Promoting Workplace Well-Being Handling Conflict David Craigie & Margaret Bowes supporting

 Workplace well-being  Promoting Positive Management  Symptoms of Conflict Effects of Conflict Cost of Conflict  Bullying and harassment  Employer role  Individuals  Case Study Overview

The Health and Safety Executive identifies 6 areas of risk for stress at work (Management Standards – 2004 research). One key area is:  Relationships including promoting positive working to avoid conflict and dealing with unacceptable behaviour Source: Workplace well-being

Research supported by HSE, CIPD & Investors in People Situation Management: Managing Conflict  Dealing fairly and promptly Use of organisational resources  Seeks advice when necessary (HR etc.) Taking responsibility for resolving issues  Supportive and responsible approach Promoting Positive Management (Competencies)

Symptoms of conflict in the workplace There are obvious symptoms of conflict, including:  Heated exchanges between colleagues  People avoiding each other or refusing to be in the same room  Physical aggression  Crying  Molehills becoming mountains

Symptoms of conflict in the workplace There are subtle symptoms of conflict, including:  Motivation levels dropping  Social events stopping or reducing in frequency  Productivity falling  Increased absence or sickness rates  Higher turnover rates

The effects of conflict in the workplace The results of conflict can have an impact on 3 important areas: 1. Business issues 2. Legal issues 3. Well-being

The business case Conflict can lead to:  Increased staff turnover and intention to leave  Higher absence rates  More days lost to sickness and absenteeism  More accidents  Decreased work quality  Negative organisational image and reputation  A culture of intolerance

The legal case Conflict can also have legal implications, for example: Employment Tribunal Claims Work-related Stress Claims “All employers have legal responsibility under the Health and Safety at Work Act 1974 and Management of Health and Safety at Work Regulations 1999 to ensure the health safety and welfare at work of their employees. This includes minimising the risk of stress- related illness or injury to employees.” [source:

The well-being case While confrontation can be healthy if handled correctly, conflict can lead to stress, unhappiness, mental and physical ill-health. The origin of the word means “to strike together”. When someone is struck physically or emotionally, the body has a physical and emotional response.

The potential cost of conflict?  In 2009, the average cost of absence per employee was £692  43% of employees cited stress as a major cause of absence  In 2009, the estimated costs of recruitment and turnover were £4000 & £6125 per employee, rising to £10,000 & £9,000 for senior managers and directors Source:

Bullying and Harassment  1 in 8 workers are bullied (Graves, 2002)  Bullying costs employers 80 million working days and £ 2 billion in lost revenue (HSE, 2006)  Work-related stress, anxiety and depression estimated at costing the UK >£530 million (HSE, 2007)  Not necessarily face to face – can be written, visual, , phone  One person might consider a behaviour as bullying, whilst another person might consider it to be firm management  What does it feel like to be bullied?

THOUGHTS There’s no point in complaining They’ll think I’m weak/won’t respect me I can’t face work anymore My hard work isn’t appreciated so what’s the point? Nobody understands I can’t be bothered/I can’t cope I’d rather not be here than face being humiliated in front of colleagues EMOTIONS/FEELINGS Stressed Anxious Depressed Angry Humiliated Frustrated Hopeless/Helpless Undermined Low self-esteem/confidence BEHAVIOUR Respond aggressively/passively Tell no-one Avoidance e.g. hobbies/interests, exercise, people, resolving the problem Absent from work Stay in bed Lose temper Row with family Drink alcohol Comfort eat/eat nothing PHYSICAL Panic attacks Difficulty sleeping Change in appetite Exhausted Tearful Muscle tension Headaches High blood pressure Palpitations Churning stomach Bullying/ Harassment Non-work stressors

What should employers do about bullying and harassment?  Intervene as soon as possible Deal promptly and objectively with complaints  Communicate effectively Try to create a climate of open and positive communication. Do employees know who to go to if they have a problem at work? Talking and listening skills Let employees know that complaints will be dealt with fairly, confidentially and sensitively What is the underlying reason for the conflict?

 Consider outside help to resolve the conflict Mediation – objective, unbiased approach Conciliation – same as mediation but when a claim to an employment tribunal is likely or has been made  Develop a formal policy including: Commitment from senior management Acknowledgement that bullying/harassment can be a problem and not to be tolerated Clear examples of unacceptable behaviour and what constitutes bullying and harassment What should employers do… (cont.)

If you are being bullied…  Speak about your concerns with your manager/personnel/union/organisation’s counsellor  Tell the person who is causing you distress to stop this behaviour (they might be unaware of the effect of their actions). If you can’t speak to this person yourself, ask someone else to act on your behalf  Seek advice from Citizens Advice Bureau or ACAS helpline  Are other colleagues also being bullied? Do you have witnesses?  Keep a diary of all incidents (including dates, times, witnesses, how you felt)  Keep copies of relevant documents (letters, s, notes of meetings, annual reports, medical help you might seek)

If you are being bullied… (continued)  Avoid being alone with the bully/harasser  Avoid being aggressive. Try to be positive, calm and assertive  Remember you have a right to be accompanied at disciplinary/grievance meetings  Follow your employer ’ s procedures if you do decide to make a formal complaint  Take advice on your legal rights. An employment tribunal will expect you to have tried to resolve the problem with the organisation  Ensure you have a work-life balance. It is important you make time for yourself and maintain a healthy lifestyle. Practice relaxation and tap into your social support network  Speak to your GP/Occupational Health provider and seek appropriate support

Case Study Background Change in circumstances Bullying/harassment begins Effects and consequences Solutions

Where can I get further help? The Craigie Partnership is available to help with: Employee Assistance Programmes Stress Interventions Manager Training Other sources of support include:  ACAS (  Preventing Workplace Harassment (  HSE (  CIPD (

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