Diversity and Inclusion in Project Management Teams

Introduction

To remain competitive and successful, organisations must exercise their moral muscles by incorporating diversity and inclusion into their every expanse. Diversity and inclusion are requisites for the widespread success of any organisation, including project management teams. The potency of heterogeneous teams arises from their ability to enhance creativity and innovation, which translates into exceptional decision-making capabilities. The arguments purported in this article, with an exploration of three leading organisations, highlight how embracing diversity fosters inclusivity, thereby enhancing productivity and collaboration and transforming organisations into domains of success. Nevertheless, it is pertinent to tackle the challenges that may hinder progress towards diversity and inclusion. By overcoming the ingrained biases through training initiatives, mentorship programmes, and tracking explicit goals, organisations can unlock the full spectrum of success and tap into an untouched pool of talent to drive innovation to unprecedented heights while reaping the benefits of an inclusive culture. 

Importance of Diversity and Inclusion

Enhancing Innovation and Creativity

Multifarious teams comprise individuals with distinctive backgrounds, lived experiences, and perspectives, which foment a broad spectrum of viewpoints and contribute to developing innovative solutions. This notion is endorsed by the Boston Consulting Group’s research (Lorenzo et al., 2018), which underscores that companies that possess diverse management teams achieve a 19% increase in revenue, specifically from innovation. Furthermore, Dixon-Fyle et al. (2019) suggest through a study conducted that organisations with diverse leadership tend to surpass their industry counterparts in terms of profitability. By embracing diversity, companies harness the power of varied perspectives, leading to the development of innovative thinking and effective problem-solving approaches. The evidence discussed strongly indicates that diversity is a pivotal factor that drives success and provides organisations with a competitive edge in today's dynamic and complex market landscape. 

Improved Decision-Making

According to research conducted by Solomons, M., and Polonskaia, A. (2024), it has been unequivocally proven that teams consisting of diverse members are significantly more successful in their decision-making endeavours as compared to teams that comprise individuals with analogous backgrounds and perspectives. Remarkably, this finding demonstrates an approximately 87% occurrence, making it a startlingly high success rate. The fundamental reason behind this unprecedented success lies in the fact that diverse team members bring with them a plethora of unique perspectives and experiences, which play a crucial role in reducing the occurrence of groupthink and fostering a culture of critical analysis within the team dynamic. Ergo, these factors culminate in the team's ability to make more informed and versatile decisions, leading to their resounding performance. 

Building a Diverse and Inclusive Project Team

Leadership Commitment

Efficacious diversity and inclusion initiatives rely heavily on strong support and unwavering commitment from top-level executives and senior leadership in any organisation. It is paramount for leaders to actively promote and consistently demonstrate inclusive behaviours to foster a truly inclusive and harmonious work environment. This holds true for project management team formation and the selected project manager to lead the initiative under execution to success. This indispensable task involves not only the establishment of clear and measurable goals but also the provision of all the necessary resources and tools required to achieve those goals.

Moreover, it necessitates that accountability and responsibility for advancing diversity and inclusion are firmly and consistently upheld throughout the entire organisation, as this will cascade to teams within. Only by embodying these principles and actively encouraging them can leaders within organisations ascertain that diversity and inclusion truly become ingrained in the fabric of the organisation, thereby unlocking the immense benefits and potential they bring both at a high and granular level. 

Inclusive Recruitment Practices

It is critical to implement transparent recruitment processes that are equity-based for the purpose of building diverse and inclusive teams that mirror the values and goals of the organisation. This should include broadening the scope of candidates and ensuring that biases are successfully eradicated from the recruitment process. In an APM YouTube video titled “Embracing Diversity and Inclusion” (2020), it was voiced that it was equally imperative to curate job descriptions in such a way that they promote inclusivity and attract individuals from all strata of society, backgrounds, and experiences. By adopting and incorporating such practices, organisations can foster a culture of equality and harness the power of diversity in the organisation to drive innovation and success. 

Creating an Inclusive Culture

Alexander (2021) purports that an inclusive culture constitutes a chassis where every team member feels appreciated and respected. This is ascertained by providing regular training and creating a safe space so that everyone's opinions are heard, considered, and acted on. It should be the prerogative of the project manager to keep team members motivated by allowing them not to be prohibited from sharing their ideas, which will foster a sense of belonging. Notwithstanding, it is important to stimulate a diverse and inclusive project team encompassing varied backgrounds and experiences.

Realistically, this can be entrenched through initiatives like affinity groups and mentorship programmes that will inevitably provide support and resources for underrepresented individuals on the project team. Other activities like team-building exercises, workshops, and training sessions that promote empathy and understanding will help to concretise inclusivity on project teams. Ultimately, Jones et al. (2020) support the idea that cultivating an inclusive culture requires continuous effort and commitment from all team members and leaders. 

Overcoming Challenges

Addressing Unconscious Bias

Implicit biases within organisations can impede diversity and inclusion initiatives, thereby creating inequitable advantages or disadvantages based on race, gender, or other social identities within teams. As mentioned before, organisations must prioritise educating employees about these biases. One effective method that is reputed to hold some credence is an activity called blind recruitment. As Alexander (2021) mentions, it encompasses the removal of identifiable information from job applications to minimise bias. To complement the efficacy of this, cultural competence training to help employees recognise and understand diverse cultural perspectives should become mandatory for organisations. In addition, ongoing diversity workshops within organisations will help to foster awareness and empathy, thereby addressing and stymieing unconscious bias. 

Ensuring Representation at All Levels

I would be remiss if this article seemed to be focusing mostly on lower-level positions. For diversity and inclusion to be holistically sound, organisations must ensure and actively strive for diversity across all levels, even at the executive and senior leadership levels. This can be realised through the creation of many opportunities for career growth specifically tailored to underrepresented groups, ensuring that they have equal access to leadership positions. Subsequently, it is of utmost importance to prioritise diversity in organisational succession planning, as this will enable organisations to foster a more inclusive and well-rounded environment. At its core, given that the decision at the top permeates to lower levels in the organisation, it is important that true representation be at all levels to ensure that the work being done in terms of diversity and inclusion is felt throughout the entire workforce. 

Measuring and Communicating Progress

Dixon-Fyle et al. (2019) noted that for diversity and inclusion initiatives to be successful, organisations must track their progress. The specific examples that were cited in their articles were the establishment of specific metrics to gather data to consistently assess the results that will be used to adapt strategies based on the findings. Most of the literature on diversity and inclusiveness mandates the requirement of open and transparent communication about objectives, goals, and accomplishments. This is vital for sustaining the momentum and garnering ongoing support from the organisation, regardless of the level within the organisation.

By continuously ensuring monitoring and evaluation of the effectiveness of diversity and inclusion programmes, the organisation can identify areas for improvement and make necessary adjustments to ensure the work being done to foster an inclusive and equitable workplace for all employees is realised. In the McKinsey published article titled “Diversity Wins: How Inclusion Matters,” the commitment to embracing diversity and inclusion is argued to be ingrained within an organisation's culture, policies, and practices and regularly reinforced through training, workshops, and recognition programmes to drive powerful impact and positive change. 

Mini Case Studies of Successful Diversity and Inclusion Implementation

Royal Bank of Canada

The Royal Bank of Canada is “one of the largest banks in Canada and one of the largest in the world based on market capitalisation”. The company has been a forerunner in promoting diversity and inclusion within and has been recognised for having diverse teams drive innovation and better business outcomes. The Royal Bank of Canada (RBC) leverages diversity and inclusion within its project management teams to enhance performance, drive innovation, and promote equity. By implementing diverse recruitment practices and unconscious bias training, RBC ensures equity in hiring. The organisation is reputable for inclusive leadership training with the aim of assisting leaders in creating supportive environments while encouraging equitable development opportunities and Employee Resource Groups (ERGs) to provide growth support for underrepresented groups within the organisation.

Firsthand experience has exposed me to the formation of project teams that are, at most, intentionally formed to be diverse to foster creativity and inclusive practices. The transparent approach to releasing diversity and inclusivity statistics holds leaders responsible for diversity outcomes. As a result, RBC has seen improved team performance, innovative solutions, higher employee engagement, and industry recognition. It is the executive and senior leadership’s commitment and continuous improvement that underpin these efforts, demonstrating that a comprehensive approach to diversity and inclusion drives better business outcomes and sets a benchmark for other organisations, specifically those in the financial services industry, both locally and internationally. 

VolkerWessels UK

As a “multidisciplinary contractor delivering innovative engineering and construction solutions across the rail, highways, aviation, ports, defence, energy, water, and environment sectors”, VolkerWessels UK demonstrated its position as being dedicated to its efforts to prioritise DEI in all aspects of their operations. When prompted with “how VolkerWessels UK is using diversity and inclusion in the project management team promoting equity and innovation”, the ChatGPT-generated text indicated that their “profound commitment in this regard is reflected through their extensive range of strategies, policies, and training programmes that are designed to foster and promote diversity and inclusion at every level within the organisation”.

Furthermore, it was exposed that they “actively engage in numerous external initiatives and collaborations aimed at advancing equality, fostering inclusivity, and breaking barriers” (OpenAI, 2024). It was deduced that by actively seeking out diverse perspectives, VolkerWessels UK ensured that they were equipped with a wealth of unique viewpoints, which in turn helped them develop innovative solutions and consistently achieve optimal results for their valued clients. It is evident that VolkerWessels UK's unwavering dedication to setting new industry standards for equality and inclusivity within its industry of operations serves as a testament to its commitment towards building a more inclusive and diverse future. 

Tech Industry Initiatives

Alexander (2021) clearly articulated in the “How to Build More Diverse and Inclusive Project Teams” article that Google and Microsoft, two of the largest and most influential companies in the technology industry, have consistently shown a profound dedication to fostering diversity and inclusion within their organisations. According to the article published by TechRepublic, these tech giants understand the immense value of embracing diverse perspectives and have taken significant steps to revolutionise the entire sector. The initiatives undertaken typically focus on cultivating a highly diverse and talented workforce, creating inclusive work environments that empower every individual, and providing extensive opportunities for continuous learning and personal growth. The profound impact of these groundbreaking actions is evident in the extraordinary team dynamics and the unprecedented level of innovation witnessed in the development of exceptional products and groundbreaking solutions by these tech behemoths. 

Conclusion

Necessitating diversity and inclusion in project management teams and, at large, organisations is not only an appropriate action to take, but it also offers significant strategic benefits. By espousing a broad spectrum of perspectives and fostering more inclusive and diverse teams, organisations can unlock a profusion of innovation, enhance their decision-making capabilities, and achieve improved project outcomes. It is worth noting that effective leaders play a pivotal role in championing diversity and inclusion initiatives by actively working to entrench them into the very fabric of their organisation's fundamental principles. As the global business landscape continues to evolve, those organisations that prioritise fairness and inclusivity will find themselves better positioned to thrive and expand their influence. This proactive approach to multiplicity in teams will indubitably contribute to long-term organisational success and growth. 

Reference Literature: 

1. Alexander, M. 2021. "How to Build More Diverse and Inclusive Project Teams."

2. Association for Project Management. 2020. "Embracing Diversity and Inclusivity."

3. Dixon-Fyle, S., Dolan, K., Hunt, D., & Prince, S. 2019 (McKinsey). "Diversity Wins: How Inclusion Matters."

4. Hendershot, S. (Host). 2023. "Promoting Diversity and Inclusion in Project Teams."

5. Jones, G., Chirino Chace, B., & Wright, J. 2020. "Cultural Diversity Drives Innovation: Empowering Teams for Success."

6. Lorenzo, R., Voigt, N., Tsusaka, M., Krentz, M., & Abouzahr, K. 2018. "How Diverse Leadership Teams Boost Innovation."

7. OpenAI. 2024. "ChatGPT (Jul 9 Version) [Large Language Model]."

8. Solomons, M., & Polonskaia, A. 2024. "How Diverse Teams Increase Innovation and Growth."