Mediation: an approach to resolving workplace issues - CIPD

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3 WHEN CAN YOU USE MEDIATION? There are no hard and fast rules for when you can or cannot use mediation. In general, mediation is more likely to be successful if it is used at an early stage before attitudes have hardened. However, it can also be used when other attempts to resolve an issue have failed. Who? It can be used for conflict involving colleagues of a similar job or grade, or between a line manager and their staff. It can be used, exceptionally, where there is conflict between teams, or between a trade union or groups of employees and management. When? It can be used at any stage in the conflict as long as any ongoing formal procedures are put in abeyance, or where mediation is a stage in the procedures themselves. It can be used before a formal grievance has been identified. It can be used after a formal dispute has been resolved to rebuild relationships. • a decision about right or wrong is needed, for example where there is possible criminal activity • the individual bringing a discrimination or harassment case wants it investigated • someone has learning difficulties that would impair their ability to make an informed choice • an individual is particularly vulnerable • the parties do not have the power to settle the issue • one side is completely intransigent and using mediation will only raise unrealistic expectations of a positive outcome. There are some issues where mediation can prove particularly useful, however. Relationship breakdown There is a clear hierarchy of issues that employers perceive as suitable for mediation. In the CIPD survey of employers who had used mediation, researchers found that: What? It can be used to address a range of issues including relationship breakdown, personality clashes, communication problems, bullying and harassment. A judgement call There are situations where it may not be appropriate to use mediation, but it is often not clear cut and it will be up to the mediator or whoever is overseeing the mediation process to make a judgement on a case-by-case basis. It is often said in relation to mediation that ‘if you can’t make it better, don’t make it worse’. Mediation may not be suitable if: • used as a first resort – because people should be encouraged to speak to each other and talk to their manager before they seek a solution via mediation • it is used by a manager to avoid their managerial responsibilities ‘Outstandingly the most suitable for mediation is judged to be relationship breakdown. This underlines the value of mediation as a method of leading parties to re-evaluate their feelings towards one another, where financial compensation is less likely to be appropriate.’ This view was reinforced by case study organisations. At the Ministry of Justice, mediation was considered to be an especially effective mechanism for dealing with workplace relationship breakdowns, ‘interpersonal conflict…when people don’t communicate and the gap gets wider and wider, and things get more and more difficult’. A host of issues can give rise to tensions at work, including arguments over personal possessions, personal space, or the use and misinterpretation of language and behaviours, or poor people management skills amongst managers themselves. cipd.co.uk/publicpolicy 11
Bullying and harassment: a judgement call – Ministry of Justice ‘Sometimes certain behaviours can be perceived as discrimination, harassment or bullying, when that is not how they were intended. Mediation can be a good way to help the “victim” see the other person’s perspective and help the other side see how their behaviour is affecting their colleagues. This is a difficult area and it is a judgement call for the mediators to make if it becomes clear during mediation that discrimination, harassment, bullying or poor treatment is going on. They would have to consider stopping the mediation. They would not normally do anything about the misconduct themselves due to the confidentiality agreed before the mediation, but they can advise the parties accordingly.’ Ministry of Justice Bullying and harassment The other issues particularly suited to mediation are bullying and perceived harassment, and perceived discrimination issues, although each situation needs to be judged on a case-by-case basis, as serious cases of bullying and harassment, and clear cases of discrimination, may need to be dealt with by more formal procedures. When managers are not well placed to deal with the issue Mediation can also provide a useful tool for individuals to turn to when managers are, for one reason or another, not well placed to deal with a dispute. This may be because an intervention from a manager may be perceived as biased, or as favouring one side over another. It may be that the manager has insufficient skills in handling people conflict or ‘emotional anger’. Discipline and grievance procedures In some organisations mediation is written into formal discipline and grievance procedures as an optional stage. Where this is not the case, it is useful to be clear about whether the discipline and grievance procedure can be put into abeyance if mediation is deemed to be an appropriate method of resolving the dispute. At Bradford Metropolitan District Council the mediation process runs alongside the disciplinary and grievance procedure, and formal procedures can be suspended at any stage ‘to seek an alternative agreed method of resolution at the suggestion of the employee, his or her representative or the relevant manager and the agreement of all the parties’. The policy emphasises that where informal resolution at any stage is not successful, the employee has the right to continue with the formal procedure. It is grievances that most obviously lend themselves to the possibility of mediation. Managers may not always see it as appropriate to surrender their discretion in relation to disciplinary issues where they believe a point of principle is at stake, such as misconduct or poor performance. However, the line between disciplinary and grievance issues may in specific instances become blurred, in which case the employer may prefer to tackle the underlying relationship issues by means of mediation rather than impose a disciplinary sanction. Although mediation is often perceived as a form of early intervention in disputes, it can also be used to rebuild relationships after a member of staff has undergone a disciplinary or grievance process. 12 MEDIATION: AN APPROACH TO RESOLVING WORKPLACE ISSUES
Page 1 and 2: A guide February 2013 MEDIATION: AN
Page 3 and 4: ACKNOWLEDGEMENTS This updated publi
Page 5 and 6: and more than four in five (82%) sa
Page 7 and 8: Table 1: The conflict lifecycle Sta
Page 9 and 10: 2 WHAT IS MEDIATION? ‘Mediation i
Page 11: Confidentiality at UCLan Mediation
Page 15 and 16: 4 THE BENEFITS OF MEDIATION ‘A lo
Page 17 and 18: Case study: Assessing the advantage
Page 19 and 20: In the 2011 CIPD Conflict Managemen
Page 21 and 22: Trade union support ‘Where there
Page 23 and 24: Mediator skills set This describes
Page 25 and 26: At the University of Central Lancas
Page 27 and 28: Choosing and contacting the mediato
Page 29 and 30: Timing University of Central Lancas
Page 31 and 32: Using mediation - Linda’s story L
Page 33 and 34: 7 EVALUATION Evaluating a mediation
Page 35 and 36: • What are the costs and benefits
Page 37 and 38: Introducing mediation: good practic
Page 39 and 40: REFERENCES FOR FURTHER READING ACAS
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