Perhaps there is no way around the fact that personality conflicts arise in even the best of organizations. But while it may not be possible to eliminate the problem entirely, it is possible to manage it. For today’s HR Managers, the daunting task is how to determine when the occurrence of friction has surpassed an acceptable threshold and then what to do in order to reduce the toll it takes on the organization.
One of the first things HR Managers should be looking for is the root cause of the conflict. Often businesses fail to see when the source of the conflict is self-inflicted or systemic. Although many businesses promote what they refer to as “healthy competition”, the residual effects of pitting one employee against another is negative and long lasting. So before an organization critiques the behavior of their employees, it is critical to do some research to find out what, if any role, the organization’s culture plays into promoting conflict. Among the often overlooked sources of information is the exit interview. Conducting thorough exit interviews allows the opportunity for understanding why someone has moved on from your business and can provide valuable insight on what needs to change.
Second, engage in communication skills training. No other time period has experienced such a widely diverse workforce as those employed in today’s marketplace. Team members must possess communication skills which cross gender, ethnicity, and age; a great deal of which does not come easily to everyone. By offering seminars from trained professionals, organizations can stem conflict before they arise and teach employees how to move toward conflict resolution before HR intervention becomes necessary.
Third, look for opportunities to create a positive work environment by cross-training and mentoring. Often, workplace conflict can be fueled by a poor understanding or lack of appreciation for the contributions of fellow co-workers. The more your team develops an understanding of interdependence with their colleagues, empathy for the obstacles faced, and appreciation of skill needed to accomplish the tasks at hand, the more co-workers will be motivated to work together toward a common goal and appreciate the efforts of others.
Fourth, hire for the right fit. It is not enough to simply hire based upon the requisite skills for the role. In order to make a successful hire, it is critical to understand the dynamics present within the team and how each candidate will contribute or detract from the group. This requires an understanding of both the existing team members and a thorough evaluation of each candidate.
Fifth, create clear policy and procedure guidelines that outline behavioral expectations. Understanding that there are resources available to mediate issues that may arise, employees are challenged to take a proactive and solution based approach rather than seeking punitive recourse.
When employees spend valuable time and energy at work simply coping with avoidable conflict, the damage to the bottom line is often seen in a loss of talent, poor performance, and a toxic culture. Although it may be tempting to avoid addressing the subject of conflict resolution, ignoring the problem won’t make it go away. By taking both preventative measures and putting in place solution based processes, your organization can minimize conflict and maximize solutions.
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