All About People

Work should always be a force for good. Yet, according to the 2024 CIPD Good Work Index: North of England report, one in four workers in the North of England has experienced workplace conflict in the past year. Many incidents, such as verbal abuse and harassment, go unreported, leave employees feeling unable to speak up which can impact their trust and relationship with their manager as well as mental health issues. Their 2024 report states that the proportion of employees who feel their work is a force for good, or who experience positive aspects of work (e.g., job satisfaction, fair treatment, or meaningful work) has fallen from 30% in 2019 to 25% in 2024.

This is our second article this month aimed at managers and employees on approaches to prevent and address conflict in the workplace  - following our mantra of ‘nipping issues in the bud’. These are life skills for us all to benefit from.  

Empowering managers to address workplace conflict

The CIPD, as the professional body for HR and people development, is calling on employers to ensure managers are equipped to handle workplace conflict effectively. Tackling conflict starts with addressing its root causes, such as poor management practices and overwhelming workloads.

What counts as bullying, discrimination, and harassment?

Workplaces are evolving rapidly, and managers are navigating a host of new challenges. Remote working and digital tools have created opportunities but also risks, like the emergence of an ‘always-on’ culture where conflict can spread easily through online communication platforms.

This makes it more critical than ever for managers to recognise and address issues like unfair treatment and harassment. To achieve this, managers must:

• Attend training to refresh your knowledge on how to identify bullying, discrimination, and harassment.
• Learn and practice the art of open, honest conversations with colleagues and direct reports. Stay attentive to low-level conflicts and microaggressions, addressing them early to nip issues in the bud and foster a healthier work environment.
• Arrange for some conflict management coaching sessions for you and your team - a great way to build a team culture and be proactive in addressing conflict. Click here to find out more.
• Stay informed about organisational policies for reporting and investigating issues swiftly and effectively.

Could your management style be the problem?

Managers are central to an employee’s experience at work. Their approach can significantly impact a team’s morale, engagement, and performance. However, poor management style is one of the most common causes of workplace stress and conflict, second only to excessive workloads.

To build trust and prevent disputes, managers should:

• Reflect on how their behaviour affects their team.
• Take proactive steps to resolve conflicts early and informally.
• Foster an open, collaborative, and supportive environment where employees feel confident to speak up.

Combating excessive workloads and the ‘always-on’ culture

Technology and remote working offer employees, especially parents and carers, greater flexibility. But these benefits often come at a cost, with many workers putting in longer hours, responding to out-of-hours demands, and working through illness.

Managers must lead the charge in promoting healthy working practices. This includes:

• Assessing individual and team workloads to ensure they’re reasonable.
• Setting clear expectations around breaks and downtime.
• Modelling good behaviour by taking time off when unwell.
• Empowering employees by giving them control over how, where, and when they work.

Monitoring and addressing workplace conflict

Organisations need to stay attuned to the experiences of their workforce. This can be achieved by:

• Conducting staff surveys to gather feedback on issues like bullying, harassment, and gender equality.

• Monitoring gender diversity at every level, from recruitment to promotion, to identify potential discrimination.

New laws to protect workers from sexual harassment

Back in October 2024, we saw the introduction of the Worker Protection (Amendment of Equality Act 2010) Bill to strengthen protections against sexual harassment. Employers are required to take ‘reasonable steps’ to prevent such behaviour, with tribunals empowered to increase compensation by up to 25% for breaches.

To stay compliant, organisations must:

• Demonstrate proactive measures to prevent harassment.
• Provide regular training for managers on preventing and addressing sexual harassment.

By equipping managers with the right tools and fostering a positive culture, organisations can create workplaces where employees feel safe, valued, and supported. This is the foundation for making work a true force for good.

For more information on how All About People can support you with mediation and conflict resolution, please get in touch.