Conflict Between Branch Manager and Employees
Female and male employees raised a complaint against the Branch Manager. The office conflict between the Branch Manager and a female employee arose regarding her job. She mentioned having a lot of work and expressed a desire to delegate some of her tasks. The Branch Manager became annoyed with her, and as a result, she resigned from her job, citing the manager's misbehavior and rude conduct. Office politics are also prevalent in the situation.
Seeking Advice on Conflict Resolution
Moving forward, I am seeking advice on how to address this issue without losing any valuable team members.
From India, Delhi
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Female and male employees raised a complaint against the Branch Manager. The office conflict between the Branch Manager and a female employee arose regarding her job. She mentioned having a lot of work and expressed a desire to delegate some of her tasks. The Branch Manager became annoyed with her, and as a result, she resigned from her job, citing the manager's misbehavior and rude conduct. Office politics are also prevalent in the situation.
Seeking Advice on Conflict Resolution
Moving forward, I am seeking advice on how to address this issue without losing any valuable team members.
From India, Delhi
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Yes, I am an HR Manager, and both employees are valuable assets. We don't want to lose anyone. All the strategies I have tried have not convinced them. Both have ego problems.
Please suggest any new steps.
From India, Delhi
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Please suggest any new steps.
From India, Delhi
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It seems challenging to reconcile the differences between the two parties, and maintaining the current situation is not beneficial for either the individuals involved or the organization, even though the core differences are resolvable.
Understanding the grievance
First of all, talk to the female employee to ascertain her real grievance and determine to what extent she is willing to keep her job. Also, try to uncover the real reason behind their personality clash.
Possible solutions
Try to work out a new assignment for the female employee (such as a transfer elsewhere) so that she is not in a direct working relationship with the Branch Manager. Alternatively, consider placing someone in an intermediate position between them to avoid direct dealings.
From India, Mumbai
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1593Understanding the grievance
First of all, talk to the female employee to ascertain her real grievance and determine to what extent she is willing to keep her job. Also, try to uncover the real reason behind their personality clash.
Possible solutions
Try to work out a new assignment for the female employee (such as a transfer elsewhere) so that she is not in a direct working relationship with the Branch Manager. Alternatively, consider placing someone in an intermediate position between them to avoid direct dealings.
From India, Mumbai
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I have a few questions which may help you find a solution.
Action taken by HR/Management
1.0 If the dispute brewing is already known, what action has been taken by HR/Management in the past?
Counseling for Employees
2.0 Was any counseling given to the lady employee/Manager?
Management's Awareness and View
3.0 You have said that both are good and can be considered assets. Is this matter known to top management? If yes, what is their view?
Job Rotation Possibility
4.0 If there is any other employee who can be groomed, can there be a job rotation for the lady’s post?
From India
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Action taken by HR/Management
1.0 If the dispute brewing is already known, what action has been taken by HR/Management in the past?
Counseling for Employees
2.0 Was any counseling given to the lady employee/Manager?
Management's Awareness and View
3.0 You have said that both are good and can be considered assets. Is this matter known to top management? If yes, what is their view?
Job Rotation Possibility
4.0 If there is any other employee who can be groomed, can there be a job rotation for the lady’s post?
From India
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How to Manage Employee Conflicts in a Small Business
by Brad Egeland
Quote
Any business setting can be a hotbed for conflict. Nowhere is this more prevalent than in the small business arena, where small and locally run businesses are struggling and failing every day in the current economic climate. Stress is high, customers have dwindled and are slow to return, and profits, in many cases, have fallen off the table. Stressful? Yes. Are people fearing for their jobs? Yes. Will conflict arise? Undoubtedly—it's usually just a matter of time.
In the small business environment, everyone is close. How do you deal with conflict in this environment without causing major problems in your day-to-day business activities? It's your business, yes. But these are individuals you are close to—have likely known for quite some time—and work in close proximity to on a daily basis. How do you handle conflict in this type of setting?
I suggest going through the following three-step process to deal with workplace conflicts in the small business setting:
#1 – Go directly to the source
First, go directly to the source. That may be another individual in conflict with you, or it may be two of your employees in conflict with each other. Whatever the situation—remain impartial. If someone is in conflict with you—hear them out. The issue may have nothing at all to do with work—it could just be stress in their outside life that they've brought to work. Or they may have a legitimate case to be in conflict with you—and you must be open to the fact that you could be the one who is in the wrong. If the conflict is between two of your employees—go to each separately and discuss it with them.
#2 – Bring parties together to discuss
Once you've heard each side separately, bring them together for a monitored discussion. The key is to work through the issues—together. You need to get to the root of the issue so that it doesn't become bigger and threaten the work being done or the cohesiveness of the small workplace environment.
#3 – Come to a resolution
Finally, you must come to some resolution—even if it just involves more discussion and a shaking of hands. Or in my case, it would need to involve pizza. If you can get the parties to shake hands, smile, and put it behind them, then the battle has been won, and you can move on.
Don't be afraid to look into the conflict in detail, if necessary. If new policies or procedures need to be put in place to avoid the same conflict arising in the future, have that discussion with your employees. The more you let them have ownership of the situation and the necessary changes that are going to be implemented, the more they will actually comply with those new policies and procedures.
Summary
Conflict can be a good thing. It can also be very damaging if not handled promptly and properly. Never make the mistake of taking your employees' issues too lightly. Make sure they understand that their concerns are important to you and that you have their best interests in mind as you work to help resolve these workplace conflicts. By doing so, you show them that you're in charge but you care about them and that they are a vital part of your organization.
Unquote
Best regards,
John Chiang
From China, Shanghai
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by Brad Egeland
Quote
Any business setting can be a hotbed for conflict. Nowhere is this more prevalent than in the small business arena, where small and locally run businesses are struggling and failing every day in the current economic climate. Stress is high, customers have dwindled and are slow to return, and profits, in many cases, have fallen off the table. Stressful? Yes. Are people fearing for their jobs? Yes. Will conflict arise? Undoubtedly—it's usually just a matter of time.
In the small business environment, everyone is close. How do you deal with conflict in this environment without causing major problems in your day-to-day business activities? It's your business, yes. But these are individuals you are close to—have likely known for quite some time—and work in close proximity to on a daily basis. How do you handle conflict in this type of setting?
I suggest going through the following three-step process to deal with workplace conflicts in the small business setting:
#1 – Go directly to the source
First, go directly to the source. That may be another individual in conflict with you, or it may be two of your employees in conflict with each other. Whatever the situation—remain impartial. If someone is in conflict with you—hear them out. The issue may have nothing at all to do with work—it could just be stress in their outside life that they've brought to work. Or they may have a legitimate case to be in conflict with you—and you must be open to the fact that you could be the one who is in the wrong. If the conflict is between two of your employees—go to each separately and discuss it with them.
#2 – Bring parties together to discuss
Once you've heard each side separately, bring them together for a monitored discussion. The key is to work through the issues—together. You need to get to the root of the issue so that it doesn't become bigger and threaten the work being done or the cohesiveness of the small workplace environment.
#3 – Come to a resolution
Finally, you must come to some resolution—even if it just involves more discussion and a shaking of hands. Or in my case, it would need to involve pizza. If you can get the parties to shake hands, smile, and put it behind them, then the battle has been won, and you can move on.
Don't be afraid to look into the conflict in detail, if necessary. If new policies or procedures need to be put in place to avoid the same conflict arising in the future, have that discussion with your employees. The more you let them have ownership of the situation and the necessary changes that are going to be implemented, the more they will actually comply with those new policies and procedures.
Summary
Conflict can be a good thing. It can also be very damaging if not handled promptly and properly. Never make the mistake of taking your employees' issues too lightly. Make sure they understand that their concerns are important to you and that you have their best interests in mind as you work to help resolve these workplace conflicts. By doing so, you show them that you're in charge but you care about them and that they are a vital part of your organization.
Unquote
Best regards,
John Chiang
From China, Shanghai
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As an HR Head, you should develop the job profile of each employee in consultation with their departmental heads. While drafting the individual job profile, please don't forget to add the clause, "Any other job assigned by the management from time to time."
After the job profile of each employee is drafted, no one can claim they are overburdened.
From India, Jalandhar
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After the job profile of each employee is drafted, no one can claim they are overburdened.
From India, Jalandhar
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