What constitutes good mediation? Watch our video blog

What makes good mediation? And by the same token: what are some of the pitfalls to avoid?

In the second of our video blog series, Jo Jokiel discusses the benefits of appropriately used workplace mediation, including cost savings vs normal procedures. Jo shares our expertise on all areas of workplace conflict and people management giving practical advice to help you get a handle on employee issues at all stages from both an HR and line management perspective.

The video discusses the core objectives for a needs assessment including:

•         Gaining an overview of concerns, the people involved and how long the issues have existed
•         Understanding what the parties are looking to achieve
•         Assessing any risks to others, or the business
•         And picking up on any issues that may steer the situation away from mediation, such as mental health issues or allegations of a serious nature that must be investigated

Workplace mediation can provide a positive and lasting commitment to working better together. People Resolutions provide experienced and independent mediators to help.

Here at People Resolutions, we provide ourselves on our expertise and have helped many organisations by providing workplace mediation,investigation and training services through our network of UK- wide specialists, so listen in and take advantage of our experience.

When you have 2 minutes, why not have a watch or view the rest of our top tips videos online here.

Workplace investigations- internal vs. outsourced? Watch our video blog

Ever questioned whether you should handle workplace investigations internally or outsource?

As workplace investigation specialists, we have decided to share our expertise on all areas of workplace conflict and people management, giving you practical advice on how to get a handle on employee issues at all stages from both a HR and line management perspective.

Our series of video blogs will be covering issues from workplace investigations to workplace mediation.

The first in the series, hosted by Natalia Baker, our in-house expert, takes the time to discuss some of the common misconceptions about outsourcing the grievance handling process.

Three of the most common misconceptions, when it comes to outsourcing the grievance process are:

1.       Outsourced investigations take up too much time and expense to justify

2.       By handing over the investigation, we lose control of the process

3.       An outside investigator won’t be familiar without policies, procedures and culture

Natalia discusses these myths in more detail in the 5 minute video, so why not grab a cuppa and find out more here.

When a formal complaint or grievance is raised, People Resolutions can provide workplace investigations anywhere in the UK, carried out by professional, experienced and independent investigators.

We’ve been working with businesses and their people problems for 12 years and have so much to share with you about what works and what doesn’t. So stay tuned by subscribing to our YouTube Channel, by visiting our video blog section on our website or looking out of our next video on Workplace Mediation here at our blog.

Mediation Webcast for HR Professionals - Attend for free on Wed 16th Jan at 15:00

A taster of the Top Tips we’ll be covering in the webcast

Last week we shouted about our exciting webcast on mediation and to give you just a little taster of what is to come we thought we would give you a sneak peek of some of the tips we’ll be covering in more detail on Wednesday 16th January at 3pm. 

Our conflict experts will be sharing honest, practical advice about how to employ mediation successfully in your organisation – and just as important, the key pitfalls to avoid. Sign up now to secure your place. 

But just to spark your interest- here are the first five top tips which will be covered, along with the next five at the webcast.
 

1. No surprises- Lay the ground work

Early informal one to ones with line managers or HR are essential for gaining a better understanding of the scope and nature of the issues, but they should not take the place of the mediation itself
 

2. Position mediation positively and you have given a good resolution a real chance

The timing and framing of a safe mediation are pivotal in gaining agreement to take part
 

3. Can you hear me now?

It’s easy to underestimate the value of one-to-ones with the mediator in paving the way for an effective joint session
 

4. Protect the process at all costs

Mediation is constructive and future-focused; it is not a vehicle for reprimand, or one that leads to a pre-determined outcome. Create a safe, respectful environment to allow constructive discussion to take place
 

5. Slow down detective: mediation is not an investigation

The two processes are polar opposites in purpose and approach. Make sure the parties are also clear on the differences

Join us on Wednesday to hear these points and more addressed in our one-hour webcast. Sign up here!

You will also have priority access to the accompanying digital whitepaper on workplace mediation- released exclusively to webinar attendees after the session, so don’t miss out and pre-register for your copy. 

Workplace conflict- Can you handle the truth?

In 2010, the costly and potentially damaging truth was that poorly managed workplace conflict was costing UK businesses around £24 billion every year (OPP and CIPD), a cost which for many is largely reducible.
The facts really bring to light the importance of nipping conflict in the bud early through mediation.

More than ever, workplace mediation is paramount to effectively managing conflict, with the entire workforce needing to play their part in planning for and preventing conflict, or resolving it promptly and reasonably.

We have a fantastic opportunity to join the discussion and hear from our team at our upcoming free webcast next week, on Wednesday 16^th January 2013 at 3pm GMT.

The hour-long presentation and Q&A will cover the top 10 take away tips on mediation and really is a must for any HR practitioner wanting to understand the Hows and Whys of workplace mediation.

You can sign up for free online here and all you need is a computer/laptop and some headphones if you don’t want to disturb your colleagues.

Also supporting our session will be the release of our free digital whitepaper, ‘Workplace Mediation: Top 10 Tips for HR Professionals’, which will be available post webcast. To be the first to receive the PDF, please click here.

Here at People Resolutions, we pride ourselves on our expertise and have helped many organisations to gain a handle on workplace conflict but providing mediation, investigation and training services through our network of UK-wide specialists, so listen in and take advantage of the Q&A at the end of the session too.
We look forward to presenting to you then.

For further details on the session or to find out more about our services please contact us on information@peopleresolutions.com 

New Year's Conflict Resolution: Understanding Mediation

Christmas may be drawing near but activity at People Resolutions HQ is showing no signs of winding down just yet. We're putting the finishing touches to a new publication – Workplace Mediation: Top 10 Tips for HR Professionals – that will join a growing library of digital resources when it hits the website shelves in early 2013.

Aimed at those exploring the use of workplace mediation (firstly, we salute you), the guide walks through some critical considerations to be made before, during and after each mediation. Alongside the success factors, it also highlights common pitfalls to avoid and thereby protect the parties and organisation from potentially serious risk.

We were keen to distill a lot of the mediation best practice we've picked up over the years into something of immediate application to HR practitioners. During the planning stage, it was also important to us that the guide doesn't take longer than drinking a cup of coffee to read.

By the same token, we'll be conveying the advice within the guide in a 1-hour online presentation, on 16^th January 2013. Click here to register and listen in from your computer.

As we reach the end of the production process, from ideas generation and copywriting to proofing and design, we're excited to announce the release of the guide in late January. For now, you can scan through the tips in summary form and concentrate on finishing up for the holidays.

This is us signing off until 2013 so we wish you a very Merry (and conflict-free!) Christmas and a Happy New Year. 

Making Conflict Visual

Workplace Conflict, in varying forms, is consistently on the rise.  Yet, many organisations have yet to take stock of the havoc that unaddressed conflict can wreak on an organisation.  Whilst most of us are aware of the formal outputs of conflict, little is understood about the less tangible outputs.

Allow us to illustrate with an example.  50% of employees involved in conflict will leave the organisation as a direct result.  Given that most workplace conflicts are not based in rights and wrongs, but in personality clashes, misunderstandings and relationship breakdowns; can your organisation afford to lose key talent in this, entirely preventable and unnecessary way? 

But how to help organisations recognise that workplace conflict causes more than just grievances, disciplinaries and tribunals?  Well, here at People Resolutions, we thought we’d bust out the company crayons, channel our best Rolf Harris impression and bring the real impacts of conflict to you in full technicolour with our very first infographic.

Check it out and tell us what you think.  “Can you tell what it is yet?”…….Good huh?!

Are you missing the most important step in your workplace investigations?

With employment tribunal claims still on the rise, it's perhaps no wonder that organisations are placing ever more importance on conducting their workplace investigations accurately and consistently.

The risks of not doing are impossible to ignore. A poorly handled grievance or disciplinary investigation, for example, can incur further unnecessary financial outlay e.g. having to re-investigate incomplete areas as part of a hearing or appeal. Or if the matter reaches employment tribunal, it's paramount to have a robust report in place that can stand up to scrutiny and challenge, as well as an investigator confident to defend their methodology and findings.

Any workplace investigation must of course follow the organisation's policies and guidelines prescribing the mandatory stages of the formal process. For most internal Investigating Officers, such procedures provide invaluable reassurance that they are following the necessary steps in their evidence gathering, interviewing and report writing. (Whether the policies can also impart the mindset of a competent investigator is a matter for another blog post...).

What we tend not to see in organisational investigation procedures is 'defining the Terms of Reference' – fundamental in our eyes, and which applies to any type of allegation or organisation. After the investigator has met with the Complainant, they are then a position to define what exactly is being alleged, teasing apart the original complaint/grievance and interview answers into a coherent one, two, three – however many – separate allegations. Our investigators will document these succinctly, alongside a declaration of agreed next steps and assertions of responsibilities and confidentiality.

Having this summarised on paper is valuable for a number of reasons:

-        The Investigator has the opportunity to take stock at a crossroads section of the investigation, and if there is indeed a case to answer, can proceed with clarity and confidence.

-        The document adds integrity and credibility to the process, and, if appropriate can be shared with other stakeholders (e.g. parties or Trade Union representatives)

-        They act as a reference point to inform how any subsequent issues/queries are handled

-        The Terms can be added into the Report to save time and add weight that a clear process was followed

There have been countless times when we have needed to refer back to the Terms of Reference for a case at various points within and beyond the investigation, and therefore strongly recommend that organisations consider building it into their standard investigation procedure.

Feel free to get in touch to see an anonymised example of a Terms of Reference.

Collaboration during the recession

It's well understood that the way in which employees work together can make or break an organisation.  A collaborative culture – where staff actively draw upon others' respective skills, positive communication is encouraged and conflict eschewed – is one that all businesses strive to foster given the advantages it brings.

The reality, however, is that even the most collaborative of organisations are finding it almost impossible to maintain this kind of healthy culture in the midst of a recession. Which, for at least the time being, is here to stay.

So how does the current recession effect collaboration within an organisation?  The main breaking point is the stress that it creates for employees.  Sales may be harder to come by whilst organisational costs sky-rocket due to the increased costs of fuel and other commodities.  In short the pressure is mounting and it sits firmly on shoulders of those who should be leading collaboration efforts – management.

As a result, it’s hardly surprising that any focus on collaboration pales in comparison to the need to generate sufficient cashflow to secure the survival of the organisation. On the flip side, neglecting to nurture an engaged, motivated workforce will generate its own financial drains, whether it be through increased conflict to deal with (the more formal the more costly), high turnover and absence, low productivity, and loss of key talent, to name just a few.

Our advice?  By all means focus on improving and maintaining the business figures, but remember that your workforce is a key part of your business and ultimately its survival through the recession. So get everyone working collaboratively in the direction of your business objectives.

The Plight of an HR Business Partner

Human Resources has undergone a huge transition over the last few decades; beginning in personnel, moving to HR and now we have all kinds of exotic combinations of Chief of Human Capital, Head of People and HC Directors.

The driving force behind most of this change is that HR wants and needs to be seen as more than a tactical or operational function. Yet to achieve this, and understand the strategic needs of the organisation, it has been noted by many that HR has to get closer to the business, hence the development of the HR Business Partner Model (HRBPM).

Over the last few years the HRBPM has been heavily criticised for not performing as expected. But Dave Ulrich, a key ambassador for the model, suggests that the reason lies with HR teams not having the necessary skills or commercial acumen to use the model effectively.  

According to the latest report by the CIPD Business Savvy: Giving HR the Edge, there are four core skills required by HR to be truly 'business savvy': Understanding the business model; Generating insight and impact through data; Connecting and collaborating with curiosity, purpose and impact; Leading with integrity.

Understandably, many HR teams struggle to achieve this alongside everyday workloads and priorities. But never fear, for those of you still getting to grips with your HRBP role, our sister company Human Potential Accounting, is offering a 1-day course that equips HR colleagues with the key attributes they need to become a commercially-focused internal consultant with true business partnering skills.

Note sure where you development needs are? Take our free online self assessment to find out.

To Coach or Not to Coach

To us at People Resolutions, it’s no surprise to discover that the use of business coaching is widespread in UK companies, with almost nine in ten respondents to a survey by the University of Bristol reporting that they now use coaching in their organisation.

We've directly observed a marked shift in HR over the last decade, from spending much of their time firefighting conflict, towards resolving it at an earlier stage and taking measures to preventing it occuring in the first place. One-to-one coaching for select individuals can play a huge part in both the prevention and resolution of workplace conflict, as well as helping staff adapt to the changing business climate. According to Lisa Berkovitz, “people are being forced to navigate the work world according to a new set of rules that no one has explained to them. The essential inner and outer skills needed today, aren’t being taught elsewhere.”

In a short series of two-hour sessions, coaching can explore attitudes, behaviours, communication styles, conflict resolution techniques and other gaps the individual may need to address – a personalised approach that no generic training course could ever match.  Lisa Berkowitz provides an interesting analogy: “There’s a reason why elite athletes and top performers in any field have coaches. A great coach can help reveal your blind spots so you can keep getting past your upper limit.”                 

Many of our customers are keenly aware that by not exploring coaching – for example as a way to resolve an issue or prevent it from escalating, or to help someone find their feet in a new role, the organisation leaves itself exposed to risk and costly outcomes, such as high turnover, grievances raised etc.

So while coaching may appear an expensive luxury, in actual fact for the right person (or group/team) at the right time, it can represent a sound financial investment on the part of the organisation in generating improved working relationships that pay dividends.