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Managers and employees each wield vital tools for raising concerns within the workplace. When managers have worries about an employee’s performance or conduct, they often turn to progressive discipline. Conversely, employees feeling aggrieved by disciplinary actions or their treatment can file formal complaints, commonly referred to as grievances. However, these should be considered last-resort options.
The impact of discipline on employees can be significant. Anxiety levels rise, personal growth may be stunted, and feelings of isolation can emerge (among other adverse effects). When an employee decides to file a grievance, employers frequently adopt a defensive stance, leading to an adversarial environment that can escalate into disputes involving external agencies or litigation.
As previously discussed, both employees and supervisors have numerous alternatives that can help them sidestep formal processes and the negative ramifications that accompany them. So, how can organizations and their leaders foster a culture that emphasizes these alternatives and mitigates the need for formal procedures? Let’s explore some effective strategies.
Shifting the Default Mindset
In my teaching of “Negotiation and Alternative Dispute Resolution (ADR),” I introduce a foundational concept: what does “Alternative” really signify? ADR methods, such as mediation, serve as alternatives to adversarial settings, particularly litigation. Our legal and social frameworks often favor a win/lose perspective as the default approach to resolving conflicts.
A more suitable interpretation of “Alternative” is “appropriate,” suggesting the choice of the most effective process for a given situation, often steering away from adversarial measures. Yet, organizations frequently conform to societal norms and establish grievance and disciplinary mechanisms that reinforce this default approach.
While these processes are essential for accountability and protecting employee rights, it’s crucial for leaders to reflect on how they utilize such frameworks. This involves facilitating mediation and other ADR methods to resolve issues before they escalate into formal actions. It also means cultivating HR professionals to assist in balancing the imperative for accountability with the goal of nurturing positive relationships, rather than reverting to formal procedures out of habit. Ultimately, it requires a shift in organizational mindset regarding the true objectives of conflict resolution.
Enhancing Human Resources’ Role
To engender this shift in mindset, human resources (HR) must evolve in their function and approach. Often tasked with representing organizational interests, HR is frequently perceived as distant or unapproachable. However, it can improve its reputation by delivering tools, resources, and consultations that align with both employee needs and institutional objectives. This can only be achieved if HR is sufficiently prepared to support employees in a more meaningful way.
Increasingly, HR professionals are expected to be strategic partners, facilitators, and advocates within the workplace. In the realm of conflict resolution, they should be proactive in guiding employees toward meaningful outcomes, equipped to address issues before they escalate. For instance, augmenting HR training to include conflict resolution skills can significantly enhance their ability to nurture relationships, exemplifying the value HR brings to mitigating conflicts while minimizing reliance on strict disciplinary measures.
Educating the Workforce
Upon starting a new job, employees are usually presented with an employee manual that details their rights and responsibilities, including performance expectations and disciplinary procedures. However, many organizations do not adequately prepare managers to assume leadership roles or support employee success.
This represents a missed opportunity to establish a constructive relationship with employees from the outset. Organizational representatives, particularly HR, should strategically engage with employees beyond merely presenting guidelines on grievance and discipline procedures. Developing this relationship through training, consistent internal communication, and marketing efforts is essential. Additionally, supervisor training should focus on collaborative engagement with HR when performance issues or complaints arise, positioning HR as a supportive partner rather than merely a procedural authority.
Avoiding Formal Processes
With a redefined approach, adequate training, and strong HR relationships, managers can create a culture that proactively addresses issues, fostering positive interactions with employees. They should aim to resolve conflicts collaboratively rather than resorting to formal disciplinary actions. Employees can thus anticipate fair treatment from both their managers and HR, allowing for conflict resolution processes to unfold without the fear of punitive consequences.
Overall, this shift in conversation fosters a more supportive atmosphere conducive to positive outcomes, contrasting sharply with traditional, discipline-oriented processes.
Source
www.higheredjobs.com