workplace conflict - how organisations do (or don't) deal with it

www.thetcmgroup.com © 2015

Workplace Conflict

How organisations do and don’t’ deal with it.


• Duration – 45 minutes(ish).

• Recorded and transcribed.

• Link to slides and video sent out next week.

• Polls and questions – please participate.

• Free copy of TCM Model Resolution Policy for all attendees.

• Sit back, relax and enjoy!

Welcome to the webinar


• David Liddle, CEO of the TCM Group

• Jonny Gifford, CIPD Researcher, specialist in employee relations and engagement

• Jane Fairhurst, Head of Employee and Industrial Relations, Royal Mail

• Richard Saundry - Associate Professor in HR and Leadership Studies at Plymouth University

Today’s line up of fabulous speakers


We are a management consultancy with a difference. We help organisations to achieve their full potential by removing the barriers of conflict, change and communication breakdown.

• We have been in business for 14 years.

• Core services: Employee and Industrial Relations, Consulting and Training

• We have set up over 300 integrated resolution schemes in organisations across the UK.

• We employ a team of full time mediators and trainers supported by world leading associates.

• Created the FAIR Mediation Framework™

• We are accredited by Customer First


1. Common causes of workplace conflict.

2. Understanding how conflict unfolds.

3. Reducing conflict, stress, absence and sickness.

4. How Royal Mail tackled bullying and harassment.

5. Measuring the value and benefits of mediation.

6. The whole systems approach to conflict management.

Hot topics…


Our first presentation:

Jonny Gifford, CIPD Researcher, specialist in employee relations and engagement.


Questions and discussion


• We have become reliant on policies, procedures and processes. These procedures are vital but they impede common sense.

• They are reactive and intrinsically adversarial – they create a culture of FEAR and SUPPRESSION.

• The impact of conflict/bullying is not measured, evaluated or assessed. Who really knows, or cares, what it costs?

• HR/Unions and management pulling in different directions.

• Leadership is f’ing tough: Feelings, Frustration and Fights.

• Organisations often leave it too late – they throw money and time at problems that should be resolved much sooner.

• We don’t fully understand the anatomy of conflict and as a result, we address the symptoms, not the cause…

The problems with conflict at work.

The bogey man is going to get you…


The

anatomy

of a

conflict


1. Unions, HR and Managers working together to promote a resolution culture.

2. Early triage of cases – what do people need, how do they feel, why do they feel that way – what are their goals and their interests?

3. Focus on resolution of the problem rather than collecting evidence of wrong doing.

4. Avoid win-lose or lose–lose approaches

5. Listen and ask questions – be curious.

6. Be compassionate – act objectively and impartially.

7. But be assertive and challenge.

8. Provide ongoing support to all parties.

Some ideas/solutions


Our second presentation:

Jane Fairhurst, Head of Employee and Industrial Relations, Royal Mail

Agenda for Growth

Case Study

RMG – Introducing mediation

Agenda for Growth

The key to commercial success

Why is mediation important at Royal Mail

1. Agenda for Growth – Future Strategy

2. Delivering Cultural Change

3. Legal Protections

4. Industrial Stability

5. Pay & Reward

6. Ongoing Programme of Work

Agenda for Growth

Focus on B&H – Joint project team Introduction to TCM Agenda for Growth agreement Engaged the trade unions Identified best suppliers Referral process developed Communication to the business Relationship with TCM led to training of internal team Secondment of manager of the team from TCM Mediation now very much a part of the IR dialogue

Mediation in Royal Mail

Agenda for Growth

The overarching objective is to reach agreement at

the lowest possible level.

Working together, listening to each others views and

always seeking mutual interest solutions should now

be our focus.

Information shared in a timely and professional way

is essential.

Engaging in the formal process is a last resort.

Long term success

Agenda for Growth

Some stats B & H Mediation 56 Referrals with 42 Agreements 22% of cases have gone to mediation in the 1st Year IR Mediation 26 cases with 24 Agreements in place Union engagement Ops and Mods

Agenda for Growth

The mediation service is viewed as a beacon of impartiality

and receives enquiries from both the union and management within Royal Mail

Mediation parties promoting the use of mediation at national events

Now looking at using the cost savings achieved in successful mediation cases to speculate on the potential savings where mediation is successfully used as a first stage intervention – The business case is writing itself

We intend to grow both mediation within B & H policy and within the IR Framework. Looking at how it will work in a new Grievance policy

Impact and success so far

Agenda for Growth

General feedback

Patterns emerging that will assist cultural change

Mediation is allowing for better quality conversations at all levels

National forums promoting and reinforcing the mediation message


What is Mediation?

“Mediation is a non-adversarial way of resolving

difficult situations. Mediation is a mind-set, a

framework and a set of skills.

The mediator is neutral. They help the two or more

parties have an open and honest discussion to identify

a mutually acceptable outcome. A win/win outcome.

Mediation is about collaborating rather than blaming.

Any agreement in mediation comes directly from the

parties, not from the mediator. The mediator is not

there to judge, or to tell those involved in the

mediation what they should do. Mediation is both

voluntary and confidential” Liddle, David 2015


The benefits of mediation (ROI)

Financial Human

Management and HR time Productivity

Levels of grievances and complaints

Good will and team work

Investigations and determinations

Managerial confidence and leadership

Legal costs Employee engagement

Absence due to stress Employee wellbeing

Attrition Team performance/cohesion


Our third presentation:

Richard Saundry - Associate Professor in HR and Leadership Studies at Plymouth University


Grievance Resolution Formal, adversarial, judgement, blame, punitive, defensive,

draconian, rights based, combative, divisive, win-lose,

sanction, argument.

Informal, safe, talk, listen, empathy,

dialogue, resolve, non adversarial,

collaborative, interests based, openness,

values, consensus, mediate, win-win.


1. The Model Resolution Policy.

2. HR, Unions and Management engage in joint Resolution Training.

3. Create safe spaces for dialogue

4. Introduce a triage process.

5. Promote early resolution and mediation

6. Ensure that your approach is convergent with your core values.

7. Monitor and evaluate your approach.

Managing conflict – a real alternative


Possible resolution approaches

• Neutral evaluation/triage

• Facilitated Conversation led by HR, union or senior manager

• Mediation (internal or external)

• Team building or development

• Coaching

• Resolution meeting (formerly informal resolution)

• Investigation

• Formal Resolution Meeting (with right to representation.)

• Appeal (with right to representation)


POLL: Will you make greater use of mediation in your organisation?


1. Setting up mediation schemes like Royal Mail and NHCT.

2. Accredited mediator training.

3. Conflict audits and diagnostics.

4. Professional mediation services.

5. Management and leadership training.

How can TCM help?


Thank you for listening and participating

[email protected] www.thetcmgroup.com

workplace conflict - how organisations do (or don't) deal with it

Recruiting & HR

conflict management

anatomy of conflict

barriers of conflict

employee relations

industrial relations

resolution culture

head of employee

cipd researcher