Diversity, inclusion & teamworking Flashcards
Benefits of teamworking
- Shared workload,
- improved productivity,
- improved quality,
- improved customer focus,
- quicker solutions,
- increased motivation,
- utilising various skillsets
Stages of team development
Forming (or undeveloped): when people are working as individuals rather than a team.
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.
Norming (or consolidating): the team begins to achieve its potential, effectively applying the resource it has to the tasks it has, using a process it has developed itself.
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.
Mourning: when the team disbands.
Key piece of legislation for Diversity and Inclusion
Equality act 2010 is the key piece of legislation for diversity, inclusion etc. in the workplace. It means a company cannot discriminate against individuals based on the 9 protected characteristics.
Ways TfL are implementing diversity and inclusion policies and procedures
Valuing people courses to be undertaken by all employees as well as yearly refreshers.
TfL uses equality impact assessments on all major projects and policies.
TfL has an Independent Disability Advisory Group (IDAG) which ensures commitment to achieving equality for disabled people in line with TfL’s legal obligations under the Equality Act 2010.
What is workplace diversity?
Hiring a wide range of individuals, applicable to race, culture, gender, ethnicity, sexuality, language, education & background
What are some advantages of diversity in the workplace?
- different ideas and ways of thinking from people of different backgrounds with different experiences,
- adds to a companies brand & culture,
- prevents decisions being made based upon stereotypes,
Define inclusion in the workplace
A work environment where:
- individuals are treated fairly & respectfully,
- have equal access to opportunities & resources,
- enables employees to fully contribute to a companys success
What is meant by teamwork?
A co-operative effort by a group of people to achieve a common goal, understanding that thinking, planning, decisions & actions are better done co-operatively
What is unconscious bias?
The underlying attitudes or stereotypes that people associate with certain groups, influencing how they engage & make decisions in terms of promotions, recruitment & performance management
What makes a good team?
Common goals
Clear objectives
Respect
Identifying strengths & weaknesses
Trust
sharing knowledge
Speaking openly
Range of styles
How to select the right team?
Understand task at hand
Understand skills needed to complete a task
Review skills already available
Be willing to recruit new members to fill the shortfall in skills required
What is the difference between leadership & management?
Leadership - setting a new direction or vision
Management - controls / direct people according to pre-established principles, goals or values
Why might a team fail?
No skills to meet objective
Inadequate resource
Clashing personalities
Poor leadership
Theory/ methods to be used as a tool for effective team working
- Tuckmans theory may be used as a tool for progressing a team
- DISC theory could be used for how best to communicate/ motivate or engage with team members based on their characteristics and strengths/ weaknesses
- GRIP method may be used for team management/ organisation of work
What is the DISC theory in regard to teamworking?
- predicts behaviours based on four key personality traits
- Dominance (direct, decisive, and risk-taker)
Strengths: great organizer and innovative
Weaknesses: can be argumentative - Inspiring/Influential (enthusiastic, persuasive, trusting)
Strengths: creative problem solver; a real “people person”
Weaknesses: more concerned with popularity than tangible results - Steady/Supportive (reliable, team player)
Strengths: dependable, good at conflict resolution
Weaknesses: resistant to change - Cautious/ Conscientious/ Compliant (high standards; values precision) Strengths: able to define situations precisely and accurately
Weaknesses: can get bogged down in detail
What is the GRIP theory in regard to teamworking?
Four interrelated components of highly effective teamwork:
- Goals: everyone must fully understand and be committed to the goals of the team
- Roles: all team members must know what part they play
- Interpersonal: quality communication and collaboration require and foster trust among team
- Processes: defined system for how decisions are made, how the team solves problems
What are some examples of team working you have demonstrated?
- My day to day role involves teamworking, my current project is the OSR, I work amongst the team when undertaking payment assessments by going out to site with the construction manager/ PM to view the progress in the period, I will obtain advice/ feedback from team members/ my manager on CE’s that I may have a query on in regard to why the change event took place, I will also share my knowledge with others in the team
What is diversity?
who we are as humans. We are all diverse, from the colour of our skin to our education
What is equity?
recognises that not all employees will have been given an equal chance either growing up or as they entered the workplace, it seeks to address that imbalance by ensuring a person has the right tools and support to fulfil their potential
What is inclusion
part of a workplace’s culture and is a choice to include or exclude people from conversations, projects or events.
What actions can firms take to consider DEI?
Sole Practitioner:
* make offices accessible for visiting clients
* make your website and other communications accessible to all prospective clients
* When you are with others, challenge behaviour that is exclusionary
Small firms:
* Write job descriptions and adverts to be inclusive
* Create consistent onboarding processes
* Put in place policies covering: acceptable behaviour, parental leave and caring responsibilities, adjustments and well-being
Large firms:
* Look at ways you could remove bias from recruitment
* Collect data about the diversity of your workforce and use it to drive your DEI actions
* Provide training for staff on your policies and inclusive practice
RICS DEI Guidance
- Inclusive culture
- Inclusive policies & procedures
- Inclusive recruitment
- Inclusive spaces
- Career progression & development
- Everyday life at work
RICS Guidance on Inclusive Culture
- We are all responsible for the culture of an
organisation, but it is the leaders who shape
it by their example. - Culture in the workplace is created through
sharing values, beliefs and behaviours that in turn set out how people interact
and work together.
*Leaders can create an inclusive culture by
- Engaging; lead by example & manage change and teamwork
- Nurturing; provide mentorship & sponsorship
- Affirming; address & respond to bias and encourage representation
DEI assessment tool
- RICS encourage its
firms and wider stakeholders in the UK to
participate in Action Sustainability’s annual
DEI survey. - It helps organisations measure progress against the wider industry and set
more accurate and impactful objectives
