In the event of individual conflicts in the company, how to proceed today?
In general, relationship suffering at work refers to situations in which one or more employees express negative consequences for their health, due to the relationships they experience in connection with work. Following an alert to the HRD and / or the CHSCT, on a potential situation of harassment / conflict, managers must put in place an intervention in order to protect the person and the company.
When we talk about mediation, what is it?
Mediation is a practice that relies on the intervention of a third party to facilitate the resolution of a relationship difficulty. It can be associated with arbitration or conciliation, need to improve communication skills.
In what cases or in what types of situations is mediation useful? There are 4 types of relationship issues.
A content conflict: people disagree. It suffices to clarify the disagreement to facilitate the regulation of relational tensions. Mediation is not necessarily necessary at this level.
Relationship conflict: People, on any type of content, disagree. It is worth talking about the systemic nature of the relationship. A mediator becomes probable.
Hyper conflict: people can't stand the relationship anymore, it has become "toxic" for them, and seeks to destroy the other to make the relationship disappear. A mediator becomes compulsory. At this stage, the challenge is to facilitate a separation with as little violence (physical and psychological) as possible.
A situation of harassment: repeated practices, aimed at the integrity of the target. No mediation but a tertiary prevention and disciplinary sanction strategy. Legal action may be considered.
A tripartite meeting time between HR, the mediator and the people concerned (separately) is recommended, in order to announce the rules of the game and avoid intended manipulation.
A face-to-face interview between the mediator and each of the protagonists (the people concerned) can ease the process.
The mediator makes a diagnosis on the nature of the situation and will define the next steps accordingly. He shares the diagnosis with HR, making his recommendations, then shares the diagnosis with the protagonists, separately. It validates the willingness of the actors to push the mediation process further.
Depending on the diagnosis, the protagonists are brought together to share their disagreements, their expectations and negotiate possible solutions.
Feedback work is carried out at the end of the mission with the HR and the board of company, in order to identify the contextual elements that may have favored the situation.
What are the key success factors of mediation at work?
- The legitimacy of the mediator
- The initial framing of the mission
- Everyone's goodwill
- HR availability
- The global approach (organization-management-individual)
What would be the selection criteria for the mediator to propose to the parties?
Its legitimacy, which helps it in the "ritualization" of mediation. The fact that he is also a consultant, because he has a complete outlook to assess the situation.
The fact that in his network, he works in a multidisciplinary way, which shows that he integrates different logics (human, legal, organizational, medical, etc.) and allows him to rely on other skills, if necessary.
The fact of having worked in different sectors, which gives him a great capacity for synthesis and prevents him from believing himself as a "tenant" of the company. ("Ha yes, I was also in this position")
Should we have a preference for a particular profile? (lawyer, mediator, psychologist). Each profile has advantages and disadvantages. The most important is the way in which he uses the speaking skills as a lever in the achievement of his mission.