PENTATEAMS. New skills and competences for high performing and inclusive teams

<< Background >>Observations carried out with managers and teams revealed increasing difficulty in working together in environments marked by cultural, generational, and social diversity. Despite its importance, human coordination is rarely considered in current systems, which are often focused on technical skills. Several studies point to a lack of tools for building trust, clarifying roles, or ensuring psychological safety, all of which are essential for group effectiveness.Google’s Aristotle study (2018) confirmed that a team’s performance mainly depends on the quality of its interactions. However, mixed teams seldom have practical methods to handle their differences, which can lead to tension, demotivation, or loss of engagement.PENTATEAMS addresses this need by offering practical tools for managers and their teams to create workplaces that are more inclusive and efficient. The project is aimed primarily at team leaders involved in professional training, in small and medium-sized businesses with apprentices, or in organizations supporting pathways to employment.<< Objectives >>The project aimed to improve collaboration within organizations facing cultural, generational, and social diversity. It sought to highlight that team performance relies above all on the quality of interactions, trust, and clear roles for everyone. The main goal was to promote healthier and more inclusive workplaces where each person feels legitimate and involved.PENTATEAMS set out to help managers and employees better understand the mechanisms that influence cooperation, based on the five dimensions identified in Google’s Aristotle study. The project aimed to build the ability to identify obstacles to collaboration and to strengthen behaviors that support communication and a sense of usefulness.In the long term, it aimed to encourage changes in managerial practices by placing people at the center of performance. Organizations were encouraged to see diversity not as a barrier but as a lasting driver of innovation, efficiency, and well-being at work.<< Implementation >>To achieve its goals, the project followed a step-by-step approach involving the target groups directly. The first phase was a desk research that identified the challenges related to diversity and inclusion in the labor markets of the partner countries. Based on this, a shared framework inspired by the five factors from the Aristotle project was established to guide all outputs.During the design phase, a self-assessment tool and a certified training system (Open Badge) for managers were developed. These initial deliverables were tested and then adjusted according to user feedback. Afterwards, videos and guides presenting testimonies from European managers were produced to showcase inspiring practices and support dissemination.A digital toolkit for teams was then created and refined after testing with several employees to strengthen cohesion and inclusion. Finally, a learning, teaching and training activity and dissemination events were organized for SMEs, training organizations, and local stakeholders to promote transferability and long-term adoption of the tools.<< Results >>The project produced a series of concrete and accessible deliverables in six languages:- A desk research on diversity in the labour market of partner countries, used as a basis for the outputs (available only in English)- A booklet presenting the five key areas of the project- A 30-question self-assessment tool tested by 166 managers- A five-module training system to improve managerial practices (certified with an Open Badge)- 20 video interviews and 20 guides showing inclusive practices from European managers- A good practice guide listing successful initiatives in the partner countries- A digital toolkit containing 25 resources tested by 58 employees- Nine trainers trained to ensure continued use of the tools- A website gathering all resources to secure long-term access- Five dissemination events that raised awareness among 123 professionals including managers, SMEs, trainers, employeesThese results laid the groundwork for a network on inclusive management and several organizations expressed interest in integrating the tools into their internal systems beyond the project.