2016 - Nipping it in the bud

This isn’t a seasonal reference to it being a good time to get on top of the pruning in the garden, but rather a plea for people managers to stop conflict in the workplace before it gets out of hand – even though your doing so may lead to less work for us here at Su Allen HR!

A recent survey by HR’s professional body, the CIPD, found that conflict in the workplace is on the rise. It’s therefore increasingly important that those dealing with employees are equipped to arrest conflict before it becomes a problem. Unfortunately, there is evidence that many don’t have the skills required to diffuse conflict in a timely fashion.

The CIPD’s ‘Managing conflict at work: Guidance for line managers’ says that it is “essential that line managers have the skills, knowledge and confidence to identify and manage workplace disagreements… at an early stage”. This guidance document sets out an excellent competency framework to assist people managers to proactively manage conflict, such as: monitoring team relationships; being sensitive to bickering; avoiding tacit approval; behaving as a role model; and building trust and mutual respect.

It also highlights the benefit of quickly “having a quiet word with [those] involved” and, in some conflict situations, acting as an “objective broker” of solutions while being “careful not to take sides”.

Calmness and patience are key

When you’re dealing with conflict in the workplace, don’t try to just find the quickest solution.  Some matters, such as gross misconduct, will require urgent action, but for others, allow time for yourself and those involved to fully understand the problem.  We all make snap judgements of people and situations, but a temporary reservation of judgement of the rights and wrongs  of the situation – combined with a desire to understand the conflict – will help your investigation  and often serves to ‘nip it in the bud’.

You should approach the situation with a genuine mindset of concerned and curiosity to find out what has happened to lead to such conflict.

Listen separately to the parties involved to understand them without feeling a need to respond with a judgement. This will enable you to fact-find and understand their feelings and interests

Wherever possible, it’s best to bring the parties together to discuss their feelings and perspectives, but don’t judge the situation or make an instant decisions at the meeting. Explain the meeting’s purpose is for them to hear each other’s points of view. At the end, remember to tell them when you will come back to them with your decision regarding the next steps.

Will it work?

At best, disagreements and misunderstandings will have been resolved via such one-to-one meetings. If not, the employees may discover how to resolve matters themselves within the joint meeting. Or you, in liaison with professional HR support, may have been able to use the meetings to decide what steps can be taken to manage the conflict informally.

At worst, if the conflict has proved intractable and irresolvable, you will have carried out an initial, measured and fair investigation so the situation can be dealt with under your formal procedures as necessary. This will stand you in good stead if ultimately the matter escalates to a Tribunal hearing as a result of resignation or dismissal of an involved party.

Why bother?

All of us naturally tense up in the face of conflict and become ‘on our guard’. A lack of confidence to address emergent conflict may stem from fears of becoming embroiled in messy, legalistic proceedings and being held responsible for actions taken on the hoof – so you may prefer to initiate formal procedures to safeguard against potential criticism and recriminations. However, as shown above, nipping any issue in the bud may save you a lot of time, effort, and ultimately, money.

 

Su Allen HR helps employers by providing a range of HR support that includes advice on how to handle difficult situations, writing clear policies which ensure fairness and consistency in all aspects of managing employees, and providing coaching and training where required. Contact us on 01582 883299 if you’d like to hear more.

 

Helen Skepper

Su Allen HR