Workplace Grievances – There is another way!

Workplace Grievances – There is another way!

Are workplace grievances taking up all your time?
Do you find that workplace grievances actually damage working relationships more than fix them?
Do you wish there was a better way to resolve conflict at work?

There is another way!

Ask any HR person, and they will tell you that they do everything they can to avoid an employee raising a grievance.  It’s because they know that there are usually no winners in a grievance process and it doesn’t get to the root cause of the conflict.

Here are some reasons why grievances are so bad for us:

  • They can be time-consuming and costly for both the employee and the employer. The process of investigating and resolving a grievance can take weeks or even months, during which time the employee may be unable to work and the employer may have to divert resources away from other tasks.
  • Grievances can create an adversarial atmosphere in the workplace, which can be damaging to employee morale and productivity. Employees may become disengaged and less committed to their work if they feel that their employer is not treating them fairly.
  • Grievances can damage relationships between employees and employers. The process of a grievance can lead to feelings of mistrust and resentment, making it more difficult for the parties to work together effectively in the future.
  • Grievances can be a distraction from more important business issues. Employers may become so focused on resolving a grievance that they lose sight of more important matters that need their attention.
  • A grievance process may not necessarily lead to the best outcome for the parties involved. The decision made by the person responsible for grievance process may be perceived as unfair or biased, leading to further dissatisfaction and dissatisfaction.

Ultimately it is someone else making the decision or attempting to solve the problem.  It isn’t treating employees like adults, and empowering them to make their own decisions.

But there is another way.  Something that can be so transformational – mediation.

Here are some reasons why mediation can be so much better:

  • Mediation is often quicker and less expensive than a grievance process.  A mediation session can be scheduled and completed within a few days or weeks whereas a grievance can take several months to resolve.
  • Mediation is less formal than a grievance process and allows for more open and flexible discussions.  This can lead to more creative solutions that are tailored to the specific needs of the parties.
  • Meditation can help to preserve relationships between parties.  The process is designed to be collaborative, rather than adversarial, which can help to reduce tensions and build trust between the parties.
  • Mediation allows the parties to have control over the outcome.  They can craft a solution that works for them, rather than having a decision imposed on them by a third party.
  • Mediation can beu sed early on in the dispute resolution process, before the issues become more entrenched and difficult to resolve.
  • Mediation allows the parties to have a confidential and private discussion, which can be beneficial for sensitive or delicate matters.

    If I have managed to convince you that meditation is the key to resolving conflict and saving you a lot of time, money and grief, please get in contact for a free, no obligation call to discuss your needs further. If you would like some support, I’d love to help you – email me on

    Performance Management starts with YOU!

    Performance Management starts with YOU!

    Do you have someone in your team who just isn’t performing at the level you need them to?
    Do you have someone on your team who you feel is a bit of a liability and it’s costing you clients or losing you money?
    Do you just wish they would be better?

    Would you like some free advice?

    Performance management is the most frequent problem I get asked to help with as an HR consultant.

    Often, line managers want to fire the underperforming employee.  They just want a quick fix to their problem, to make it go away and be able to get someone better.

    When I give advice, I start by asking questions about THEIR own performance rather than their employees.

    Yes! Performance management starts with YOU

    If you have someone who is under performing in your team, ask yourself these questions first.

    • Did YOU make the right hire in the first place? Did you check they could do the thing you need them to do? Do you need to review your recruitment process?
    • What efforts did YOU make during induction and onboarding? Did they have a buddy? Were they given proper training or just left to figure it out for themselves?
    • Did YOU use the probation period properly and have regular, documented reviews during this time to check in on progress?
    • When things started going wrong, did YOU sit down with them and review their job description with them to check you were on the same page?
    • Have YOU told them that you are concerned? Sometimes that’s all someone needs.
    • Have YOU asked them how they are? Maybe there’s something else going on.
    • Have YOU given them goals/targets or made clear what good looks like?
    • Have YOU been nice to them? Made time to get to know them and what makes them tick?
    • Have you asked them if there are any barriers to learning?  Have you asked them how they prefer to learn?

    So, before you start thinking about failing probation or putting someone on a PIP or trying to dismiss someone, please ask yourselves those questions first. See if there’s something in there that YOU can do differently first!

    At Mayday HR, I help coach and guide business leaders to have better conversations around performance management, I train line managers in effective performance management, and I can help you out if it all goes wrong.

    If you would like some support, I’d love to help you – email me on

    Get ahead of the new flexible working legislation

    Get ahead of the new flexible working legislation

    Get ahead of the new flexible working legislation

    The government has published its response to last year’s consultation on updating flexible working laws.

    If you follow me on Linkedin, you will know that flexible working is something I bang on about a lot.  Flexible working can make a world of difference to employees’ motivation and work life balance, and make work more accessible to all, particularly people with disabilities or caring responsibilities.  However, according to CIPD research, 46% of employees still say they do not have flexible working arrangements in their current role.

    The government’s report will herald some changes; however some savvy (AKA brilliant) employers will already be making flexible working the norm.

    What’s changing?

    The report highlights that there is still some legislation to be passed to make the recommendations law, however in a nutshell, here are the main changes:

    • The right to request flexible working will become a day 1 right!!  Woop Woop – thank you to the CIPD for all they did with the Flex From 1st campaign.  Currently the right only kicks in after 26 weeks service.  Please remember however, this is the right to request, not the right to have.
    • Employees will have the right to make two flexible working requests within a 12-month period.  Currently they only have one request per year.
    • The decision time will be 2 months rather than 3.  Quite why it takes three months to make a decision is beyond me, so shortening this is welcome.
    • There is likely to be a new duty to discuss alternatives to the request.  This means that if the employer is intending to decline the request, they should go back to the table and discuss alternatives.  I always advise employers to do this anyway and it is much more helpful to discuss other alternatives at the time to be able to help make a decision. Surely it’s far better to come to a compromise rather than an outright no?

    Why getting ahead of the changes will be a benefit to you as an employer

    • The competitive edge over other employers.  Be the ones shouting about offering flexible working.  Not everyone has caught up yet, so get in their first and pip them to the post – be the one that all the good talent comes to for a new job!
    • Attracting from a wider talent pool.  There are loads of fabulous people out there, who are being excluded from the job market because of lack of flexibility, or who need some small adjustments to be able to do their job well.  Being flexible means you have more candidates to choose from, plus you will likely close your gender pay gap, and that can only be a good thing
    • Complying with statutory requirements is the law anyway, so if you make it second nature, it will make things a lot easier.  If you don’t follow the flexible working guidance you will risk a tribunal claim, and we all want to avoid one of those!
    • You will fall into the savvy and brilliant employer camp, and I will sing your praises from the rooftops.

    What can you do to get ahead?

    Well in the main, most savvy (AKA brilliant) employers won’t need to do very much as they will already be doing more than the statutory requirement.  

    When the legislation comes in, you will need to update your Flexible Working Request policy, however in the meantime, here are some suggestions:

    • Make flexible working your default position.  Talk about it at the recruitment stage and make sure that you are being flexible and accommodating to hire the best talent, without putting blockers in the way.  Be open to job shares, part time working, varying start and finish times (does half an hour either side of 9am make that much difference?) and seriously consider if some of the job could be done from home (trust me, hybrid/remote working is the future whether you like it or not).  As the right will be a day 1 right, you want to try and avoid offering someone a job, then on their first day, they put in a formal flexible working request.  Get it sorted beforehand so you can all get on with the job.
    • Encourage an open culture where employees can come and talk to you about making a request.  Most of the time, if you are flexible and accommodating, you can have a chat and make the change without a formal process.  Then no one needs to keep track of how many requests someone made in a year.
    • Speed up your decision-making processes – if something takes you three months to decide upon, what on earth are you doing?  It should definitely be the exception not the norm, and in that time, that very good employee has probably been looking for jobs elsewhere because they got fed up with waiting.

    If you would like help with your flexible working policy or implementing something new, I’d love to help you – email me on

    If you are already one of those employers who is a step ahead when it comes to flexible working, let me know!  I’d love to hear how it works for you (and sing your praises too).