Diversity, inclusion and team working

Question 1

Tell me about an example of where you have worked well in a team

Answer 1

Oxshott - working in the project team with land, technical and external consultants. Organising site visits with the agent and all the consultants.

Question 2

How successful do you think this team was?

Answer 2

This team was successful in completing all the agreed surveys, within the planned timescales.

Question 3

How could you have improved your role within the team?

Answer 3

I could have improved my role by streamlining the process by having one point of contact with the technical team.

Question 4

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

Answer 4

Communication - always an issue with big projects with lots of people working on it. For example, Oxshott had 20 people working on it. There was no project lead on it and sometimes people missed emails and had to be chased.

Question 5

Why is diversity and inclusivity valuable to businesses/teams?

Answer 5

It enabled them to have a wide range of attributes from different perceptions. It also creates positive environments where people are happier and more productive.

Question 6

What does inclusive communication include?

Answer 6

Sharing information in a way that everybody can understand.

Avoid gendered language – such as ‘the guys’, ‘chairman’ or ‘cleaning ladies’. When referring to gender, your language should not assume a binary view – so rather than using terms such as ‘both genders’ you should refer to ‘all genders’.

Question 7

What are the differences between diversity and inclusion?

Answer 7

Diversity describes the variation in personal, physical, and social characteristics that exist, while inclusion refers to the procedures organizations implement to integrate everyone in the workplace. In other words, diversity indicates the “what” and inclusion the “how”.

Question 8

What is partnering and collaborate working?

Answer 8

An arrangement whereby two or more organisations work together, usually over a period of time, with the deliberate purpose of achieving shared aims. Partnership and collaborative working are not the same as contractual relationships.

Question 9

What is unconscious bias?

Answer 9

Unconscious biases are social stereotypes about certain groups of people that individuals form outside their own conscious awareness. Everyone holds unconscious beliefs about various social and identity groups, and these biases stem from one’s tendency to organize social worlds by categorizing.

Question 10

How can you reduce unconscious bias?

Answer 10

Be aware of your unconscious biases.
Make considered decisions.
Monitor your and your team’s behaviour.
Pay attention to bias linked to protected characteristics.
Avoid making assumptions or relying on gut instinct.

Question 11

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

Answer 11

As part of the ‘Our Vision 2023’:

Short-term targets (by 2023):
Providing diversity and inclusion training and unconscious bias training to all staff.

Medium-term targets (2023 - 2029):
One third of management positions held by women.

Long-term targets (by 2030):
Have an engaged and diverse workforce that is representative of the areas in which we operate.

Question 12

Explain what the RICS Inclusive Employer Quality Mark is

Answer 12

A self-assessment tool, designed to help firms in the profession gain competitive advantage and a diverse workforce.

It was launched in 2015 and has 4 key principles: Leadership, Recruitment, Culture and Development.

Question 13

What is a RACI matrix?

Answer 13

A RACI matrix is a simple, effective means for defining project roles and responsibilities, providing a comprehensive chart of who is responsible, accountable, consulted, and informed every step of the way.

Question 14

What is a strategic alliance?

Answer 14

Strategic Alliances: How They Work in Business, With Examples
A strategic alliance is an arrangement between two companies to undertake a mutually beneficial project while each retains its independence. The agreement is less complex and less binding than a joint venture, in which two businesses pool resources to create a separate business entity.

Question 15

Explain your understanding of supply chain management

Answer 15

What is SCM (Supply Chain Management)? At the most fundamental level, supply chain management (SCM) is management of the flow of goods, data, and finances related to a product or service, from the procurement of raw materials to the delivery of the product at its final destination.

Question 16

What legislation relates to selecting a project team?
NEED TO CHECK IF THIS IS RIGHT

Answer 16

During the recruitment process, companies must ensure that they abide by The Equality Act 2010, to ensure that they do not discriminate against any applicants. Discrimination is the unfair treatment of an individual due to a protected characteristic

Question 17

Why is accountability and responsibility important when working a team?

Answer 17

Accountability helps team members feel ownership and a sense of belonging. It also allows individuals to feel that they offer a positive contribution to broader company goals. If every team’s sense of responsibility and accountability is strong, this amplifies the performance culture.

Question 18

Explain Tuckman’s theory in relation to teamwork

Answer 18

Bruce Tuckman in 1965. It stated that teams would go through 5 stages of development: forming, storming, norming, performing and adjourning. These stages supposedly start when the group first meets and last until the project ends.

The 5 stages of team development
Forming — Getting projects started.
Storming — It’s inevitable, there’s going to be conflict.
Norming — Finding the rhythm.
Performing — High-performance is the name of the game.
Adjourning — Success! You made it

Question 19

Explain the Belbin team roles

Answer 19

Dr Meredith Belbin defines a ‘Team Role’ as one of nine clusters of behavioural attributes identified by his research at Henley as being effective in order to facilitate team progress.

The nine Belbin Team Roles are:

Resource Investigator, Teamworker and Co-ordinator (the Social roles)

Plant, Monitor Evaluator and Specialist (the Thinking roles)

Shaper, Implementer and Completer Finisher (the Action or Task roles).

Question 20

Explain Maslow’s hierarchy of needs

Answer 20

Maslow’s hierarchy of needs is a motivational theory in psychology comprising a five-tier model of human needs, often depicted as hierarchical levels within a pyramid.

From the bottom of the hierarchy upwards, the needs are physiological (food and clothing), safety (job security), love and belonging needs (friendship), esteem, and self-actualization.

Needs lower down in the hierarchy must be satisfied before individuals can attend to higher needs.

Question 21

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

Answer 21

Rule 4 - Members and firms must treat others with respect and encourage diversity and inclusion.

Question 22

What are the example behaviours of Rule 4?

Answer 22

Example behaviours
4.1 Members and firms respect the rights of others and treat others with courtesy.
4.2 Members and firms treat everyone fairly and do not discriminate against anyone on any
improper grounds, including age, disability, gender reassignment, marriage or civil partnership, pregnancy or maternity, race, religion or belief, sex or sexual orientation.
4.3 Members and firms do not bully, victimise or harass anyone.
4.4 Firms check that supply chains do not involve modern slavery or other abuses of the workforce.
4.5 Members and firms report abusive labour practices to proper and recognised authorities if
they become aware of, or suspect, them.
4.6 Members and firms work cooperatively with others.
4.7 Members and firms develop an inclusive culture in their workplaces, support equal access and
opportunity for all, and identify and address unconscious bias.

Question 23

Which ISO related to inclusion and diversity?

Answer 23

International Organisation for Standardisation.

ISO 30415 is a guideline, which helps to develop an inclusive workplace requiring an ongoing commitment to diversity and inclusion (D&I), addressing inequalities in organizational systems, policies, processes and practices.

Question 24

What is Economic Dividends for Gender Equality (EDGE)?

Answer 24

Economic Dividends for Gender Equality (EDGE) is the leading global standard for gender equality in the workplace.

Certification is based on a standardized methodology and a global assessment system for Gender Equality in business. The EDGE measurement methods were proposed for the first time in 2011, during the annual meeting of the World Economic Forum.

The assessment system covers all relevant issues around gender equality within a company: gender representation, equal pay, policies to ensure fair career growth, practices to combat all forms of discrimination in the company and to promote diversity.

For companies intending to embark on this journey, the EDGE methodology involves an initial self-assessment phase, followed by an audit before the final certification is issued.

Question 25

What is neurodiversity?

Answer 25

“Neurodiversity” is a word used to explain the unique ways people’s brains work. While everyone’s brain develops similarly, no two brains function just alike. Being neurodivergent means having a brain that works differently from the average or “neurotypical” person.

Question 26

How and why should neurodiversity be accommodated in the workplace?

Answer 26

Embracing neurodiversity in the workplace is essential for creating an inclusive and productive environment

Question 27

Why should neurodiversity be accommodated in the workplace?

Answer 27

Neurodiverse employees often have great attention to detail and are able to stay focused on their tasks. JPMorgan Chase created an Autism at Work initiative and found that their neurodiverse hires were, on average, 90% to 140% more productive than employees who had been at the company for five or 10 years.

• Neurodiverse employees tend to be loyal to a good company and have a high job retention rate.

Neurodiverse employees bring unique perspectives and traits to the workplace, such as high levels of empathy and creativity. Many have also overcome challenges in their life that make them great problem solvers.

Question 28

How to provide a neurodiverse workplace?

Answer 28

Provide support.

You can create a more diverse and inclusive environment through training, education and organizational changes. Employers should make sure everyone on their team has access to neurodiversity awareness training, which can be done either in-house or through external conferencing.

Neurodiversity awareness training during the onboarding process. This ensures that all employees receive the necessary information and support when they first join a company. The onboarding process should include an introduction to neurodiversity, explaining what it is and how it affects different people in different ways.

Foster conversation.

One way employers can encourage open communication around neurodiversity is by hosting a “Neurodiversity Day.” The purpose of this day would be to recognize and celebrate the diversity of different neurological profiles, as well as discuss different topics related to neurodiversity, including accommodations, inclusion and learning opportunities.

Accommodate different needs.

Work to accommodate the individual needs of staff. This might include providing noise-canceling headphones for someone with sound sensitivity or offering a more flexible work schedule.

Question 29

What does PAS 6463:2022 relate to?

Answer 29

PAS 6463:2022 Design for the mind. Neurodiversity and the built environment.

It is the first building design standard produced by a national standards body to specifically address the needs of people who are neurodivergent and have sensory processing differences.

Question 30

Key items in the PAS 6463:2022

Answer 30

Establish stakeholder engagement and develop an inclusive design strategy
Design wayfinding and external areas for sensory differences
Reduce sensory and cognitive load from environmental features and building services
Implement safety features for sensory and cognitive difference
Provide flexibility and choice

Question 31

Explain the aims of the Memorandum of Understanding: Creating a More Diverse, Equitable and Inclusive Built Environment Sector

Answer 31

Key membership bodies in the built environment sector have signed a Memorandum of Understanding (MoU) to drive forward the creation of a more diverse, equitable and inclusive sector - ensuring it is more representative of the society it serves.

Question 32

Who are some of the parties in the Memorandum of Understanding: Creating a More Diverse, Equitable and Inclusive Built Environment Sector

Answer 32

The MoU brings together six organisations from across the sector: the Chartered Institute of Building (CIOB), Institution of Civil Engineers (ICE), Landscape Institute (LI), Royal Institute of British Architects (RIBA), Royal Institution of Chartered Surveyors (RICS) and the Royal Town Planning Institute (RTPI) – collectively representing around 350,000 members.

Question 33

What does the Memorandum of Understanding: Creating a More Diverse, Equitable and Inclusive Built Environment Sector focus on?

Answer 33

The agreement focuses on:
Data collection - To create a consistent approach and standard model that will allow meaningful comparison between and across respective memberships’, and help to formulate a clear picture of the built environment sector more widely.
Improve understanding of transition from education into employment - To develop a robust, evidence-based understanding of the disparity between the diversity of students that start on institute accredited courses and the talent that makes it into the workforce. To build on existing good practice from individual institutes to improve our collective understanding of retention rates and awarding gaps on accredited courses.
EDI competencies – To develop understanding and guidance for the sector, supporting organisations, individuals and institutes to improve and maintain professional standards.