Conflict Resolution

Preparing Managers for Employees Conflict Management This Way

When managers seek a conversation with an employee, it is often because something has gone wrong. The manager believes that performance is inadequate, has received negative feedback from colleagues, or wants to take a different approach to a particular matter. Giving criticism or discussing conflicts of any kind requires empathy, tact and professionalism.

The human resources department can and should prepare managers accordingly and sensitize them to conflict management techniques. And why? For the fundamental reason of strengthening relationships instead of straining them, and in order to do justice to the core task of all human resources work: constructive mediation between the two worlds of management and employees. Read on to find out how you can do this.

Keep communicating

First of all: If superiors and employees meet regularly and also exchange information informally, for example over lunch or during a coffee break, then conflict management, including discussions about underperformance, is not a big issue.

We all know this from relationships: If you communicate openly, honestly and regularly, you can express criticism without hesitation.

However, this assumes that superiors have a genuine interest in their employees, i.e. This means that they value the employees not only professionally but also personally. Ideally, managers are committed to ensuring that their employees develop according to their skills and abilities, rather than just delivering solid results. Critical feedback is then an opportunity to improve.

The second important point is that emotions should be kept out of all conflict resolution discussions. However, empathy is beneficial and this is where HR comes into play. In fact, HR is often where management outsources its empathy, if only because HR has a genuine interest in employees. Unfortunately, sometimes more than the team leaders.

When is the right time for a conflict management discussion?

Clarify in advance what the reason for the meeting is. This will help you clarify the scope of the conflict or issue and whether it is a one-time or recurring event that impacts the rating. Possible reasons for conflict resolution discussions could be:

• The employee did not work to the company’s satisfaction in a certain situation.
• Colleagues complained about the employee.
• Customers complained about the employee.
• External service providers or partners have complained about the employee.
• The employee’s performance or results do not meet expectations.
• The employee’s behavior was not correct/appropriate/fair.
• The employee appears to have been absent-minded for some time and not performing at full capacity.

Example: An employee will miss out on a promotion

First, be clear about what you want to say and what you DON’T want to say. It’s a good idea to write down a few key points and speak your thoughts out loud a few times. Negative feedback creates a stressful situation in which you are likely to forget things, lose concentration, or become distracted by the emotions of the person you are speaking to. A previous rehearsal will help you stay cool, calm and collected.

Don’t put off the conversation for too long. Otherwise, the employee in question could find out through the grapevine, social media, or other informal channels, which could strain your relationship and undermine trust.

Provide context

Provide the employee with more background information rather than less. Thoroughly explain the reasons for your decisions and put them in context. Sometimes decisions are forced by external factors that you know but your employee may not.

Don’t assume that your employee knows all the facts. Ask them if they have any questions and actively seek their feedback during the conversation. Try having a dialogue instead of giving a presentation. This helps your employee feel that they are being treated fairly.

Empathy

Show empathy and respond to your employee. Explain what behavior brings what consequences, always being careful to criticize what people do or don’t do, rather than who they are. Avoid empty phrases like “I expected more” and instead focus on specific points.

Criticism is only constructive if you are able to express it in the form of demands: your employee will benefit because he understands what he should do differently, and you will also benefit because you can trust your employee knows where he stands and what he has to do.

Postprocessing

Give your employee time to process the conversation and then meet again to follow up. Maybe he said back then that he understood and knew how to proceed, but that doesn’t necessarily mean much. After the conversation, the employee could withdraw or lose motivation.

Arrange another meeting a week or two later and ask your employee if they have any questions, if there is anything they are unclear about, or if there is anything they would like to share. Be sure to ask him what he expects you to do or what he wants you to do. This is another opportunity for dialogue that helps build trust.

Guide: Helpful information on the preparation and follow-up of conflict resolution

Before a manager begins a conflict management process with their employees, they should be clear about what type of outcome they want. This is the first step. Next, the leader needs to know how to achieve the desired result, keeping in mind that conflict resolution is usually associated with emotions.

Failure to use appropriate conflict resolution techniques can result in employees simply letting off steam but not committing to lasting change – an outcome that is frustrating for everyone involved. HR can prepare managers to help avoid negative outcomes.