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12 th Annual IUA HR Conference

12 th Annual IUA HR Conference. Conflict at Work – The Role of HR in creating a Conflict Positive Organisation. Ray Flaherty. Who are HR?. Who are HR?. “They wait in the long grass to get you.” Head of an Investment Bank

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12 th Annual IUA HR Conference

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  1. 12th Annual IUA HR Conference Conflict at Work – The Role of HR in creating a Conflict Positive Organisation. Ray Flaherty

  2. Who are HR?

  3. Who are HR? “They wait in the long grass to get you.” Head of an Investment Bank “They are great for bringing you solutions to problems you don't have.” MD of a New Business Unit “You could trust them when they were called Personnel” Comment made during panel discussion at ESRC Conference on Workplace Conflict in London Sept 2013

  4. Conflict at Work “Interpersonal conflict is a pervasive, inevitable and normal part of our lives. Academics and practitioners have contributed substantial research and literature to help us understand the causes of interpersonal conflict and its impact on us, those around us and in the organisations within which we work. However, many of us do not grasp the dynamic of conflict or our role within it. Cinnie Noble – “Conflict Management Coaching”

  5. What is Conflict? • “Any situation in which interdependent people have apparently incompatible interests, goals, principles or feelings”Craig E Runde and Tim A Flanagan (2007) • “A condition between two interdependent people in which one or both feel angry with the other and perceives the other as being at fault” Daniel Dana (2005) • “A perceived divergence of interest or a belief that the parties current aspirations cannot be achieved simultaneously” Jeffrey Rubin, Dean G Pruitt and Sung Hee Kim (1986)

  6. What is Conflict? • Simply the sound made by cracks in the system; regardless of whether the system is personal, relational, familial, organisational, social, economic or political.” Kenneth Cloke (2006) • “When “tricky” people operate in your workplace or organisation !!” Ray Flaherty

  7. Main Components of Conflict • At least one person perceives there is something amiss with the other person(s). • At least one person experiences negative emotions that prevail indefinitely about a specific interaction with another person(s) • Incompatibilities exist about how one person views another’s perspectives, actions, words or ways of communication

  8. Creating a Conflict-Positive Culture Value diversity and confront difference Take stock to reward success and learn from mistakes Seek mutual benefits and unite behind cooperative goals Conflict Positive Empower employees to feel confident, competent and skillful

  9. Conflict Competency Culture • Dealing with the issues • Use of official procedures • Participative and Proactive Approach • Monitoring Individual/Team Relationship • Acting as a Role Model • Integrity

  10. What Conflict Positive Organisations Do • Have strong policies on conduct and behaviour in the workplace and communicate these. • Develop clear operating procedures. • Have clear role descriptions. • Create good open communication systems – encourage feedback and learn from it. • Provide training in conflict resolution skills for key line managers. • Tackle conflict/disputes as soon as it/they arise

  11. When Conflict Occurs!! “Accept it as your responsibility to see that conflict is addressed by ensuring a solution is found and/or a sustainable resolution is achieved!!!”

  12. Suggested Approaches • Don't Ignore it – it wont go away!! • Deal with Conflict Early and Local. • Listen to understand what’s going on. • Seek an alternative to the traditional methods of resolving conflicts/disputes.

  13. From “In” to “Non” Consider changing the initial stage in your procedures from: “Informal” to “Non-formal”

  14. Where to invest your resources • Formal • Non-formal

  15. Some Good Advice • First, explore and understand. • Rummage around in the non-formal for a while. • Don't be paralysed by fear of “it going legal” or of the “tricky people”. • Be competent and confident in your ability, knowledge, skills and experience” • If you’re not – seek help!!

  16. Questions

  17. Who We Are • A leading top 10 firm of accountants and business advisors in Ireland • 10 Partners • Specialist led, • Staff of approx. 100 • Offices in Dublin, Birr and Galway • Baker Tilly Mooney Moore member firm in Belfast

  18. Global Reach – Baker Tilly International • Network: 8thLargest Globally (US: 5th UK: 7th) • Firms: 156 • Offices: 672 • Countries: 131 • Staff: 26,000 • Fee Income: US$3.3bn

  19. The Team Ray McGee Special Advisor Ray Flaherty Director Gerry Rooney Director Catherine Corcoran Partner Pauric Marray HR Consultant Ronan Murray HR Executive Laura Barton HR Consultant Ciara Keating HR Consultant

  20. Thank You rflaherty@bakertillyrg.ie 091 591 833 www.bakertillyrg.ie

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