Diversity

Question 1

Tell me about an example of where you have worked well in a team. How successful do you think this team was?

Answer 1

In my previous employment, I worked on three different development teams. Each development team had a Development Account Manager, Sales Advisor, Weekend Sales Support and customer service. I enjoyed working on the development teams, which contribute to the overall New Homes team within the organisation. The team had a hierarchial structure and everyone understood their responsibilities and communicated well. At the end of year awards, the Meadowbank team won the best Team Award.

Question 2

How could you have improved your role within the team?/ What makes a good team member?

Answer 2

Key skills :
• Listening to other people’s ideas
• Discussing with team members and encouraging them to interact
• Respecting others and their ideas
• Sharing information to create a positive team environment
• Participation and ensuring all team members get involved
• Good communication skills
• Identify strengths and weaknesses
• Reflection

Question 3

What is a common issue you have come across when working in a team?

Answer 3

Communicating all updates within the team.

I found that in the New Homes team, there were regularly changes to the availability/ pricing/ launch dates. Ensuring that all team members were up to date with the most recent information was key to the successful management of the development.

We arranged a system that the property file must be updated a minimum of once per week and dated, so that customer service answering the phones had the most up to date info. If the file had not been updated in 4-5 days, then customer service would chase the Sales Advisor to update the file.

Question 4

Why is diversity and inclusivity valuable to businesses / teams?

Answer 4

There are three justifications for diversity and inclusion:
• The moral case - should not isolate any individual based on their background/ race etc Leaders must make their values and intentions clear.
• The legal case - Equal Status Act 2000 - 2018, Employment Equality Acts 1998–2015.
• The business case - Leads to richer discussion, better decision, making and a stronger organisation. A diverse board brings to the company.

Question 5

What is partnering and collaborative working?

Answer 5

1. Create a clear and compelling cause
2. Communicate expectations
3. Establish team goals
4. Leverage team member strengths
5. Having good cohesion between team members
6. Encourage innovation
7. keep promises and honour requests
8. Encourage people to socialize out of work

Question 6

How partnering and collaborative working affects the team?/Why are team building exercises important?

Answer 6

They build relationships and trust in a non-working environment, a key element of high performing teams.
E.g. Sporting event (go-karting, football, softball), meals, pubs.)

Question 7

What does inclusive communication include?

Answer 7

Inclusive communication means sharing information in a way that everybody can understand. Some people find it difficult to understand written information, so speaking face to face / over the phone is more beneficial. At showhouses, I find the use of photographs, CGI drawings, site maps and symbols very helpful.

Question 8

What is unconscious bias and how can you reduce it?

Answer 8

Unconscious bias is often defined as prejudice or unsupported judgments in favour of or against one thing, person, or group as compared to another, in a way that is usually considered unfair.

To overcome:

1) To expand our experiences so we’re having meaningful interactions with people from diverse backgrounds.
2) Make considered decisions
3) Monitor your own behavior
4) Use rotas to avoid stereotyping
5) Avoid making assumptions

Question 9

What policies does your company have and how do you comply with them?

Answer 9

As I work in a small firm, there is no formal Equality Policy in place. However, all employees are aware of how to act professionally and correctly in the workplace.
My firm complies with:
Employment Equality Acts 1998–2015
The Act outlaws discrimination in a wide range of employment and employment-related areas. These include recruitment and promotion; equal pay; working conditions; training or experience; dismissal and harassment including sexual harassment.
The legislation defines discrimination as treating one person in a less favourable way than another person.

The Equal Status Acts 2000-2018
The Act prohibit discrimination in the provision of goods and services, accommodation and education. They cover the nine grounds of gender, marital status, family status, age disability, sexual orientation, race, religion, and membership of the Traveller community. In addition, the Acts prohibit discrimination in the provision of accommodation services against people who are in receipt of rent supplement, housing assistance, or social welfare payments.

Question 10

Explain what the RICS Inclusive Employer Quality Mark is. What is a RACI matrix?

Answer 10

Based on 4 Key Principles

1. Leadership - Increasing Diversity in the workforce
2. Recruitment - Attract new people from under-represented groups
3. Culture - Inclusive culture, engage with developing, delivering, monitoring and assessing diversity and inclusivity
4. Development - Training and promotion policies

Question 11

What is a strategic alliance?

Answer 11

A strategic alliance is an arrangement between two companies to undertake a mutually beneficial project while each retains its independence.

Question 12

Explain your understanding of supply chain management.

Answer 12

Supply chain management is the handling of the entire production flow of a good or service — starting from the raw components all the way to delivering the final product to the consumer.

SCM attempts to centrally control or link the production, shipment, and distribution of a product. By managing the supply chain, companies can cut excess costs and deliver products to the consumer faster. This is done by keeping tighter control of internal inventories, internal production, distribution, sales, and the inventories of company vendors.

Question 13

What legislation relates to selecting a project team?

Answer 13

Employment Equality Acts 1998–2015
The Act outlaws discrimination in a wide range of employment and employment-related areas. These include recruitment and promotion; equal pay; working conditions; training or experience; dismissal and harassment including sexual harassment.
The legislation defines discrimination as treating one person in a less favourable way than another person.

The Equal Status Acts 2000-2018
The Act prohibit discrimination in the provision of goods and services, accommodation and education. They cover the nine grounds of gender, marital status, family status, age disability, sexual orientation, race, religion, and membership of the Traveller community. In addition, the Acts prohibit discrimination in the provision of accommodation services against people who are in receipt of rent supplement, housing assistance, or social welfare payments.

Question 14

How has RICS committed to diversity and inclusion?

Answer 14

Rules of conduct was updated to reflect a more diversity and an inclusive environment.
RICS Inclusive Employer Quality Mark based on leadership, recruitment, culture and development

Question 15

Why is accountability and responsibility important when working in a team?

Answer 15

Accountability fosters better work relationships, improves job satisfaction, and helps teams work more effectively together. It empowers ICs with ownership over their work and fuels more effective teamwork, since folks know they can count on each other to get things done.

Mastering team accountability can help teams have better performance discussions and hold each other accountable in a more supportive way, too. It inspires individuals to exceed their goals and improve their performance, and it’s intrinsically linked to results (and revenue).

Question 16

What do you think about the Gender pay gap?

Answer 16

The gender pay gap in Ireland - the differential between the average pay of males and females within an organisation – is estimated at an average of 14%.
The right to equal pay arises under the Employment Equality Acts. Equal pay legislation has been in force in Ireland since 1975. Employers are required to pay employees on the same terms when they do “like work” which is defined as work that is the same, similar or work of equal value.

Question 17

Explain Tuckman’s theory in relation to teamwork.

Answer 17

Tuckman described how teams move through stages known as forming, storming, norming, and performing, and adjourning (or mourning).

1. Forming - establish objectives. Get to know eachother. Group bonding.
2. Storming - Establish processes to track progress. Build team trust. Address team conflict. Listen to everyone.
3. Norming - Encourage individuals to step back, review their goals, and take responsibility for them.
4. Performing - Team has settled in. Focus on new goals. Delgate tasks. allow personal development.
5. Adjourning (mourning) - Celebrate achievments. Boost confidence. Praise. Ask for feedback.

You can use Tuckman’s model to help your team to perform better. First, identify the stage your team is at, then use our tips to move them through the stages.

Remember, teams can slip back a stage, too. Use Tuckman’s model to continually review where you team is at – and make any necessary changes to get back on course.

Question 18

Explain the Belbin team roles.

Answer 18

There are a variety of Team theories. For example: 9 Personality profiles - Belbin
1. Split into 3 areas with 9 Personality profiles
• Action
• Shaper - Challenges team to improve
• Implementer - Puts ideas into action
• Complete finisher - Thorough, timely completion
• People
• Co-ordinator - Act as chair person
• Team Worker - Encourages co-operation
• Resource Investigator - Explores outside opportunities
• Thought
• Plant - Presents new ideas and approaches
• Monitor-Evaluator - Analyses options
• Specialist - Provides specialised skills
• Diverse recruitment procedures are free from biases related to the 9 grounds of discrimination.

Question 19

Explain Maslow’s hierarchy of needs.

Answer 19

Maslow theorized that a person will be motivated when their needs are fulfilled. His theory centres on the idea that people have a hierarchy of needs. The need starts from the lowest basic level and keeps moving up as a lower level need is fulfilled.

5. Physiological - physical survival.
6. Safety - proetection from danger and threat e.g. Lack of job security
7. Belonging - friendships and inclusion e.g. Poor team bonding
8. Self esteem - Respect and recognition e.g. Sparse feedback from manager
9. Self actualisation - Learning, challenge, personal development.

In this theory, unfulfilled needs lower on the pyramid will prohibit someone from climbing to the next step. When a deficit need has been satisfied it will go away, and a person will become directed towards meeting the next set of needs on the pyramid.

Question 20

Which ISO relates to inclusion and diversity?

Answer 20

ISO 30415 - HR management — Diversity and inclusion, provides a foundation for organizations wishing to create an inclusive workplace.

Question 21

Explain how the RICS Rules of Conduct relate to inclusion and diversity.

Answer 21

One of the reasons the Rules of Conduct were updated was to reflect:
Focusing on respect, diversity and inclusion. Whether it’s encouraging diversity and inclusion, or tackling modern slavery, respect and courtesy underpin all our professional ethics.

Rule 4- Members and firms must treat others with respect and encourage diversity and inclusion.
Examples: Respect others, treat others fairly, do not bully/ harass, check supply chain, report abusive labour practices, work cooperatively, develop a culture of inclusivity.

Question 22

Why was the Intern’s themed launch a success?

Answer 22

An Intern on our team had experience in event management, and he suggested to the Development Account Manager to create a ‘giant’ themed launch weekend in one of the new home schemes. The novelty was a big success, and his open-minded, creative approach was appreciated despite his lack of experience in the new homes team.

The launch was a big success, as the theme targetted young families and children which was suitable for this predominantly FTB / trade up development. By creating a themed launch it changed the launch day into a family fun event. New purchasers experienced a feeling of community in the development and were looking forward to living in this community.

Question 23

Explain the team you work in and what your role is.

Answer 23

In my new role, I work on two separate teams. 1) Cork residential team for O’ Connor Murphy - role: manage all aspects of the Cork office. I report to my manager who is the Director. and 2) auctions team for Youbid.ie. I work in the auctions team of three people. Director, colleague and I. I cover the South West area. Through my experience of working in the residential and auction teams, I have learned about the importance of teamwork, and how to be a good team member.

Question 24

How do you work towards New Homes team targets?

Answer 24

On a half yearly basis I would set targets with the client on the sales that we expect to achieve in the development. It is important to include the client on setting targets to ensure that their expectations are met, they know that you are focused on meeting goals for their business, it is good for client care as they feel involved, and they will understand why such targets were set. For clients, setting a goal establishes a clearly defined and thought-out direction.

If the target is met it is often increased, however if the target is not met its very important to provide background on customer sentiment/ feedback/ the economic environment / and activity in the marketplace. Targets should be reviewed regularly to ensure that sales are on track and if not changes need to be made.
Having this clear direction allows us to focus on the smaller steps, and it will ultimately lead to success.