Grievances - How to Avoid Them
Tighter margins and fewer staff mean increasing pressure on line managers to manage their function as effectively as possible and, at the same time, to maintain good working relationships. This pressure has been reflected in the high number of cases concerned with managerial relationships in the workplace. Poorer working relationships between line managers and employees accounted for 77% of workplace disputes in a recent IRS survey.
The recession has also created the potential for other forms of grievance as companies look to tighten up procedures and reduce costs. Issues about pay, working hours and non-pay terms and conditions have been sources of compliant. The pressure also seems to be leading to more claims of race, sex and disability discrimination.
At the same time we know managers are shying away from managing problem performance in the workplace in case they do or say something that could be held against them in any formal proceedings.So we have a triple whammy; more reasons for conflict, more instances of issues that need dealing with left unattended and more examples of issues that are being addressed being done so poorly. The end result is more misery all round. Poorly managed conflict has a negative impact on productivity and a major cause of stress.
So what is the answer?
The key lies giving line managers the confidence to manage. In providing education, training and practical support rather than waiting for some magic dust to be applied by the management fairy. It shouldn’t be underestimated how challenging tackling problems can be for first and second line managers.
A few more practical tips to help avoid unnecessary conflict in tough times include:
Communicate the need for staff to take on additional responsibilities and for tightening up of existing policies.
Introduce a culture where over-performance is recognised by line managers
Ensure line managers are trained to identify and handle possible grievances at an early stage. At least make sure they know 'the procedures'
Hold regular, informal meetings with those showing signs of stress or harassment to ensure issues do not progress to grievances
Suggest mediation as a means of settling disputes ahead of a formal grievance
Assess softer skills in line manager appraisals and directly link effective delivery to pay where
Deal with problems quickly, fairly and consistently
This article was provided by HR Advantage
