Last week, Melanie Roberts and Jennifer Porter presented at a webinar on a topic that received one of our largest audiences yet. The topic was Returning to Work After Conflict – clearly a challenge for HR!

Here is a summary of our what was discussed:

Coming Back After Conflict: Making Return to Work Safe and Sustainable

When an employee returns after a workplace investigation, stress leave, a workers’ compensation claim or a difficult HR process such as a performance improvement plan, their first day back is rarely just another Monday. Unresolved tension, unmet expectations and damaged relationships can quickly resurface, affecting the returning employee, their colleagues and their manager.

A safety issue, not just an HR issue

Under the psychosocial hazards Codes of Practice, which apply in every state and territory, employers must protect workers’ psychological health as well as their physical safety. Conflict or poor workplace relationships are a hazard, so a return to work after conflict calls for a risk management approach: identify the hazard, assess the risk, put controls in place and monitor whether they are working.

Communication is your strongest control

Too often, after an investigation has concluded a complainant isn’t told that the respondent is returning to work after suspension, or a team is simply left to sort itself out. Instead, plan day one deliberately: what the team will be told, what support is available, what to do if an issue arises and who will check in at the end of the week.

Rebuilding teams who may have been divided after an investigation will need careful attention.  Teams don’t build themselves, the leader, supported by HR, must create the team culture.

Choose the right intervention

A range of intervention may assist:

Mediation – voluntary and confidential, allowing participants to reach their own resolution.

Facilitated conversation – similar, but not necessarily voluntary, with the facilitator reinforcing behavioural expectations.

Restorative process – ideal when conflict has affected a whole group, with a focus on repairing relationships.

Coaching often in conjunction with a mediation to help an employees with the skills required to manage conflict.

Training sometime training to ensure that everyone is clear on expectations, such as Appropriate Workplace Behaviours and how to be an active upstander can be effective

There is no one-size-fits-all solution and often a combination works best.

Don’t stop at the Mediation Agreement

A check-in six weeks after the mediation process lets you monitor whether the controls are working, reassures employees that they aren’t navigating their return alone and gives everyone a chance to celebrate progress.

Need support? Worklogic’s accredited mediators, coaches and trainers can help you plan a safe, sustainable return to work. Get in touch via our website.