Employees remain silent about workplace conflict. This is how HR can help

The majority of employers believe that their employees would feel confident if they spoke up about any conflict they experience at work, but recent research shows that many simply let it go.

According to the Chartered Institute for Personnel and Development (CIPD) report, almost half (47%) of employees who experience conflict at work say they let it slide, while less than a third ( 29%) discuss this with their manager and/or HR. How employers tackle bullying and harassment in the workplace.

The findings suggest that many conflicts in the workplace go unaddressed. Understanding why employees don’t speak up can be a challenge for employers and a change in culture and approach may be necessary.

The silent crisis

When conflicts in the workplace remain unresolved, they can cause many problems for organizations and their employees. People who experience this have lower job satisfaction and are more likely to have poorer mental and physical health, the CIPD Good work index shows.

Unhealthy conflict such as bullying and harassment can also cause stress and lead to employee absenteeism, 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 conflicts may indicate that employees do not have confidence in the organization to tackle problems constructively. It could also be a sign that people are unaware of reporting channels, or it could point to broader cultural issues within the organization.

The two main challenges companies face in dealing with bullying and harassment are a lack of senior leadership and role modeling and a lack of confidence among line managers to tackle inappropriate behaviour. Both problems were mentioned by 38% of CIPD respondents.

Improving reporting channels

It is important that employees know how to report inappropriate behavior and that employees have a variety of ways to raise concerns. These channels range from informal conversations with line managers to confidential hotlines, such as anonymous and confidential third party telephone helplines.

Creating a role as a dignity at work advisor – individuals who are impartial and knowledgeable about issues such as bullying and harassment – ​​can provide a safe space for informal support and advice.

Having an anti-bullying and harassment policy that outlines a robust approach to inappropriate behavior can prevent further conflict and empower people to make their voices heard. This will help create a culture where everyone feels empowered to challenge unfair treatment.

When a specific conflict is raised, such as allegations of bullying and harassment, any complaints must be investigated promptly, discreetly and fairly. This helps ensure that employees have confidence in the process and know that any future issues will be addressed.

Early conflict resolution

Conflicts must be approached from a strategic, preventative standpoint rather than in a reactive, ad hoc manner. All too often, formal processes can become drawn out, which causes extra stress for people, but is also challenging and expensive for an organization.

Where appropriate, employers should consider using the more informal routes to resolution. When disagreements are addressed at an earlier stage and managed proactively, the problem is much more likely to not escalate and develop into a full-blown dispute.

A problem-solving approach can also help maintain employment relationships, rather than putting more strain on them during a formal process.

The role of managers in conflict resolution

The role of both senior management and line management is critical in preventing and managing conflict in the workplace.

Senior leaders have a defining influence on company culture, and their actions can help create an organization where others feel safe to voice their opinions. They also set the tone for appropriate standards of behavior and oversee the organization’s policies and procedures.

As such, they must send a strong message to managers and the wider workforce that all cases of unfair treatment will be taken seriously.

Line managers must also lead by example and model behavior based on dignity and respect. They must build trust-based relationships within their team and be alert to any simmering tensions between people.

Crucially, they are open and approachable so that employees feel able to voice their concerns. Training and guidance can ensure that managers have the confidence and skills to nip any conflict in the bud and play a positive role in managing conflict. This includes specific training in areas such as ‘having difficult conversations’ and early conflict resolution.

Creating workplaces based on dignity, respect and inclusivity starts at the top and requires senior leaders who visibly exemplify the organization’s positive values. Senior leaders must actively encourage and demonstrate open, honest conversations.

Fostering healthy working relationships between people at all levels can help build a supportive workplace culture, where all employees feel safe and have the opportunity to express their opinions.

Rachel Suff is a Senior Employee Relations Advisor for the Chartered Institute of Personnel and Development.