Diversity, inclusion and teamworking ( Level 1)

Question 1

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

Answer 1

At work I was part of a team to review all client properties and identify business rates angles in the final year of the rating list. My team focused on different aspects for appealing, with my focus being on obtaining comparable evidence and leaving clear findings on the client page so the team could collate our findings and assess our clients properties.

Question 2

How successful do you think this team was?

Question 3

How could you have improved your role within the team?

Question 4

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

Answer 4

Information overload. I was part of a team with the aim to streamline the rental information needed for our rating appeals. The team consisted of surveyors and non surveyors. I prepared a lease precis/heads of terms to provide and explained the reasoning for the information requested. The non surveyors in the team struggled to understand the different terms as there was a large amount of information provided.

Question 5

Why is diversity and inclusivity valuable to businesses / teams?

Answer 5

By having an inclusive and diverse environment, this allows more wider perspectives to be integrated when brainstorming, problem solving and developing new ideas in business/teams.

Question 6

What are the differences between diversity and inclusion?

Answer 6

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.

Question 7

What does inclusive communication include?

Answer 7

enables as many people as possible to be included in that interaction.

Question 8

What is partnering and collaborative working?

Answer 8

working together with one or more people to complete a project or task or develop ideas or processes.

Question 9

What is unconscious bias and how can you reduce it?

Answer 9

quick judgements we make outside of our conscious awareness and can be reduced by taking a step back not acting in the spur of the moment

Question 10

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

Question 11

Explain what the RICS Inclusive Employer Quality Mark is. competitive advantage

Answer 11

self assessment for firms to gain competitive advantage and a diverse workforce. It ecourages firms to look at their employment practices and focus on inclusivity

Question 12

What is a RACI matrix?

Answer 12

It is a responsibility chart which maps out the roles of a project showing who is responsible, accountable, consulted or informed on a project

Question 13

What is a strategic alliance?

Answer 13

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

Question 14

What legislation relates to selecting a project team?

Answer 14

Construction (Design and Management) Regulations 2015 (CDM 2015)

Question 15

Explain your understanding of supply chain management.

Answer 15

is management of the flow of service, from the beginning of instruction to the work being complete.

Question 16

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

Answer 16

Accountability ensures people take ownership for their work, successes, and mistakes.

Responsibility shows what is expected of them and work more efficiently. Knowing their roles will also help them feel encouraged and motivated toward completing their various tasks

Question 17

Explain Tuckman’s theory in relation to teamwork. F, S, N, P, A

Answer 17

5 stages of development: forming, storming, norming, performing and adjourning.

Forming - develop an understanding of the part each person will play.

Storming - looking to a strong leader for guidance

Norming - working together towards a common goal.

Performing - each member is confident and motivated

Adjourning - the team will disband. sense of mourning if they have grown close.

Question 18

Explain the Belbin team roles. behaviour

Answer 18

describes patterns of behaviour in relationship to other members in facilitating the progress of the team. Enables teams to self reflect and adjust their behavour based on the demands of the project

Question 19

Explain Maslow’s hierarchy of needs.

Answer 19

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.

Maslow (1954) proposed that human beings possess two sets of needs. This five-stage model can be divided into deficiency needs and growth needs. The first four levels are often referred to as deficiency needs ( D-needs ), and the top level is known as growth or being needs (B-needs ).

Maslow argued that survival needs must be satisfied before the individual can satisfy the higher needs. The higher up the hierarchy, the more difficult it is to satisfy the needs associated with that stage, because of the interpersonal and environmental barriers that inevitably frustrate us.

Question 20

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

Answer 20

Rule 4 of the Rules of conduct is that members and firms must treat each other with respect and encourage diversity and inclusion.

Question 21

Which ISO relates to inclusion and diversity? helps develop

Answer 21

ISO 30415 helps to integrate the principles of diversity and inclusion

Question 22

What is Economic Dividends for Gender Equality (EDGE)?

Answer 22

The EDGE Standards assess gender and intersectional equity in organizations by focusing on a client’s progress and achievements in the following:

Representation at all levels of the organization.

Pay equity.

Effectiveness of policies and practices to ensure equitable career flows in terms of equal pay for equivalent work, recruitment and promotion, leadership development training and mentoring, flexible working, and organizational culture.

Inclusiveness of the culture, as reflected in employees’ ratings in terms of career development opportunities.

Question 23

What is neurodiversity?

Answer 23

that people experience and interact with the world around them in many different ways;

having a brain that works differently from the average or “neurotypical” person.

Question 24

How and why should neurodiversity be accommodated in the workplace?

Answer 24

employers listening to the needs of the employee. By accommodating for neurodiversity, employees are able to be their most productive.

Question 25

What does PAS 6463:2022 relate to? address

Answer 25

The PAS 6463, address the needs of people who are neurodivergent and have sensory processing differences.

It gives guidance on the design of the built environment to include the needs of people who experience sensory or neurological processing differences. It covers buildings and external spaces for public and commercial use, and residential accommodation for independent or supported living.

Question 26

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

Answer 26

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.

Question 27

Who are some of the parties to this Memorandum of Understanding?

Answer 27

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)