With stress – and freedom of expression – at an all-time high, the management of conflict, offensive and aggressive behaviour has swiftly shot to the top of critical challenges HR Professionals have to deal with. Added to that, there is an ever-growing emphasis on employee well-being, diversity and inclusion, resulting in organisations having to adopt innovative and strategic approaches to address these issues in effective and constructive ways.
In light of these developments, here are 7 strategies that will empower HR leaders to navigate their way around and through conflict and offensive behaviour and, at the same time, cultivate a culture of mutual respect and collaboration.
1. Take a proactive approach to conflict resolution
Never underestimate the importance of embracing a proactive stance towards conflict resolution. By investing in pre-emptive measures such as comprehensive conflict management training for your employees, you put everyone in a better position to manage any conflict as and when it arises.
Such training should include conflict resolution techniques, effective communication skills and strategies, as well as helping employees to develop empathy. When employees at all levels have access to these skills, your organisation can nurture an environment where any conflicts are promptly and constructively addressed before they are allowed to become disruptive and destructive.
Another proactive way of dealing with conflict is by developing the relationship skills of employees. It is s much easier to address conflict when the people involved have a warm, strong relationship with one another.
2. Nurture and encourage emotional intelligence
Emotional intelligence (EQ) is the foundation for sound relationships. When employees have a high level of emotional intelligence, the chances of things turning into conflict situations are a lot less as EQ helps one to navigate interpersonal differences comfortably and effectively. HR Professionals should therefore prioritise the development of EQ by exposing employees to focused EQ training programs and workshops that cover self-awareness, self-regulation, empathy and social skills. By doing so, organisations can empower employees to manage their emotions and navigate challenging situations with grace and diplomacy.
3. Implement robust policies and procedures
Clear and comprehensive policies are very important for managing conflict, offensive and aggressive behaviour in the workplace. It’s therefore wise to ensure that the company’s policies deal with anti-harassment, anti-bullying and conflict resolution, and it’s even more important to ensure that those policies inform all actions taken to address these matters. When addressing unacceptable behaviour, it is essential that procedures are transparent and in line with the current legislation in place. The same applies to how investigations are conducted and how any disciplinary procedures are implemented. Consistency in this regard sends a powerful message to all employees that unacceptable behaviour will not be tolerated.
4. Promote psychological safety
As you are probably aware, psychological safety is now an essential factor in a productive workplace. When employees feel comfortable in expressing their ideas, opinions, thoughts and concerns without fear of unfair criticism, true innovation starts to take place. HR Professionals should therefore prioritise promoting psychological safety by utilising anonymous feedback channels, open-door policies and ongoing check-ins. When one creates a culture in which employees are comfortable being vulnerable, in which diverse views are accepted and appreciated, where frank conversations occur, the risk of offensive and/or aggressive behaviour is significantly reduced.
5. Leverage technology to manage conflict
Believe it or not, technology can be a very useful tool in managing workplace conflicts. HR Professionals who explore utilising digital platforms and software that facilitate conflict resolution give their employees a significant advantage. Such tech includes anonymous reporting systems, online mediation platforms and AI-driven sentiment analysis tools. These technologies not only help to streamline conflict resolution processes but also offer valuable insights into underlying organisational trends and issues.
6. Nurture a culture of accountability
Accountability is necessary for maintaining a respectful and inclusive culture in the workplace. HR Professionals should therefore ensure that all employees are held accountable for their actions, regardless of the position they occupy in the organisation. This means one has to be committed to fairness and consistency when enforcing policies and addressing misconduct. Executives should lead by example by demonstrating the behaviour they expect to see in the workplace. They should also demonstrate integrity, humility and a readiness to accept responsibility for their own actions.
7. Do ongoing evaluation and continuous improvement
Managing conflict and aggressive behaviour in the workplace should be seen as an ongoing undertaking that requires eternal vigilance. HR teams should therefore review and refine their conflict management strategies on an ongoing basis. They can do so by analysing all feedback and available data, then implement best practices. By creating a culture of continuous improvement, companies are able to anticipate potential conflicts and nurture a work environment where all employees feel accepted, valued and empowered to flourish.
In closing
When managing conflict, offensive and aggressive behaviour in the workplace, it’s important to take a strategic and holistic approach. By doing so, HR Professionals create a workplace where any conflicts that arise are managed promptly and effectively, setting employees free to reach their full potential for the good of their careers and the good of the company.
To learn how to manage conflict, offensive and aggressive behaviour in the workplace, attend our Masterclass on 18 April. REGISTER HERE.
Alan Hosking is the Publisher of HR Future magazine, www.hrfuture.net and @HRFuturemag. He is an internationally recognised authority on leadership competencies for the future and teaches experienced and younger business leaders how to lead with empathy, compassion, integrity, purpose and agility. He has been an Age Management Coach for two decades and is the author of parenting best seller What Nobody Tells a New Father.
