When does Workplace Conflict become an HR Issue

BDC makes an important distinction: disagreement can be constructive, but destructive conflict can affect productivity, absenteeism, client service and employee retention. (BDC, “Workplace conflict: 5 no-nonsense tips”)

When Should a Manager Step In?

A manager should pay attention when conflict becomes:

• Repeated or escalating

• Personal rather than work-related

• Disruptive to productivity or teamwork

• Affecting customers or clients

• Creating a hostile or disrespectful environment

• Involving allegations of harassment, discrimination or retaliation

• Affecting an employee's ability to perform their role

• Connected to a workplace policy or potential legal obligation

Some situations should be referred to HR immediately. SHRM recommends involving HR when managers receive complaints involving unlawful discrimination, harassment or retaliation—even when an employee asks the manager not to involve HR. (SHRM, “When Should Managers Call HR?”)

Depending on the circumstances, employers may also have obligations under applicable employment standards, occupational health and safety, human rights and workplace harassment legislation. In Alberta, for example, employers must have processes to prevent and address workplace violence and harassment. (Government of Alberta, “Workplace violence and harassment”)

Don't Wait for the Conflict to Become a Crisis

One of the biggest mistakes managers make is hoping a problem will simply disappear.

Usually, it doesn't.

As workplace conflict expert Amy Gallo has written, difficult conversations work best when they are treated as a two-way conversation, rather than an opportunity for one person to prove they are right. (Harvard Business Review, “How to Make Sure You’re Heard in a Difficult Conversation”)

That starts with listening. Ask each person what happened. Separate facts from assumptions. Clarify expectations. Look for patterns. And document important conversations.

The Chartered Professionals in Human Resources Canada also emphasizes the importance of fair, consistent and respectful workplace practices when addressing employee relations concerns. (CPHR Canada, “Code of Ethics and Rules of Professional Conduct”)

BDC recommends clearly defining roles, responsibilities, processes and procedures because ambiguity can be a significant source of workplace conflict. (BDC, “Workplace conflict: 5 no-nonsense tips”)

HR Isn't Just for Serious Problems

HR can also help before a conflict becomes serious.

An HR advisor can help a manager:

• Prepare for a difficult conversation

• Facilitate a discussion

• Review a workplace policy

• Assess whether an investigation may be appropriate

• Identify potential harassment, discrimination or retaliation concerns

• Determine what documentation is required

• Create a plan for follow-up

The goal isn't to make every disagreement a formal HR case. The goal is to help leaders respond fairly, consistently and early.

The Bottom Line

Healthy workplaces don't eliminate disagreement. They create the conditions for people to address disagreement respectfully and constructively.

As Annie McKee has observed in Harvard Business Review, disagreement and debate can be healthy at work; fighting is not. (Harvard Business Review, “Why We Fight at Work”)

If you're wondering whether an employee conflict has become an HR issue, that's often a good time to seek advice—before the situation becomes harder to resolve.

Neoterik HR & Coaching Solutions helps business owners and managers navigate employee relations, workplace conflict and difficult conversations with clarity, consistency and confidence.

This article provides general HR information and is not legal advice. Employment requirements can vary depending on the applicable jurisdiction and circumstances.