Can a workplace investigation be a positive thing?

The circumstances surrounding most workplace investigations are serious and negative for all involved. While everyone focuses on fulfilling their personal or company objectives, many organisations lose sight of the positive aspects of conducting an investigation, as a form of business best practice.

Try looking at investigations in a different light:

They are mobilising. First and foremost, an investigation is doing something about the situation. After a conflict situation escalates to formal stages, it may be difficult to know what to do, or who is right. An investigation is designed to clarify a muddy situation by unscrambling the allegations.

They listen. Investigation interviews allow each party to state their case. On a more emotional level, they feel that their concerns are fully heard and have been able to say their piece to an unbiased listening ear. When handled professionally and independently, this can significantly help to diffuse the cloud of tension surrounding most investigations.

They are enabling. Once outcomes are determined, the HR or line manager is then able to take appropriate action. A well-written investigation report should shine a light on how the parties can move forward, whether it be a warning, or some training, or a mediation.

They are fair. Our investigation reports are always written in such a manner that doesn’t blame, criticise or criminalise the parties but treats all equitably and with respect, leaving room for everybody to move forward afterwards.

They are constructive. In many investigation cases, the parties will be required to work together afterwards. This is where investigation report can be of additional value, by including practical recommendations as to how the relationship can be brought back on track.

They provide learning. While some parties will be unhappy with an investigation outcome, even Respondents whose allegations against them have been upheld can take something positive from the experience. Having had their behaviour under the spotlight, they will no doubt be clearer on boundaries of conduct in the workplace and their own style. Depending on the visibility of the outcomes, the case may also provide learning for other colleagues about what is expected in terms of respectful co-worker interaction. For Complainants, even if their allegation hasn’t been upheld, it can be reassuring to know they weren’t being discriminated against, for example.

Finally, it is worth mentioning that you don’t have to wait for a formal grievance to be raised in order to conduct an investigation. If concerns have been raised, a line manager can action an investigation to get to the bottom of an informal conflict situation. This could prevent further escalation i.e. an eruption, a grievance, a departure, etc.  

People Resolutions provides independent conflict resolution services, including workplace investigations and mediation. If you’d like to talk through any situation, please don’t hesitate to give us a call on 01908 488 828, at no obligation.

Who’s leading the way towards Collaboration?

Earlier this week we were informed of new research from the Chartered Management Institute (CMI) and Penna that “Over four in ten managers (43 per cent) consider their line managers to be ineffective.”

Whilst this is shocking in itself, it won’t come as a surprise to many HR professionals in the UK.  A large proportion of conflict that we deal with at People Resolutions stems from poor communication – most likely between line managers and employees.

The research also found a strong link between line manager effectiveness and business performance: “Only 39 per cent of managers in low performing business thought their line managers were effective, compared to 80 per cent in high performing organisations”.

People Management Training as a whole has been around for years – but is it working?  This research would suggest not.  However, this brings the fore the importance of leadership to an organisation.  Can a workforce ever truly be 100% effective if the leadership isn’t?

As part of our 2012 mission help organisations move from conflict affliction to collaborative performance, we must also address the question of who leads such a move in organisational culture. With workplace conflict currently costing UK businesses over £24 billion per year, the drive to minimise conflict and move towards a more collaborative culture is more important than ever.  As will all substantial shifts in organisational culture we believe that this should be lead from the top.