to use this knowledge to assess suitability in relation to possible analysis to produce the required outputs. They explore potential data sources and consider their suitability and limitations to understand the feasibility, possibilities, uncertainties and caveats of analysis. ‘Data’ here is to be understood in its broadest sense of any information relevant to the analysis, whether the approach taken is qualitative or quantitative.

Problem structuring

Skilled analysis requires a good understanding of the system in which one works, one’s direct role within it, and the scope for wider influence. This means that analysts need to be able to break down complex problems and structure work into specific questions that can be tackled through analysis of data and modelling.

Tools and techniques

Different problems require bespoke approaches to not only complete, but complete effectively. Analysts therefore should develop appropriate breadth and depth in a range of analytical tools and techniques, know their suitability, strengths, and limitations to critically select the right technique(s) to tackle each problem.

Read the detailed requirements (https://www.gov.uk/government/publications/gors-technical-framework/knowledge-and-application-of-or-detailed-requirements) at each grade for the ‘Knowledge and application of OR’ behaviour.

Achieving impact with analysis

This covers the behaviours required to be able to create an impact with analysis to benefit citizens of the UK, including understanding stakeholder needs, communicating to a variety of audiences, and ensuring quality analysis.

Understanding analytical requirements

To achieve an impact, it is vital that the right work is being done and the right outputs produced. Analysts should scope analytical projects, understand the (direct and indirect) stakeholder needs and wider context, so that analysis can be appropriately directed to meet these needs and maximise impact.

Communicating analysis

Analysis must be well communicated to have the right impact. As such, analysts must consider how they communicate their own or others’ analysis, appropriately communicate key caveats and tailor what and how they communicate to their audience to ensure analysis has a positive impact.

Analytical quality assurance

Avoiding and addressing mistakes is vital to ensure that all analysis has the right impacts at the right time. Some mistakes are inevitable, but minimising their likelihood of occurring and understanding the potential impact of any errors or uncertainties is at the core of good analysis. Proportional quality assurance is fundamental to producing robust analysis that meets agreed QA standards. It is the responsibility of all analysts to promote and follow best practice to build greater trust and impact with stakeholders.

Read the detailed requirements (https://www.gov.uk/government/publications/gors-technical-framework/0eba2ee7-3fc4-42e1-989e-44da18024a15) at each grade for the ‘Achieving impact with analysis’ behaviour.

Sustaining and developing OR

This covers the behaviours required for being an active member of GORS, leading directly and indirectly to inform better decision-making across Government. This includes contributing to the wider analytical community, promoting learning and development, and the ability to complete work independently.

This aspect of the framework is designed for use in badging and fluid grading exercises, though they remain expectations for all ORs. Recruiting managers may choose to make use of this behaviour in addition to the other two if they so wish.

Developing a personal analytical network

It is important that analysts contribute to and network with the wider analytical community to maintain knowledge of activity and enable innovations in analysis. Developing and maintaining networks is core to both their personal effectiveness and that of the Analysis Function as a whole.

Professional development

Both existing and potential GORS analysts must give sufficient priority to pursuing personal learning and development and promotes a learning culture to develop a broad knowledge of OR techniques and technologies. By prioritising their learning analysts will improve their effectiveness and efficiency across their entire career.

Capability development

It is important that analysts can complete work with independence appropriate to their level. They must understand where to both seek advice and provide support in relation to the analysis being done.

Read the detailed requirements (https://www.gov.uk/government/publications/gors-technical-framework/sustaining-and-developing-or-detailed-requirements) at each grade for the ‘Sustaining and developing OR’ behaviour.