Workplace conflicts are unavoidable, and when not handled in a just or timely manner, it can lead to distrust and resentment among employees.
Managers are critical players in ensuring the resolution process is settled fairly and both parties’ accounts are taken seriously.
Let’s take a look at the best practices managers can do, as shared by HR practitioners.
Don’t take sides
Fair enough. Before the manager begins the mediation, he should not take sides or already have a decision made.
It is essential for the manager to be impartial, listen well, scrutinise the evidence, and find out what resolution both parties want.
Leaders can support the process by asking questions from parties involved and explore the situation to get the details down. Another tip is to avoid leading questions or statements that can sound confronting to the employee.
By letting the employees know they are heard and careful consideration has taken place, they can accept the outcome even if it is not what they wanted.
Never embarrass the employee
Some workplace conflicts can arise due to sensitive matters, and both parties’ reputation can be at stake.
Make the time to speak privately to the individuals and staff close to them as they might become emotional or defensive. Remind the staff of the mediation’s common goal.
During the conversation, keep the tone neutral and the information factual by requesting for paper trails or messages. Respect the employee’s side of the story by not doling out opinions or trying to lighten the situation.
Another reason for maintaining privacy is to prevent the matter from being blown out of proportion or stoke rumours within the company.
By keeping the mediation professional, the manager can avoid garnering attention towards the case.
