Dealing with workplace conflicts

Effectively dealing with workplace conflicts and absenteeism 

Tensions in the workplace can lead to a labor dispute. When this tension increases, a sick report often follows in practice. A development that has only losers. After all, an employee who is absent costs between €300 and €450 per day on average. Furthermore, a labor dispute certainly does not contribute to the work atmosphere, job satisfaction, or productivity. 

There is plenty of reason for organizations to bring about change in this area. This is also emphasized by Martyna Miller, mediator and absenteeism manager at Capability, who explains that managers can play an important role in this. The key to success? It lies in communication. Read on to discover what you can do within your organization to prevent and resolve workplace conflicts. 

A buildup of factors 

Labor conflicts have always been present. However, we are noticing an increase in conflicts, partly due to the tight labor market and increased work pressure. This gives employees a stronger bargaining position, but the pressure also serves as a breeding ground for frustration. Martyna explains: “As absenteeism managers, we talk to employees who are off work. It’s often about physical complaints. After about two weeks, once they have rested, we hear that there are also mental barriers at play. Someone may be overwhelmed, unable to sleep, or experiencing stress reactions. By asking further questions, the real cause surfaces: a conflict. 

People find it difficult to name that something is happening between them and a colleague or manager at first. And sometimes they don’t even realize it themselves. When you’re not feeling well, you initially focus on the physical complaints. However, the cause may also stem from stress that gradually builds up until it escalates.” 

High resistance, various causes 

Conflicts can arise from all kinds of reasons. “Often, it’s a buildup of incidents,” Martyna explains. “Someone has been scheduled on the production line three times, the manager is not honest or forgets something, or someone has clashed with the manager several times and no longer wants to work with them. Often, employers don’t even know there’s a conflict, simply because employees don’t dare to speak up, fearing potential consequences. The resistance is so high at that point that an employee literally develops physical complaints. As absenteeism managers, we then look for solutions, which often involve initiating a conversation.” 

Attention & communication 

As an organization, you naturally want to prevent workplace conflicts as much as possible. According to Martyna, it all boils down to communication. “You prevent more misunderstandings when there’s transparent communication across the organization—from employee to director. 

Many companies have regular performance reviews scheduled, but there’s little attention paid to a personal chat. Not focused on performance or results, but to check how someone is doing. By taking this space, you help identify conflicts in an early stage.” 

More attention helps, but it’s crucial that managers are able to have such conversations. Martyna elaborates: “It’s not just about asking how someone is doing. You must know how to pick up signals, how to ask follow-up questions. Show interest and make sure you know what’s happening in your team or department. At Capability, we offer courses for managers where they learn how to conduct these types of conversations.” 

Clear guidelines 

Every manager is busy and often has to juggle many tasks. Scheduling personal meetings can feel burdensome. “You don’t need to speak with your employees every week,” Martyna suggests. “But, for instance, schedule a meeting three times a year with each employee—that should be manageable. After a year, look at how the relationship with the employee has improved and what it has yielded. 

Additionally, make sure everyone in the organization knows where to go if they have issues. The first point of contact is often the manager, but ensure people also know how to reach the confidant. Have this person introduce themselves within the organization so people become familiar with them. Also, it’s beneficial for the HR department to be seen as a stable presence in the company. People should know they can go there with their concerns.” 

A sense of safety 

If a conflict seems to arise, there are several points to consider. Martyna says: “Ask the employee if they would feel comfortable with an independent person from HR joining the conversation. Or, if necessary, someone from their own circle. By providing a sense of safety, you lower the threshold and prevent escalation. Always ensure that the conversation takes place in a safe, neutral environment. If you invite the employee to your office at 9:00 AM, it could be intimidating and confrontational. And of course, it’s important to be empathetic during the conversation. Try to put yourself in their shoes.” 

Prevent time, money, and frustration 

“As an absenteeism manager, when I notice something is going on, I advise the employee and employer to have a conversation. In half of the cases, this clears the air and mediation is not necessary. Resolving a conflict doesn’t take much time; giving more attention significantly helps. It’s worth identifying and resolving conflicts early on. This prevents a lot of time, money, and frustration.” 

Mediation is a final tool for the employer and employee to resolve their conflict. The alternative is escalation via lawyers and courts, which naturally leads to increased costs. While mediation is voluntary, people often agree to it, and fortunately, it usually results in a solution. Nevertheless, preventing conflicts is always better than curing them! 

Here’s a summary: 

• Open and transparent communication throughout the organization helps. 
• Plan regular personal meetings with your employees, get to know them, and build a bond. 
• Ensure everyone in the company knows where to go if they have concerns (HR + Confidant). 
• If a conflict is brewing, address it by having a conversation with the employee. Always do this in a neutral, safe location. 
• Ask if the employee would prefer someone from HR to join. 
• Show interest and understanding, and work together to find a solution. 
• If you can’t reach a solution together, seek help from, for example, the occupational health service (mediation)

Prevent serious labor conflicts 

Looking for more tips on dealing with labor conflicts? Capability supports organizations in identifying labor conflicts early and ensures they are effectively resolved, for example through mediation. Check our website for more information: www.capability.nl