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Mediation in the Workplace: a case study

Mediation in the Workplace: a case study. Andrea Pattico, HR Manager 12 June 2009. Agenda. Background Why mediation? Process Preparing for the meeting The outcome What have we learned?. Background. Ongoing disagreement

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Mediation in the Workplace: a case study

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  1. Mediation in the Workplace: a case study Andrea Pattico, HR Manager 12 June 2009

  2. Agenda • Background • Why mediation? • Process • Preparing for the meeting • The outcome • What have we learned?

  3. Background • Ongoing disagreement • Employee felt bullied by Manager who raised poor performance issues • Manager felt bullied by Employee and forced to ignore poor performance issues • Unrealistic expectations by both parties • Parties not communicating clearly with each other

  4. Why mediation? • A judgement call – mediation looked unlikely • Deadlock conflict • Working relationship on decline • Unable to resolve between themselves or with manager intervention BUT • Both parties wanted resolution • Internal ‘mediator’ trusted by both individuals

  5. Process followed

  6. Preparing for the meeting • Separate meetings initially • Open and honest discussion • Outlined problem • Summarised main events • Defined ideal outcome • Ground rules • Agreed representative for support • Agreed attendance of senior business leader

  7. The outcome • Joint meeting • Continue to use ground rules • Contracted on; • Behaviour and conduct • Performance • Providing feedback • Next steps • Follow up every 3 months • Restored working relationship

  8. What have we learned? • Requires accurate judgement of situation • Is Mediation the right process or is the situation beyond that? • Commitment from Senior Leaders to the process is key • Telephone support is adequate for HR professionals for less tenuous issues • Success is not achieved overnight • Mediation is not a guarantee to permanent resolution • Follow up is necessary and important

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