The majority of employers believe their employees would feel confident to speak up about any conflict they experience at work but recent research shows many just let it go.
Almost half (47%) of employees experiencing conflict at work report that they let it slide while less than a third (29%) discussed it with their manager and/or HR, according to the Chartered Institute for Personnel and Development (CIPD) report How employers are tackling bullying and harassment at work.
The findings suggest much workplace conflict goes unaddressed. Understanding why employees don’t speak up can be challenging for employers and a change in culture and approach may be necessary.
The quiet crisis
When left unresolved, workplace conflict can create many issues for organisations and their employees. People who experience it have lower job satisfaction and are more likely to experience poorer mental and physical health, the CIPD Good Work Index shows.
Unhealthy conflict like bullying and harassment can also cause stress and lead to employee absence, low morale and poor retention. According to our research, 9% of employees have decided to look for a new job in response to such experiences.
Unreported conflict can indicate that employees lack confidence in the organisation to address issues constructively. It can also be a sign that people are unaware of reporting channels or it may point to wider cultural issues within the organisation.
The two main challenges businesses face in dealing with bullying and harassment are a lack of senior leadership and role-modelling and a lack of confidence on the part of line managers to challenge inappropriate behaviour – both issues were cited by 38% of CIPD respondents.
Improving reporting channels
It’s important that employees know how they can call out inappropriate behaviour and there should be a variety of ways for employees to raise concerns. These channels range from informal chats with line managers to confidential reporting lines, such as anonymous and confidential telephone helplines from third parties.
Establishing ‘dignity at work adviser’ roles – individuals that are impartial and knowledgeable about issues like bullying and harassment – can offer a safe space for informal support and advice.
Having an anti-bullying and harassment policy which outlines a robust approach to inappropriate behaviour can prevent further conflict and enable people to speak up. This will help to create a culture where everyone feels able to challenge unfair treatment.
When a specific conflict is raised, such as allegations of bullying and harassment, any complaints should be investigated promptly, discreetly and fairly. This helps to ensure that employees have confidence in the process and know that any future concerns will be addressed.
Early conflict resolution
Conflict needs to be approached from a strategic, preventative standpoint rather than in a reactive, ad hoc way. Too often, formal processes can be drawn out and add further stress for people, as well as being challenging and costly for an organisation.
Where appropriate, employers should consider using the more informal routes to resolution. When differences are addressed and proactively managed at an earlier stage, there’s a much better chance of stopping the problem from escalating and becoming a full-blown dispute.
A problem-solving approach can also help to maintain employment relationships, rather than putting them under more strain during a formal process.
The role of managers in conflict resolution
The role of both senior management and line management is pivotal to preventing and managing conflict at work.
Senior leaders have a defining influence on company culture and their actions can help create an organisation where others feel safe to speak up. They also set the tone for appropriate standards of behaviour and have oversight of organisational policies and procedures.
As such, they need to send a strong message to managers and the wider workforce that all instances of unfair treatment will be taken seriously.
Line managers also need to lead by example and model behaviours based on dignity and respect. They should build trust-based relationships in their team and be alert to any simmering tensions between people.
Crucially, they need to be open and approachable so that employees feel able to raise concerns. Training and guidance can help to ensure that managers have the confidence and skills to nip any conflict in the bud and play a positive role in handling conflict. This includes specific training in areas such as ‘having difficult conversations’ and early conflict resolution.
Creating workplaces built on dignity, respect and inclusion begins at the top and requires senior leaders who visibly display the positive values of the organisation. Senior leaders should actively encourage and demonstrate having open, honest conversations.
Fostering healthy working relationships between people at all levels can help to build a supportive workplace culture, where all employees feel safe and empowered to speak up.
Rachel Suff is Senior Employee Relations Advisor for the Chartered Institute of Personnel and Development.
