Employee Conflict: A Manager’s Guide

By: Jennifer Leahy
October 20th, 2011

Jane hates Steve. And Sarah is at odds with Bob and Maria. Even though your first thought may be “Who cares?”, employee conflict is your responsibility as the manager of this motley crew.

“Employee conflict exists everywhere and managers absolutely must get involved insofar as it has workplace implications,” says Anthony L. Onesto, a human resources consultant and former director of human resources at Fresh Direct.

Though it may seem easier to adopt a “they will work things out” attitude, ignoring conflicts between employees can have multiple negative influences on a business.

A decrease in productivity is often a side effect of workplace conflict. Employees become caught up in whatever drama is playing out and actual work takes a backseat. Obviously, when one employee is at odds with another, it’s nearly impossible for them to work as productive members of a team. It’s also human nature for people to choose a side, further harming the integrity of the team.

In extreme cases, employee conflict can escalate to a point of physical violence and create an array of problems and liabilities for employers.

Business owners should have a written policy and procedure for addressing employee conflict. The Society for Human Resource Management (SHRM) recommends that the policy contain the following steps:

1. The employee should alert his or her supervisor to the problem.

2. If the supervisor’s actions do not resolve the issue or the issue involves the supervisor, the employee should alert the department manager (or other appropriate superior) as well as the HR department.

3. If the employee is still unsatisfied with the situation, he or she should file a written report with all pertinent details to the HR department, asking for an investigation.

4. If any employee fails to proceed to the next level of complaint within a specified time frame (i.e. five to 10 days) management may assume the employee is satisfied and considers the issue resolved.

There should also be a clause indicating the company’s right to impose disciplinary action for disruptive or inappropriate behavior. It should be stated that the company and its managers will not retaliate against complainants, and all complaints should be made in good faith.

But what about situations where there has not been a complaint by an employee, yet it’s clear that there is an adversarial relationship between co-workers?

Managers should always get involved, says Onesto.

“This is what a manager does. They will say, ‘I don’t want to babysit.’ But as a manager it’s your job to manage the talent of your division, every human dynamic,” he adds.

At the first sign of a problem, managers should meet with the warring employees individually and identify the root of the problem.

“If the root of the problem is personal, remind them that they are in a work arena,” Onesto says.

Such a meeting may be the nudge that causes the employees to put aside their differences and agree to a cordial working relationship.

Managers should involve HR in the process to ensure that all policies are followed and documentation is thorough and appropriate in case further action, such as the transfer of an employee, is necessary.

“The worst thing you can do is ignore the conflict,” offers Onesto.

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