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|Effective ways to settle the conflict and boost productivity|
|Snide comments about one or more employees are becoming increasingly frequent.||□|
|Derogatory gestures and facial expressions are increasing.||□|
|Employees avoid each other.||□|
|In meetings, differences of opinion are the rule.||□|
|Employees place blame on each other.||□|
|There’s a lack of goodwill all round.||□|
|Information is held back.||□|
|Help on the job is refused.||□|
|The conversational tone is more formal than it used to be.||□|
|Employees no longer greet each other.||□|
|Employees only communicate with each other in writing||□|
Note: If you spot a number of these signs, it's time for you to proactively talk to your employees – and the earlier, the better.
|How to understand and get to the bottom of the root causes of conflict|
|Avoid the 4 most common mistakes managers make when trying to mediate in conflict|
|How small differences or grudges can escalate into destructive problems|
|Don't know how best to intervene? The report will guide you step-by-step through a proven 10-step programme of successful conflict resolution|
|21 easy-to-follow actions for creating a more tension-free atmosphere throughout your department or company.|
Many managers choose to simply ignore any conflict between employees — or don’t even recognise that they’re a significant problem. This tends to stem from a belief that there isn’t much that can be done to resolve them, or because managers don’t feel that there is anything they could successfully do themselves to resolve the situation. In fact, research by CEDR found that 35% of managers would rather do a parachute jump for the first time, rather than address a problem with their team at work!
This Special Report will take just 20 minutes to read but by the end of the 20 minutes, you’ll feel empowered to face the situation and take on the task at hand. It is important, for example, to understand the 9 common reasons why conflict happens — and to use proven methods to resolve it.
It’s also useful to understand the common pitfalls that many managers make. It is important, for example, to realise that — because of the principle of anchoring – your brain will attach more importance to the report of the first employee you talk to about the situation.
A successful manager is a skilled people manager who knows how to nurture the potential in each individual employee — but also gets the whole team working productively together. While this involves dynamic skills and an intuitive sense of leadership, successful management also involves very specific knowledge about how to legally and effectively manage a whole array of challenges and potential pitfalls including:
Creating watertight contracts ■ Managing shift work ■ Successful interviewing
Handling disciplinaries and dismissals ■ Dealing with maternity and paternity questions
Managing sickness and absence ■ Writing formal letters ■ Avoiding legal claims
Writing policies ■ Managing redundancies ■ Motivating staff
HR Adviser brings you short and concise advice on all these key areas of HR management to help you to stay on top of ALL of the demanding and intricate areas of your job as manager. Every month you will receive only the most essential facts and advice you need to:
|Keep yourself constantly up to date on all the details of the current legal situation or changes in employment law, employee management, pay and benefits|
|Always know, with utmost confidence, the correct and most effective ways to deal with problem employees, redundancy situations or questions about paid leave or discrimination|
|Successfully hire and manage a contented workforce who feel they are always treated fairly – and are motivated to give you their best.|
In HR Adviser, you will receive not only the very best and concise advice, but also ready-made templates for checklists, policies, letters, contracts and training presentations.
Click here now to claim a free trial of HR Adviser and get your free report: How to Manage Workplace Conflict – and Resolve Disputes Permanently.
Research by the CEDR found that disputes at work cost UK business £33 billion per year and that 80% of cases have a significant impact on the smooth running of the business.
If you feel that your staff are not giving you the performance, results or efforts you would hope for, then this may well have more to do with problems about the team dynamic — or actual conflicts between people — rather than issues with the ability of individuals to carry out their job.
Claim a free copy of your Special Report here today to discover how you can use the power of conflict resolution to not only solve existing resolutions but create a positive workplace where people work together openly and dynamically. What’s more, once you’ve tackled conflicts positively and head-on, you’ll find that your team will become stronger, have increased faith in you, their leader, and will become more engaged in the work they do.
With you free report, discover how to:
Sign up here today for a completely free trial of HR Adviser and you’ll get access to all of the following for a 30-day period without any commitment to continue at the end:
1. A FREE COPY of the Latest HR Adviser Newsletter
Find out for yourself how HR Adviser can offer you both practical and inspirational news, resources and advice to help support you in your multi-faceted role as Manager.
Each issue contains important news about employment law and the latest legal cases you need to know about, along with ready-to-use checklists, policies and templates.Only after you've enjoyed a completely free 30-day trial, do you need to make a decision about whether you wish to continue with the service.
Got a very specific problem or question you can’t find an answer to in the information we’ve sent you? No problem! Simply send an email and the Editor-in-Chief will reply to you directly. You’ll receive the direct email address with your trial issue.
Information in this email is for general guidance only and is not intended to address the circumstances of any particular individual or entity. Professional advice should be sought before any action is taken, or any decision is made to refrain from action. To the fullest extent permitted by law, we and our contributors do not accept liability for any direct, indirect, special, consequential or other losses or damages of whatsoever kind arising from any action or inaction of the reader.
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