Staff conflict resolution
- Jenny Millman (Deactivated)
- Bruce Diekman
Introduction
Alfalfa House encourages all its staff and volunteers to resolve any issues or concerns that they may have at the earliest opportunity with their co-workers.
The preferred process involves members being able to resolve issues to their satisfaction internally, without feeling they have to refer to external organisations for assistance.
Purpose
The purpose of this document is to provide an avenue through which staff and volunteers can resolve work-related complaints as they arise and advise of what other avenues are available.
Authorisation
Management Committee Alfalfa House Community Food Co-op - 2006 Policy
The Policy applies to all staff and volunteers.
There are simple conflict resolution procedures at the end of this document applicable to both staff and volunteer complaints.
The purpose of this document is to explain practices and procedures to assist with the conflict resolution process thus establishing mechanisms to promote fast and efficient resolution of workplace issues.
Open communication and feedback are regarded as essential elements of a satisfying and productive work environment. All staff and volunteers should feel comfortable with discussing issues with their co-workers in accordance with the procedures outlined below.
No one will be intimidated or unfairly treated in any respect if they utilise this Policy to resolve an issue.
Responsibilities
It is the responsibility of the Manager to ensure that:
- they identify, prevent and address potential problems before they become formal grievances;
they are aware of, and are committed to the principles of communicating and information sharing with members, staff and volunteers;
all decisions relating to employment practices are made with consideration given to the ramifications for the individual, as well as the Co-op in general;
any grievance is handled in the most appropriate manner at the earliest opportunity;
all members, staff and volunteers are treated fairly and without fear of intimidation.
It is the responsibility of Staff (including Volunteers) to ensure that:
• they attempt to resolve any issues firstly with their co-workers and if necessary through internal processes at the earliest opportunity.
It is the responsibility of the Members Council (MC) to ensure that:
the Manager is aware of the obligations and responsibilities in relation to communication and information sharing with staff;
ongoing support and guidance is provided to all staff in relation to employment and communication issues;
the Manager, Members, staff and Volunteers are aware of their obligations and responsibilities in relation to handling grievances;
any grievance that comes to the attention of the Members Council is handled in the most appropriate manner at the earliest opportunity.
Procedure
Everyone should be aware of the possible ramifications of their actions when dealing with staff and volunteer issues. We must ensure that all members are treated with fairness, equality and respect.
If there are any doubts or queries in relation to how to deal with a particular set of circumstances, try firstly to put yourself in the other person’s shoes.
Where a grievance or dispute has been brought to the Manager's attention, the matter should be taken up in an “in camera” (in private) discussion with the Manager and if necessary the MC, who should assess whether the member involved is covered by an Employment Agreement, and if so should refer to that document for grievance procedures. If the staff member/volunteer involved is not covered by such a document, the guidelines below should be followed.
Grievances and Dispute Resolution
A member of staff or volunteer who considers that they have a dispute or grievance should raise the matter with their co-worker as a first step towards resolution. The two parties should discuss the matter openly and work together to achieve a desired outcome.
Should this be unsuccessful or should they not feel that they are in a position to do so, then the matter should be brought to the attention of the Manager.
The Manager should check for clarification of the issue to ensure they fully understand the complainant’s concern. The Manager should follow the standard procedure of offering the staff member/volunteer the opportunity to have an independent witness at the discussion, if this is deemed to be necessary, ensuring they follow the steps outlined below:
If more than one person is present, establish the role of each person.
Outline the process that is to be followed.
Inform the parties that any information obtained in the conduct of the review is confidential.
Listen to the complainant.
Attempt to ascertain the resolution expected by each party.
Take accurate and detailed notes of all conversations (including dates, people involved) and attach any supporting documentation.
If deemed necessary, provide the staff member(s)/volunteer(s) with a written summary of the meeting and clarification of the next steps to be taken.
The Manager must ensure that the manner in which the meeting is conducted will be conducive to maintaining positive working relationships, and will provide a fair, objective and independent analysis of the situation.
If the matter is not resolved and the staff member/volunteer wishes to pursue it, the issue should be discussed with the Members Council. Again, the matter is to be discussed openly and objectively with the Members Council to ensure it is fully understood.
All parties are to maintain complete confidentiality at all times.
If the matter is not resolved and the staff member/volunteer wishes to pursue it, the matter may be taken before all members in accordance with the co-operative's rules.
POLICY CONCERNING A STAFF COMPLAINT ABOUT A VOLUNTEER
1. If a staff member has a complaint about a volunteer’s behaviour or actions, they are encouraged to initially raise the matter with the particular person in question, and seek to resolve the concern. They are also encouraged to report the complaint to the Manager. If the staff member feels raising the matter with the volunteer is inappropriate or difficult, they are encouraged to raise the matter with the Manager, who would ask the staff member if they wish the Manager to pursue the matter on their behalf. If so, the Manager would speak with both parties and seek to mediate a solution, using if they so wish the process outlined below. If the matter is still unable to be resolved, it is to be brought to the Members' Council (MC), which will mediate a resolution.
If the Manager has a complaint about a volunteer’s behaviour or actions, they are encouraged to initially raise the matter with the volunteer, and seek to resolve the concern. They should also report the complaint to the MC. If the Manager is unable to resolve the complaint, they can ask the MC to mediate, using the process outlined below.
2. The MC would appoint an MC member, who would act as mediator, and who would gather information from the Manager outlining the views of both parties. The mediator would then ask both parties if they would be prepared to attend a mediated session to resolve the matter, bearing in mind that if either party declined to participate in a mediated session, the MC, as a whole, would weigh the evidence and decide a course of action. If both agree to attend, the mediator would then convene such a session, at which both parties would present their case; both would also have a right-of-reply.
3. If the mediator feels the concern has being dealt with, but the person who originally raised the concern disagrees, that person may contact the full MC, which would then elect two (2) different MC members to convene a mediation meeting with both parties. Any notes relevant to the complaint would be made available to the meeting. These notes would remain confidential.
4. At any stage in the process, both parties can invite a support person to be with them and those persons may speak on their party’s behalf.
5. At any stage in the process outlined below, the MC may continue to discuss the matter in-camera (in private).
6. Process
a Both parties take it in turns to listen to how the other party sees the matter, without interruption.
b Either party may ask questions to clarify any unclear aspects.
c The mediator notes points of agreement and disagreement and verbally summarises them and asks both parties if they agree with the assessment. If the matter warrants, the mediator also informs the volunteer of Alfalfa House’s Safer Spaces Policy and asks the person if they agree to abide by the policy.
d The meeting draws up step/s to be undertaken to change the behaviour and notes any recommendations for policy development.
e The mediator drafts a letter of agreement, stating that both parties agree with the content and that they will undertake to make the agreed-to improvements. The mediator points out that should there be a lack of improvement at the end of four weeks, a second mediation, following the process as outlined above, will be undertaken. The mediator also informs the volunteer that if the behaviour/action were to reoccur after the four weeks, a second mediation would also be undertaken. The Manager would follow through on the letter of agreement and monitor the progress of the resolution and make an assessment for presentation to the mediator. The staff member, volunteer, Manager (if deemed necessary by the mediator) and the mediator would meet to review progress at any second or third mediation session. If, after a further two weeks following the second mediation, the behaviour were to reoccur, a third and final mediation would be held, after which the matter would go to the full MC for adjudication. The MC may at that point cancel the volunteer’s membership and ban them from the premises.
POLICY CONCERNING A VOLUNTEER COMPLAINT ABOUT A STAFF MEMBER
1. If a volunteer has a complaint about a staff member’s behaviour or actions, they are encouraged to initially raise the matter with the particular person in question, and seek to resolve the concern. They are also encouraged to report the complaint to the Manager. If the volunteer feels raising the matter with the staff member is inappropriate or difficult, they are encouraged to raise the matter with the Manager, who would ask the volunteer if they wish the Manager to pursue the matter on their behalf. If so, the Manager would speak with both parties and seek to mediate a solution, using if they so wish the process outlined below (#6). If the matter is still unable to be resolved, it is to be brought to the Members' Council (MC), which will mediate a resolution.
If the volunteer has a complaint about the Manager’s behaviour or actions, they are encouraged to initially raise the matter with the Manager, and seek to resolve the concern. They should also report the complaint to the MC. If the Manager is unable to resolve the complaint, they can ask the MC to mediate, using the process outlined below.
2. The MC would appoint an MC member, who would act as mediator, and who would gather information from the Manager outlining the views of both parties. The mediator would then ask both parties if they would be prepared to attend a mediated session to resolve the matter, bearing in mind that if either party declined to participate in a mediated session, the MC, as a whole, would weigh the evidence and decide a course of action. If both agree to attend, the mediator would then convene such a session, at which both parties would present their case; both would also have a right-of-reply.
3. If the mediator feels the concern has been dealt with, but the person who originally raised the concern disagrees, that person may contact the full MC, which would then elect two (2) different MC members to convene a mediation meeting with both parties. Any notes relevant to the complaint would be made available to the meeting. These notes would remain confidential.
4. At any stage in the process, both parties can invite a support person to be with them and those persons may speak on their party’s behalf.
5. At any stage in the process outlined below, the MC may continue to discuss the matter in-camera (in private).
6. Process
a Both parties take it in turns to listen to how the other party sees the matter, without interruption.
b Either party may ask questions to clarify any unclear aspects.
c The mediator notes points of agreement and disagreement and verbally summarises them and asks both parties if they agree with the assessment. If the matter warrants, the mediator also informs the staff member of Alfalfa House’s Safer Spaces Policy and asks the person if they agree to abide by the policy.
d The meeting draws up step/s to be undertaken to change the behaviour and notes any recommendations for policy development.
e The mediator drafts a letter of agreement, stating that both parties agree with the content and that they will undertake to make the agreed-to improvements. The mediator points out that should there be a lack of improvement at the end of four weeks, a second mediation, following the process as outlined above, will be undertaken. The mediator also informs the staff member that if the behaviour/action were to reoccur after the four weeks, a second mediation would also be undertaken. The Manager would follow through on the letter of agreement and monitor the progress of the resolution and make an assessment for presentation to the mediator. The staff member, volunteer, Manager (if deemed necessary by the mediator) and the mediator would meet to review progress at any second or third mediation session. If, after a further two weeks following the second mediation, the behaviour were to reoccur, a third and final mediation would be held, after which the matter would go to the full MC for adjudication. The MC may at that point take further action.