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The role of the HR manager as a conflict resolver

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The role of the HR manager as a conflict resolver

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It is important for every HR manager to understand that resolving conflicts is one of the most important tasks of the HR manager. This is because the HR manager cannot be in conflict with anyone for a long period of time as the HR manager has to learn to negotiate and find a solution which is mutually pleasing and satisfying to both parties in conflict from the professional point of view. Conflict management must be learned as a part of the functions and roles played by the HR manager so that the employees can trust the HR manager to be a reliable source of conflict resolution.

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The Manager as the Conflict Resolver  -Basu

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Dr. Raj Basu gives a short summary of his "The Manager as the Conflict Resolver" program.

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Workplace conflict is something you will face everywhere. Dealing with it can be tricky, this article gives you a better understanding behind each person in the conflict. This article gives you reasons behind the conflicts and 5 steps on dealing with it and looking on the Brightside of conflicts.

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Here's the thing - leadership and conflict go hand-in-hand. Leadership is a full-contact sport, and if you cannot or will not address conflict in a healthy, productive fashion, you should not be in a leadership role. From my perspective, the issues surrounding conflict resolution can be best summed-up by adhering to the following ethos; "Don't fear conflict; embrace it - it's your job." While you can try and avoid conflict (bad idea), you cannot escape conflict. The fact of the matter is conflict in the workplace is unavoidable. It will find you whether you look for it (good idea - more later) or not. The ability to recognize conflict, understand the nature of conflict, and to be able to bring swift and just resolution to conflict will serve you well as a leader - the inability to do so may well be your downfall.

How many times over the years have you witnessed otherwise savvy professionals self-destruct because they wouldn't engage out of a fear of conflict? Putting one's head in the sand and hoping that conflict will pass you by is not the most effective methodology for problem solving. Conflict rarely resolves itself - in fact, conflict normally escalates if not dealt with proactively and properly. It is not at all uncommon to see what might have been a non-event manifest itself into a monumental problem if not resolved early on.

One of my favorite examples of what I described in the paragraph above is the weak leader who cannot deal with subordinates who use emotional deceit as a weapon of destruction. Every workplace is plagued with manipulative people who use emotion to create conflict in order to cover-up for their lack of substance. These are the drama queens/kings that when confronted about wrongdoing and/or lack of performance are quick to point the finger in another direction. They are adept at using emotional tirades which often include crocodile tears, blameshifting, little lies, half truths and other trite manipulations to get away with total lack of substance. The only thing worse than what I've just described is leadership that doesn't recognize it and/or does nothing about it. Real leaders don't play favorites, don't get involved in drama, and they certainly don't tolerate manipulative, self-serving behavior.

Developing effective conflict resolution skill sets are an essential component of a building a sustainable business model. Unresolved conflict often results in loss of productivity, the stifling of creativity, and the creation of barriers to cooperation and collaboration. Perhaps most importantly for leaders, good conflict resolution ability equals good employee retention. Leaders who don't deal with conflict will eventually watch their good talent walk out the door in search of a healthier and safer work environment.

While conflict is a normal part of any social and organizational setting, the challenge of conflict lies in how one chooses to deal with it. Concealed, avoided or otherwise ignored, conflict will likely fester only to grow into resentment, create withdrawal or cause factional infighting within an organization.

So, what creates conflict in the workplace? Opposing positions, competitive tensions, power struggles, ego, pride, jealousy, performance discrepancies, compensation issues, just someone having a bad day, etc. While the answer to the previous question would appear to lead to the conclusion that just about anything and everything creates conflict, the reality is that the root of most conflict is either born out of poor communication or the inability to control one's emotions. Let's examine these 2 major causes of conflict:

Communication: If you reflect back upon conflicts you have encountered over the years, you'll quickly recognize many of them resulted from a lack of information, poor information, no information, or misinformation. Let's assume for a moment that you were lucky enough to have received good information, but didn't know what to do with it...That is still a communication problem, which in turn can lead to conflict. Clear, concise, accurate, and timely communication of information will help to ease both the number and severity of conflicts.

Emotions: Another common mistake made in workplace communications which leads to conflict is letting emotions drive decisions. I have witnessed otherwise savvy executives place the need for emotional superiority ahead of achieving their mission (not that they always understood this at the time). Case in point - have you ever witnessed an employee throw a fit of rage and draw the regrettable line in the sand in the heat of the moment? If you have, what you really watched was a person indulging their emotions rather than protecting their future.

The very bane of human existence, which is in fact human nature itself, will always create gaps in thinking & philosophy, and no matter how much we all wish it wasn't so...it is. So the question then becomes how to effectively deal with conflict when it arises. It is essential for organizational health and performance that conflict be accepted and addressed through effective conflict resolution processes. While having a conflict resolution structure is important, effective utilization of conflict resolution processes is ultimately dependant upon the ability of all parties to understand the benefits of conflict resolution, and perhaps more importantly, their desire to resolve the matter. The following tips will help to more effective handle conflicts in the workplace:

1. Define Acceptable Behavior: You know what they say about assuming...Just having a definition for what constitutes acceptable behavior is a positive step in avoiding conflict. Creating a framework for decisioning, using a published delegation of authority statement, encouraging sound business practices in collaboration, team building, leadership development, and talent management will all help avoid conflicts. Having clearly defined job descriptions so that people know what's expected of them, and a well articulated chain of command to allow for effective communication will also help avoid conflicts. Clearly and publicly make it known what will and won't be tolerated.

2. Hit Conflict Head-on: While you can't always prevent conflicts, it has been my experience that the secret to conflict resolution is in fact conflict prevention where possible. By actually seeking out areas of potential conflict and proactively intervening in a just and decisive fashion you will likely prevent certain conflicts from ever arising. If a conflict does flair up, you will likely minimize its severity by dealing with it quickly. Time spent identifying and understanding natural tensions will help to avoid unnecessary conflict.

3. Understanding the WIIFM Factor: Understanding the other professionals WIIFM (What's In It For Me) position is critical. It is absolutely essential to understand other's motivations prior to weighing in. The way to avoid conflict is to help those around you achieve their objectives. If you approach conflict from the perspective of taking the action that will help others best achieve their goals you will find few obstacles will stand in your way with regard to resolving conflict.

4. The Importance Factor: Pick your battles and avoid conflict for the sake of conflict. However if the issue is important enough to create a conflict then it is surely important enough to resolve. If the issue, circumstance, or situation is important enough, and there is enough at stake, people will do what is necessary to open lines of communication and close positional and/or philosophical gaps.

5. View Conflict as Opportunity: Hidden within virtually every conflict is the potential for a tremendous teaching/learning opportunity. Where there is disagreement there is an inherent potential for growth and development. If you're a CEO who doesn't leverage conflict for team building and leadership development purposes you're missing a great opportunity. Divergent positions addressed properly can stimulate innovation and learning in ways like minds can't even imagine. Smart leaders look for the upside in all differing opinions.

Bottom line...I believe resolution can normally be found with conflicts where there is a sincere desire to do so. Turning the other cheek, compromise, forgiveness, compassion, empathy, finding common ground, being an active listener, service above self, and numerous other approaches will always allow one to be successful in building rapport if the underlying desire is strong enough. However, when all else fails and positional gaps cannot be closed, resolve the issue not by playing favorites, but by doing the right thing.

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5 Keys of Dealing with Workplace Conflict

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image credit: DN Nation Here's the thing - leadership and conflict go hand-in-hand. Leadership is a full-contact sport, and if you cannot or will not address conflict in a healthy, productive fashion, you should not be in a leadership role. From my perspective, the issues surrounding conflict resolution can be best summed-up [...]

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This picture emphasizes the correct steps involved in corrective actions. Corrective actions are corrective and progressive. The whole point of the corrective actions process is to give an employee a chance to correct a behavior meanwhile having general awareness that if this behavior is not resolved he/she will face a greater consequence that can lead to termination.

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It is important to understand that employees not only want, but deserve to be treated like they matter.  One of the key concepts we focused on in this course was how to appreciate employees.  This comes from the fact that employees deserve to feel:
1. appreciated
2. like they belong
3. like they're making a worthwhile contribution.

When all of these basic human needs are met, production rates are better because employee morale is improved.

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The US Equal Employment Opportunity Commission defines sexual harassment as "unwelcome sexual advances, requests for sexual favors, and other verbal or physical harassment of a sexual nature".

This knowledge is key in any employment position we may end up in, because before this course I didn't know the textbook definition of the term. In the workplace, sexual harassment is a serious offense and one that is not taken lightly. It is important for everyone to have this knowledge and know when actions are words are defined as sexual harassment and so that they can be more mindful of their own.

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It is unlawful to harass a person (an applicant or employee) because of that person's sex. Harassment can include "sexual harassment" or unwelcome sexual advances, requests for sexual favors, and other verbal or physical harassment of a sexual nature.

Harassment does not have to be of a sexual nature, however, and can include offensive remarks about a person's sex. For example, it is illegal to harass a woman by making offensive comments about women in general.

Both victim and the harasser can be either a woman or a man, and the victim and harasser can be the same sex.

Although the law doesn't prohibit simple teasing, offhand comments, or isolated incidents that are not very serious, harassment is illegal when it is so frequent or severe that it creates a hostile or offensive work environment or when it results in an adverse employment decision (such as the victim being fired or demoted).

The harasser can be the victim's supervisor, a supervisor in another area, a co-worker, or someone who is not an employee of the employer, such as a client or customer.

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It is unlawful to harass a person (an applicant or employee) because of that person's sex. Harassment can include "sexual harassment" or unwelcome sexual advances, requests for sexual favors, and other verbal or physical harassment of a sexual nature. Harassment does not have to be of a sexual nature, however, and can include offensive remarks about a person's sex.

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his article defines hiring new employees under the 7 "C's". Hiring an employee can be a difficult process but using a basic checklist of a good employee makes hiring a bit easier. This website gives 7 words and a brief
explanation of what the word means for an employee.

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A founder can't grow a winning enterprise singlehandedly. Some may try, but it is nearly impossible to do so. Every famous entrepreneur has built a flourishing company with great employees by his or her side.

An entrepreneur can invent and even commercialize an idea as an enterprise of one. In time, however, the tasks of running a business become too great for the entrepreneur to manage alone. At this point, a savvy leader must find and hire the best workers to help achieve the entrepreneurial dream.

In today's economy, hiring the best people is more critical than ever. Entrepreneurs can't afford to lose time, money and results from a bad hiring choice (a recent Forbes article by David K. Williams pegs the cost of a single bad hire at anywhere from $25-50,000). The cost of finding, interviewing, engaging and training new employees is high. Employees also require desks, computers, phones and related equipment, let alone the largest costs of being an employer-salaries, benefits and taxes.

Leaders view new employees as an investment and anticipate an excellent financial return over time.

Over the course of my career, I've hired hundreds of people. Some were exceptional employees who were major contributors to our success. Others didn't work out. In most cases, when an employee left or was terminated, I was the problem. Those dismissed were good people. I just did not know how to properly hire new employees.

Historically, and sadly, the only criteria I had used were to find the candidate with the best skills, experiences and ability to match a job description.

I have since identified seven categories-I call them the "7 C's"--that you should consider to find the best new employees, as follows:

1. Competent: This is still the first factor to consider. Does the potential employee have the necessary skills, experiences and education to successfully complete the tasks you need performed?

2. Capable: Will this person complete not only the easy tasks but will he or she also find ways to deliver on the functions that require more effort and creativity? For me, being capable means the employee has potential for growth and the ability and willingness to take on more responsibility.

3. Compatible: Can this person get along with colleagues, and more importantly, can he or she get along with existing and potential clients and partners? A critical component to also remember is the person's willingness and ability to be harmonious with you, his or her boss. If the new employee can't, there will be problems.

4. Commitment: Is the candidate serious about working for the long term? Or is he or she just passing through, always looking for something better? A history of past jobs and time spent at each provides clear insight on the matter.

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The 7 C's: How to Find and Hire Great Employees

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A founder can't grow a winning enterprise singlehandedly. Some may try, but it is nearly impossible to do so. Every famous entrepreneur has built a flourishing company with great employees by his or her side. Hiring the best employees is more important than ever An entrepreneur can invent and even commercialize an [...]

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Employee Appraisals are a key component in operating a successful company. They encourage employees to set goals and work harder. They recognize hard working employees while finding the not-so hardworking employees. With these you can give credit where credit is due, while also asking some employees to step it up. These give employees the motivation to come to work everyday and go above and beyond at their job.

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The role of the HR manager as a conflict resolver

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The role of the HR manager as a conflict resolver

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It is important for every HR manager to understand that resolving conflicts is one of the most important tasks of the HR manager. This is because the HR manager cannot be in conflict with anyone for a long period of time as the HR manager has to learn to negotiate and find a solution which is mutually pleasing and satisfying to both parties in conflict from the professional point of view. Conflict management must be learned as a part of the functions and roles played by the HR manager so that the employees can trust the HR manager to be a reliable source of conflict resolution.

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The Manager as the Conflict Resolver  -Basu

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Dr. Raj Basu gives a short summary of his "The Manager as the Conflict Resolver" program.

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How to manage diversity in the workplace?

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How to manage diversity in the workplace?

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Managing diversity in the workplace is full of challenges like facing language barriers, differences in opinions for wearing according to a particular dress code, differences in opinions regarding keeping of long hair or long beard for religious purposes, and so on. There are individuals who have to keep long beards and long hair even at the workplace. This is because of religious purposes. This is a great difficulty for global entrepreneurs and business owners to accept because in the professional world one must look good and presentable.

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Postive and Negative Effects of Conflict

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Postive and Negative Effects of Conflict

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ARVis Institute (2012) emphasizes the positive and negatives consequences of conflict. When we think of conflict we usually think of the negative consequences such as stress, tension, insecurity, and decreased productivity. In fact, conflict does have positive consequences if dealt with properly. Conflict can encourage communication, change, and creativity. Conflict can allow indivduals to better understand each other.