Definition

Diversity in a team refers to the range of differences among team members, including the nine protected characteristics under the Equality Act 2010 (age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex and sexual orientation), as well as cognitive diversity: different thinking styles, problem-solving approaches and professional backgrounds. The value of diversity is not merely ethical: diverse teams demonstrate superior performance on complex problems, better risk identification and greater innovation, provided inclusion structures allow that diversity to contribute meaningfully.

Why this matters for Diversity, Inclusion and Teamworking

  • Level 1 knowledge: you must articulate both the ethical and business cases for diversity in a surveying team, with reference to at least two specific benefits.
  • Rule 4 of the RICS Rules of Conduct (2022) requires members to encourage diversity and inclusion — so the candidate must understand why diversity matters, not merely accept it as policy.
  • Diverse project teams serve diverse client bases more effectively, which has direct commercial value for surveying firms.
  • Assessors look for candidates who can explain the distinction between diversity, inclusion and equity, and understand that diversity without inclusion does not produce the expected benefits.
  • Firms unable to attract and retain diverse talent face a competitive disadvantage as demographics in the profession shift.

Key principles

The business and ethical cases for diversity

Cognitively diverse teams, combining different disciplines, experience levels and thinking styles, identify more solutions to complex problems and are less susceptible to groupthink. Teams that reflect the demographics of their client base understand and anticipate client needs more effectively. Diverse firms attract talent from a wider pool, improving recruitment quality. The ethical case is grounded in equal dignity: individuals should not face barriers based on characteristics unrelated to professional capability, as enshrined in the Equality Act 2010 and reinforced by the Public Sector Equality Duty (s.149). Rule 4 of the RICS Rules of Conduct makes encouraging diversity a regulatory obligation.

Diversity versus inclusion and cognitive diversity

A team can be demographically diverse yet structurally exclusive if certain members' contributions are routinely disregarded, if progression flows through informal networks or if meeting structures favour particular communication styles. The value of diversity is only realised when inclusion structures ensure different perspectives can actually be heard. Candidates should be able to explain this distinction with reference to their own team experience. Beyond demographic diversity, cognitive diversity, the range of thinking styles and professional perspectives, is particularly valuable in complex surveying instructions. Belbin's team roles framework (1981) is a practical model for harnessing this diversity of contribution.

Relevant RICS guidance and legislation

  • Equality Act 2010 — nine protected characteristics; prohibition on discrimination, harassment and victimisation.
  • Public Sector Equality Duty (s.149, Equality Act 2010) — requires public bodies to advance equality of opportunity and foster good relations.
  • RICS Rules of Conduct (effective 2 February 2022) — Rule 4: members must encourage diversity and inclusion.
  • RICS Inclusive Employer Quality Mark — sets expectations for inclusive recruitment, retention and progression.

Ethics and Rules of Conduct angle

Rule 4 of the RICS Rules of Conduct requires members to "treat others with respect and encourage diversity and inclusion": a positive obligation, not merely a prohibition on discrimination. Candidates must be able to articulate how they actively encourage diversity, not just how they avoid discriminating. Rule 1 (honesty and integrity) also applies: a member who publicly endorses diversity while privately tolerating exclusionary behaviour is acting in bad faith.

APC-style Q&As

Q (Level 1)What are the nine protected characteristics under the Equality Act 2010?

Age; disability; gender reassignment; marriage and civil partnership; pregnancy and maternity; race; religion or belief; sex; and sexual orientation.

Q (Level 1)Give two benefits of having a diverse team on a surveying project.

A diverse team is less susceptible to groupthink, increasing the likelihood that risks and flawed assumptions are challenged before they become costly. It is also better placed to serve diverse client bases effectively, because team members bring a wider range of lived experience to understanding client needs and communicating with different stakeholders.

Q (Level 2)Explain the difference between diversity and inclusion and why both are needed.

Diversity is the demographic mix of a team: the range of backgrounds and experiences present. Inclusion is whether those people actually feel valued and able to contribute fully. A team can be diverse yet deeply exclusive if certain members' contributions are ignored or if progression flows through informal networks. The performance benefits of diversity are only realised when inclusion structures ensure different perspectives are genuinely heard. Both are needed.

Q (Level 2)How has your firm demonstrated its commitment to diversity and inclusion?

(example) My firm is a signatory to the RICS Inclusive Employer Quality Mark and publishes an annual diversity data report. We have a graduate mentoring programme pairing each new joiner with a senior mentor, and we recruit through partnerships with universities with high proportions of students from under-represented groups. Our interview process uses structured, competency-based questions scored against agreed criteria, reducing the scope for unconscious bias in selection.

Q (Level 3)A client has asked you to ensure the project team reflects the diversity of the community in which the development will be built. How do you approach this?

(example) I would review the demographic profile of the local community and assess how the proposed team compares, not to satisfy a checklist but to understand whether the team has the perspectives needed to engage effectively with local stakeholders. I would widen the supply chain to include local SMEs with strong diversity credentials, assessing social value commitments at pre-qualification. I would ensure diverse appointments had meaningful roles with real accountability. I would be careful throughout to ensure any diversity-targeted activity remained within the Equality Act 2010 framework, which permits positive action but not positive discrimination, and would document the approach and report progress quarterly to the client.