HR professionals can play a crucial role in workplace conflict resolution, writes Jennie Walker
Frustrations, disagreements and personality conflicts are inevitable in the workplace, and managers are among the first to be tasked with helping their employees navigate these challenges. For front-line managers, conflict management can be one of the most uncomfortable job responsibilities they take on as new managers. Because conflict management is a critical skill for managers, companies would be wise to provide access to professional training and coaching for all front-line managers and new management recruits.
Even if there is access to these resources, HR professionals play an important role as mentors and partners in conflict resolution in the workplace by providing resources, organisational process and coaching. Strategies to resolve conflicts will differ according to the issue and the personalities involved. However, there are three tenets of conflict management in the workplace that are helpful for managers to always keep in mind:
- Proactively address conflict
Like flowing water that is trapped, conflict that is not addressed will find an outlet eventually. Avoiding it may in fact escalate the intensity by allowing time for more misunderstandings to occur. Avoidance may also damage employees’ belief in the manager’s competence in maintaining a harmonious team environment.
For example, a 2014 Financial Times article pointed to failure to address conflict as one of the main reasons managers lost the respect of their teams. Managers should not hesitate to have private conversations with those involved to learn more about what is at the root of problems and to find ways to help employees resolve their conflicts. A friendly conversation that is approached with genuine concern for an employee’s wellbeing is typically well received. Even when conflicts are not directly apparent or brought to the manager’s attention, there tend to be signs that a conversation is in order. Changes in employee behaviours, increased absences and noticeable reductions in productivity or social interactions are all potential indicators of conflicts brewing on a team.
- Remember the three roles a manager plays in conflict resolution
Managers should remember that their job is not to take sides or impose their opinions in the discovery process. Their first role is that of an investigator, listening and asking questions to fully understand what is going on between each of the involved parties. The manager’s second role is that of mediator, collaboratively identifying solutions with the employees to bring the conflict to peaceful resolution. Employee-generated solutions can be quite effective, since they already have the commitment of one or more parties.
Finally, the manager serves as a representative of the organisation, promoting organisational values and acceptable behaviours to maintain team harmony. This last role can be the most challenging when behaviours become disrespectful or violate organisational rules, requiring discipline and/or coaching. Front-line managers benefit from practise, such as role-plays and case study analysis, to build confidence in their approach to the most challenging conflict situations.
- Partner with HR
When employees are not willing to resolve issues together or the root of the problem is particularly contentious or sensitive, managers should know that HR is a trusted partner in the resolution process. Even before issues arise, HR partners can be helpful to managers by sharing conflict management resources that are available in the organisation, such as training, coaching and professional development guides or books.
When issues do surface, HR partners are helpful guides in the mediation and resolution process by serving as third-party investigators or mediators. They also serve as mentors to managers to ensure organisational protocol is followed, such as completing appropriate documentation or following the disciplinary process, should it be warranted.
Above all, front-line managers should be extended an open invitation to partner with HR whenever conflict arises. In order for that invitation to be accepted, HR professionals will need to build trusting and helpful relationships with the managers they represent.
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