Dealing with disputes in work

We would all like to work in an environment where everyone gets along with one another and teams work for the benefit of the business. Unfortunately, sometimes the workplace can seem like a battlefield, with accusations being thrown around against each other.

Perhaps that’s an exaggeration, but there will be times when arguments or issues arise between employees that requires intervention, as conflict and disruption can be expensive to a business. ACAS, in its May 2021 ‘Estimating the cost of workplace conflict’ report estimates the cost to UK businesses of dealing with conflict at £28.5 billion a year, more than £1,000 per employee.

Because prevention is better than cure, the earlier the intervention the less likely an employer is to find itself in an Employment Tribunal and paying for their lack of resolution.

Conflict can occur in different ways. It can be obvious, like a heated argument, or less visible, like excluding someone from conversations. It is important to bear in mind that the seemingly minor disagreements can spiral into a serious matter if left alone. Most incidents of conflict occur between colleagues in a team or with their manager.

These incidents will need to be investigated, and be seen to be investigated, to show employees that such matters are taken seriously. You need to show them that their issues will be addressed to avoid similar situations arising in future, and that you will deal with them in accordance with your company handbook and ACAS guidance.

The result of this will create a better working environment for all staff and will improve working relationships in future.

In situations where employees blame each other – the “he said, she said” argument – how do you decide who to believe? The following are pointers you can use to decide an outcome:

·         Does an individual have an axe to grind against someone, are they showing signs of hostility towards them, or are they making reasonable concessions?

·         Is a witness refusing to answer any question? There may be various reasons for this, but try and determine the reason.

·         Was there any delay in reporting the events and, if so, why?

·         Is there any evidence, such as emails, WhatsApp messages, or other written evidence that could support one version over another?

·         Were there any previous incidents that could (even unconsciously) impact or affect a witness’s perception of the events?

·         Just because someone hasn’t done anything like this before, doesn’t mean they didn’t do it this time.

·         A witness’s demeanour may or may not be relevant. A truthful witness can appear nervous for many reasons, a defensive witness may have reason to be.

·         Don’t place too much emphasis on status or position in the company. Just because someone is in a more senior position, it doesn’t necessarily mean they are more reliable than someone junior.

·         Just because someone may have lied about something previously, it doesn’t mean they are lying about this incident. Deal with each incident separately.

·         Keep asking, “why?” until all questions are exhausted.

Better still, avoid the stress of dealing with the above yourself and let someone more experienced in dealing with such matters handle it for you.

My Legal HR has over 25 years experience in dealing with these situations and holding investigation, grievance, and disciplinary matters on behalf of businesses.

We will attend at your premises and conduct the investigation, hold meetings with your staff, and provide you with a detailed report to include recommendations for an outcome. You don’t need to do anything, we will do it all for you on an impartial, professional basis.

There’s no contractual tie-in, you use us whenever you choose.

 Contact us today on 0151 513 3324 for a free, no obligation discussion and let us resolve your workplace issues tomorrow.