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
RICS Inclusive policies & procedures guidance
The following inclusive policies/ procedures should be in place in RICS organisations
- Non-discrimination policy
- Accommodation & accessibility policy
- Family, Caring and Parenting policy
- Well-being policy
RICS Inclusive recruitment guidance
- To reach a wider audience you should
expand the platforms and networks you
use to promote opportunities. - A job description should set out the responsibilities and the skills required for the job and avoid prejudicial words and phrases that could deter
candidates from some groups. - Engaging with schools, and students helps bring awareness of the different career opportunities available in the built
environment. - To help ensure candidates are treated without prejudice you can educate interviewers,
recruiters and decision-makers about implicit
biases and how they can influence the choices
made in the hiring process. - Ensuring that the people who participate on interview panels are from diverse backgrounds guarantees different
experiences and viewpoints are represented - Structured interviews with standardised
questions bring consistency, objectivity and
fairness to the hiring process. - By making reasonable adjustments (location, format, duration) you are allowing the
candidate to demonstrate their skills and abilities on equal terms with others.
RICS guidance on career progression
- Set objective and fair
performance evaluation criteria - Develop and nurture diverse talent
- Build inclusive leadership competencies
- Provide regular feedback and coaching
- Monitor progress and
accountability
RICS guidance on inclusive spaces
- physical space: Employers and businesses owners should think carefully about how their physical
spaces can accommodate people with differing needs and make reasonable adjustments where necessary - Virtual space: Your organisation should take proactive steps to ensure that your digital platforms and services are accessible, inclusive and free from discriminatory practices.
- Website accessibility: service providers should ensure their websites
and digital platforms are accessible to individuals with disabilities e.g. visually impaired people - Online services and goods: The Equality act prohibits service providers from discriminating
against individuals based on protected characteristics when
providing online services - Events for clients: ensure events are accessible, include inclusive language and diverse panel. Ask attendees if they have any needs to be accommodated in advance
RICS guidance on everyday life at work
- Inclusive language aims to promote equality,
respect and fairness in communication by
being mindful of the impact on different
people. - Use gender-neutral terms instead of assuming
someone’s gender - Avoid using racial or ethnic stereotypes
- Avoid ageist language or assumptions
- Speak up if you see behaviours that excludes or discriminates
- Consider workplace events and if they exclude
- Employee resource groups bring together employees with shared identities or
experiences to provide support, networking and career development opportunities.
