Resolving Difficult Situations with People at Work

Sometimes we come across behaviour we find difficult to deal with and we may have an automatic reaction. Depending on a number of factors we may respond either by fleeing the scene (!); by launching into the challenge; or by staying rooted to the spot, not knowing what to say or do.  

Sometimes the outcome may not be what we would have wanted. 

These responses can be due to a number of factors, including:

• coming up against a particularly difficult situation for the first time; and/or
• encountering unexpected and perhaps inappropriate behaviour for the first time; and/or
• because we tend to respond to difficult situations or certain behaviour in much the same way every time.

What ‘People’ Situations do you find difficult to manage?

Often employers/managers hope that disagreements between employees will sort themselves out that the employees will sort it out when asked to do so or that the issue will simply go away. Unfortunately, in most cases, it is more likely for the conflict to escalate rather than dissolve.

We at Pathways to Success provide support to companies and employees when it comes to managing and improving workplace relations in a number of ways:

• by developing policies and procedures to promote positive communication between colleagues;
• by providing training and/or coaching for managers and employees in positivecommunications and conflict management;
• by providing skills training for employees;
• by providing 1-2-1 Conflict Management Coaching to individuals to help them to deal with difficult situations. This is a recognised coaching model.
• By facilitating the people involved to resolve their difficulties if possible using a range of techniques aimed at resolving situations.

Talk to Us!

• If you have concerns about your relationship with a colleague, you might like to speak to someone outside the company in the strictest confidence; someone who is objective and has the necessary professional experience to support and advise you.
• As a manager or team leader, if you have noticed tension building between members of your team and you don’t know how to deal with it.
• If you notice that there are a lot of rumours 'flying around' the company and you are not sure how to stop them.
• If you get a complaint about an employee’s behaviour and you don’t know what to do.
• Are you finding it difficult to work alongside someone because of the way they behave towards you? If so, talk to us!

If you need advice or assistance on this, please get in touch: info@pathwaystosuccess.ie or 01 6586808 

The Workplace Relations Act 2015: How Complaints are made

Under this legislation a new system for dealing with employee claims/complaints has been introduced.  There are some key changes to the process.  It is too early to tell how the process will work; however, the fact that disputes can go to mediation as a first step will hopefully reduce the number of cases going to Adjudication and so reduce lengthy waiting periods prior to hearings.

Overview of the Process

Under this new system claims/complaints made since 1^st October, 2015 now go to the Director General of the Workplace Relations Commission (WRC) who decides whether the matter could potentially be resolved through Mediation rather than going to Adjudication.   

Adjudication

Adjudication Officers (AOs) have been appointed; many of whom worked as Rights Commissioners and Equality Officers under the previous system. These AOs are currently working on claims submitted prior to 1^st October last.  Additional AOs have also been appointed and trained and they have begun work hearing cases that have come to the WRC since that date. 

It is intended that the AO will move away from the more adversarial type of hearing sometimes associated with the previous system. The AOs:

• may refer the matter back to mediation, provided both parties agree;
• inquire into the nature of complaints;
• rule out irrelevant information;
• can subpoena data, documents and/or witnesses;
• may dismiss a complaint if considered either “frivolous and/or vexatious”.

After the hearing the Adjudication Officer prepares his/her decision and it is published on the WRC website.  Names are omitted at this stage.

Responding to a Complaint (Tips for Employers)

There is now a single complaint form in place so that complaints about a certain matter under various pieces of legislation are seen together.  Here are some things to look out for when viewing a complaint.

Check:

• the date by which a response must be made;
• whether the name of the employer/company on the complaint form is accurate;
• whether the complaint has been made within the required time limits; the time limit is usually 6 months although an extension to 12 months may be given where the complainant shows reasonable cause for the delay;
• how the employer is said to have breached employment law;
• why the employer is said to have done so;
• whether multiple complaints have been made (in which case it may be advisable to prepare separate responses/copy responses for each piece of legislation using the same reference number);
• how much service the employee has and whether this may be relevant to the complaint;
• the employee’s gross salary/wage (and what the total cost to the company could be); 

Preparing a Response

• Review the matter by setting out the chronology of events that led to the complaint being made.
• Identify the procedures followed by the Company. Were they followed correctly?
• Who wasinvolved? Obtain an account from all involved.
• There is no obligation on the parties to exchange submissions in advance of the hearing but they may be requested through the WRC.
• The onus of proof in most cases lies with the employer.
• One exception to this is a complaint of Constructive Dismissal.
• Consider asking the AO if submissions may be viewed in advance of the hearing.
• Identify witnesses who will be credible and who will present their case with co
• nfidence.
• Consider what to include in your response on the complaint form and whether to include a lot of
• detail will help your case or hinder it.
• It is advisable for employers to cooperate; otherwise sanctions may result. 

The Hearing

• The identity of the AO may not be known in advance.
• The hearing is held privately and usually lasts 2-3 hours approx.
• The parties may be represented by their solicitor, barrister, union representative, HR manager, etc.
• If new arguments are raised during the hearing they may be allowed particularly wherethey are
• relevant to the matter.
• The AO may decide to excuse some witnesses depending on relevance, etc.

Settlements 

Settlements can be tricky. Timing is an important factor as are all the facts of the matter.

It is best to seek legal advice before trying to seek a settlement yourself.

If you need advice or assistance on this, please get in touch: info@pathwaystosuccess.ie or 01 6586808

10 Tips for Keeping Your Employees Engaged and Motivated

When it comes to job satisfaction and having a sense of achievement, being happy in their work rates higher with employees than financial reward (see article by Glen Llopis in Forbes).  

Factors such as knowing that they contribute and make a difference, being part of a team, being appreciated, being involved, having a good working relationship with their boss, creating an impact, feeling trusted, being given opportunities for career development and feeling valued are motivating factors that tend to rate higher with employees in terms of job satisfaction than money.  

Yes, sure, if someone is given a raise or promotion then the additional income is great; it is an acknowledgement of work well done. However, the ‘adrenalin rush’ tends to be replaced quite soon by further need for achievement and recognition, and a need to feel fulfilled and so other motivating factors take over. 

10 Tips for Engaging and helping to Motivate your Team

Business owners and Managers, what are some of the factors that have motivated you in your career?  We are including some tips below that will help to motivate your teams.  These pointers might sound like common sense to most people but you would be surprised how many managers neglect to take heed of them. 

Tip 1: Get them focused

Make sure your employees know what the Company Purpose, Vision and Business Goals are.  This will help to ensure that they know where they are going and that they are ‘on-board’.

Tip 2:   Give employees the tools they need to do their job

Don’t presume that they have the tools they need.  Talk to them!  Offer them training and support and equipment if needed. 

Tip 3:  Communicate with them! 

Hold regular team and individual meetings.  Ask your team questions to make sure they understand your goals, objectives and expectations. Give regular feedback, both positive and constructive. Ensure that your feedback is specific, is based on their performance or behaviour and is based on fact. Tell them what was good/not so good, the impact and outcomes of their actions on the team and on you.  If you are disappointed or upset, tell them so and also let them know what standard you require for the future.  Ask for their input to problem-solving and their commitment to ensure it is successful in future.

Tip 4:   Get everyone engaged

Make sure to get ‘buy in’ from your team.  Include them in the planning process and ask for their input and ideas.  In this way they will value the business and have a vested interest.  Agree goals with them. You will empower and motivate employees by giving them both the responsibility and authority for certain areas/tasks as long as they are within their capabilities.  If people aren’t given appropriate authority, it can erode their confidence and self-esteem. 

Tip 5:  Motivate your team and say, “Thank You!”  

Give feedback as much as possible.  Positive feedback should be given right away to encourage more good performance. Similarly timely constructive feedback should be given to ensure improvement. Public acknowledgement of an employee’s contribution to success is invaluable but a ‘put down’ of an employee in front of their colleagues will not be well received - by anyone! 

Tip 6:   Always be fair

Trust and respect your team and if an issue arises, make sure to examine all of the circumstances and then make a decision about what to do.  If you make a mistake or an error of judgement, put your hand up and admit you were wrong.  Employees will appreciate your honesty.

Tip 7:  Be consistent

 Be consistent in your treatment of team members, try to be consistent in your decisions, and in what you say and do as a Leader/Manager.

Tip 8: Give them Autonomy in their respective roles

 By giving employees autonomy in their roles it allows them to see that they are in direct control of the goals they are working toward, ensuring they have value and a direct influence on success. 

Step 9:  Incentivise  

No matter of what kind of business you are in, it has been shown that incentivizing employees is beneficial to motivation.  Agree targets and acknowledge and reward when they are achieved.

Stop 10:  Seek to Retain Employees 

If employees feel valued they will be less likely to leave and more motivated to try better at what they do; to achieve more.  Recognition, praise, and special incentives will help raise the value of work to employees.

Finally, don’t forget to ask for help.  If you need advise on HR, CALL US on 01658 6808