Diversity, Inclusion & Teamworking

Question 1

How team members are selected and appointed

Answer 1

There are 2 requirements in selecting team members: the team should include a range of the necessary technical and specialist skills, and there should be a variety of personal styles among members to fill the different roles that are involved in successful teamwork.

Question 2

The role played by the various team members

Question 3

The importance and business value of diversity in a team

Question 4

Formal communication processes within the team

Question 5

Inclusive communications

Question 6

How partnering and collaborative working affects the team

Question 7

Internal diversity and inclusion polices, including any
applicable to non-discrimination or anti-harassment in the
workplace

Question 8

What is unconscious bias?

Question 9

What is supply chain management?

Question 10

What is some relevant legislation that applies to diversity, inclusion and teamworking in the workplace?

Question 11

What are some team building activities your company undertakes?

Answer 11

Company nights out - bowling, food
Pay day lunches - Nandos

Question 12

What skills do you feel you provide to your team?

Question 13

When a new team member joins your team, how do you make them welcome?

Question 14

How would you deal with a member of the team who is negative towards a particular task and is disruptive ?

Question 15

What are protected characteristics?

Question 16

What is the RICS inclusive employer quality mark ?

Question 17

What are the benefits of team working?

Answer 17

Team working brings efficiency and improves effectiveness in building surveying projects and groups.

Question 18

Tuckman Theory

Answer 18

The main stages of team development are generally considered to be as follows:

1. Forming (or undeveloped) - when people are working as individuals rather than a team.
2. Storming - teams need to pass through a stage of conflict if they are to achieve their potential. The team becomes more aggressive, both internally and in relation to outside groups, rules and requirements.
3. Norming (or consolidating) - the team is beginning to achieve its potential, effectively applying the resource it has to the tasks it has, using a process it has developed itself.
4. Performing - when the team is characterised by openness and flexibility. It challenges itself constantly but without emotionally charged conflict, and places a high priority on the development of other team members.
5. Mourning - when the team disbands.

Question 19

Belbin Theory

Answer 19

He lists 9 team roles:

Plant - creative, imaginative, unorthodox; solves difficult problems.
Resource investigator - extrovert, enthusiastic, exploratory; explores opportunities; develops contacts.
Co-ordinator - mature, confident, a good chairperson; clarifies goals; promotes decision making.
Shaper - dynamic, challenging; has drive and courage to overcome obstacles.
Monitor evaluator - sober, strategic, discerning; sees all options.
Teamworker - co-operative, mild, perceptive, diplomatic; listens, builds, averts friction.
Implementer - disciplined, reliable, conservative; turns ideas into practical action.
Completer - painstaking, conscientious, anxious; searches out errors and omissions, delivers on time.
Specialist - single-minded, self-starting, dedicated; provides knowledge and skill in rare supply.

Question 20

your employer’s internal equality and diversity policy

Question 21

What is the Equality Act 2010

Question 22

What are the characteristics of an effective team?

Answer 22

An effective team has the following characteristics:

a common sense of purpose;
a clear understanding of the team‘s objectives;
resources to achieve those objectives;
mutual respect among team members, both as individuals and for the contribution each makes to the team’s performance;
a valuing of members’ strengths and respecting their weaknesses;
mutual trust;
a willingness to share knowledge and expertise;
a willingness to speak openly;
a range of skills among team members to deal effectively with all its tasks;
a range of personal styles for the various roles needed to carry out the team’s tasks.

Question 23

How large should a team be?

Answer 23

Depends. between 5 and 8 people is the ideal size for teams. Teams need to be large enough to incorporate the appropriate range of expertise and representation of interests, but not so large that people’s participation, and hence their interest, is limited.

Question 24

What are some of the reasons that teams fail?

Answer 24

Inadequate terms of reference, poor selection of team members, inadequate resources, the wrong mix of personality types and skills, the wrong size, inadequate training and poor leadership are among the reasons why teams fail.