Download 3 FREE Employee Performance Templates
Download 3 FREE Employee Templates
We don’t want people around us who just don’t give a sh*t about our workplaces.
Conflict occurs, but we shouldn’t let the bad kind of conflict go so far, that it starts to break down the fabric of our workplaces, the effectiveness of our teams, and the performance of our people.
That’s why handling disputes and grievances is quite an important thing to get right.
Ideally, this is where we want things managed well, so as to avoid formal procedures that ultimately result in a disciplinary pathway. The thing is, for informal complaint management to work, it requires a workplace where people feel safe to talk about their problems.
Establish a process where employees can have face to face discussions, or at least send emails, to air their concerns or issues informally (yet still appropriately).
Informal processes are all about getting two people on the same page as quickly as possible, or at least enabling a conversation to end at a place where each party understands the others’ views and can get on with their day.
This approach needs a person to lead the discussion, giving each person their time to be heard, and seeking understanding from all parties about the feelings being shared. This isn’t rocket science, it just needs a little bit of finesse and fast responses before things get out of hand.
Unfortunately, there are many times when formal complaints may be the only pathway forward. A formal complaint won’t always end in a formal workplace investigation taking place, but it needs to start with the view that it may.
This means obtaining a written statement from the complainant and asking for whatever supporting evidence they may be able to furnish, with names of witnesses who can corroborate the complaint.
When you receive a formal complaint, be sure not to jump too far ahead, too soon, skipping those critical first steps of obtaining written statements to be totally clear about what is being alleged.
Too often, we see employers thinking they’ve “investigated” a complaint, when all they’ve done is hold rushed conversations with predetermined outcomes (warnings or terminations) in mind.
That results in biased procedures, missed information, and potentially unfair or unjust procedures that could result in several claims against the employer.
Take your time, conduct yourself in a measured manner, and give equal treatment with enough air to all the people concerned prior to moving to decisions and outcomes.
When formal or informal procedures run their course, the Employer is left to make a decision on what comes next. These outcomes may include any of the following:
We like to work towards a desired outcome being reached within 10 business days, however, some matters are difficult and complex, and in those cases, it’s not about a fast outcome but the most reasonable outcome possible in the circumstances.
Disputes and conflict are a natural part of our workplaces, and any successful workplace is able to accommodate conflict in a healthy manner.
Dispute handling and grievance procedures are likely to assist everyone, because every workplace that houses humans will face conflict at some time. If people know how to move through conflict, conflict shouldn’t derail your business.
When we manage conflict for our clients, we make sure our procedures provide space and enough time for the right conversations to take place. This not only mitigates the risk employers carry whenever dealing with workplace disputes, it also ensures employees don’t walk away feeling they were not heard, or not treated equally.
