Employees remain silent about workplace conflicts. See how HR can help

Most employers believe that their employees would feel confident talking about any conflict they experience at work, but recent research shows that many simply let it slide.

Almost half (47%) of employees who face conflict at work report letting it go, while less than a third (29%) have discussed the issue with their manager and/or HR, according to the report from the Chartered Institute for Personnel and Development (CIPD). How Employers Are Combating Bullying and Harassment at Work.

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

The silent crisis

When left unresolved, workplace conflicts can create many problems for organizations and their employees. People who experience this have lower job satisfaction and are more likely to have worse mental and physical health, the CIPD Good Work Index show.

Unhealthy conflicts, such as bullying and harassment, can also cause stress and lead to employee absence, low morale and low retention. According to our research, 9% of employees decided to look for a new job in response to these experiences.

Unreported conflicts may indicate that employees do not trust the organization to resolve issues 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 when dealing with bullying and harassment are a lack of senior leadership and role models and a lack of confidence on the part of line managers to challenge inappropriate behavior – both issues were cited by 38% of CIPD respondents.

Improving reporting channels

It is important that employees know how they can report inappropriate behavior, and there should be multiple ways for employees to express concerns. These channels range from informal conversations with line managers to confidential reporting lines, such as anonymous and confidential third-party helplines.

Establishing “dignity at work advisor” roles – 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 allow people to speak out. This will help 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 must be investigated promptly, discreetly and fairly. This helps ensure 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 and preventive point of view, and not in a reactive and ad hoc way. Often, formal processes can be prolonged and add even more stress to people, as well as being challenging and expensive for an organization.

Where appropriate, employers should consider using more informal avenues for resolution. When differences are proactively addressed and managed at an early stage, there is a much greater chance of preventing the problem from escalating into a full-blown dispute.

A problem-solving approach can also help maintain working relationships, rather than putting them under greater strain during a formal process.

The role of managers in conflict resolution

The role of senior management and line management is fundamental in preventing and managing conflict at work.

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

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

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

It is essential that they are open and accessible so that employees feel able to raise concerns. Training and guidance can help ensure that managers have the confidence and skills necessary to nip any conflict in the bud and play a positive role in conflict management. This includes specific training in areas such as “having difficult conversations” and early conflict resolution.

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

Promoting healthy working relationships between people at all levels can help build a supportive workplace culture where all employees feel safe and empowered to speak up.

Rachel Suff is a senior employee relations consultant at the Chartered Institute of Personnel and Development.