When it comes to confrontation, even the most seasoned HR manager can squirm, but this HR leader has some tips for you
Workplace conflict is a productivity killer – whether it’s email rants or in-person arguments, having unnecessary drama each day is hardly conducive to a happy, healthy environment.
A recent report from CPP Global found that 85% of employees have had to deal with conflict in the workplace at some level – with 29% of workers admitting they have to deal with conflict constantly.
Identify the problem
Conflict on some level is normal – after all, no workplace is perfect. However, when these arguments are emanating from one worker in particular, it’s time for HR leaders to step in.
Working up the courage to have a difficult conversation with somebody in the workplace can be nerve-wracking to say the least.
It doesn’t matter what role the employee has in the organisation, talking to anybody with a reputation for being a hostile contrarian is the bane of the lives of many HR professionals.
The result can be raised voices, a colleague breaking down in tears and zero progress in getting the other person to understand your point of view.
So how can HR leaders approach these conversations confidently and determinedly?
When it comes to uncomfortable meetings or awkward performance reviews, it’s natural for even the most seasoned HR professional to squirm. As such, it’s essential for employers to go into these situations with a clear, constructive and concise plan of action.
Draft a plan
Jane Hollman, chief people & culture officer at life insurer AIA, told HRD that her favourite saying in this sort of situation is “I wonder if…”.
“That’s always the way I start conversations, by putting the point in their mind: ‘If we did this differently would we get a different outcome?’”
Hollman added that it is also important to make the effort to understand the other person’s point of view. Not only will this help inform the HR professional’s own mindset, but the other person will appreciate that you have made the effort to listen.
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Be empathetic
“I will say to the person ‘help me understand why you are taking the position that you have’,” said Hollman.
“That way you are not accusing them of anything and you are not saying ‘you are bad person’. You are just trying to understand where they are coming from because it might be that you have not understood what their perspective is.”
“Even if you have understood their position, relating to their point of view can play a significant role in diffusing the situation.”
Hollman added that it’s really important to feel confident prior to the meeting and that as a HR professional you should expect to hear different agendas.
“You can find yourself in situations where you have to talk to people who you know are not going to take it well and do not like being challenged in any way, but at the end of the day that’s the job of HR,” said Hollman.
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She added that the important thing is to make clear that there is another viable pathway.
Forge a solution together
“The other thing I would say to people is to try and find a different solution for them. Don’t just go in and say ‘no’. I don’t think anyone likes to be told ‘no’,” said Hollman.
“Go into the meeting with a solution. You can say ‘I’m not sure that’s the right way to do it. How about we think about doing it this way instead? How would that work for you?’
“They might still not like the solution you propose. But It’s about making an effort to give them an outcome they may actually like.”
Follow up
One of the main reasons workplace conflict resolution fails is because managers forget to follow up on conversations. If difficult employees aren’t closely monitored, it’s all too easy for them to slide back into bad habits.
Take the time to schedule weekly meetings and performance reviews, in order to keep a lid on any unwanted drama.
