The HR Professional's Guide to Mediation


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A look at the world of mediation, how it's used and the results that it brings. Go to for further information on mediation.

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The HR Professional's Guide to Mediation

  1. 1. Welcome to The HR Professional’s Guide to Mediation<br />
  2. 2. Why is Mediation Important? <br />Linda Hoskinson<br />
  3. 3. Why is Mediation Important?<br /><ul><li>Mediation helps us to manage conflict at is a key component
  4. 4. Poorly managed conflict costs British employers £24 billion p.a. (OPP and CIPD).
  5. 5. Government is encouraging us to use mediation, avoiding grievances and stressful tribunals
  6. 6. Mediation creates better outcomes
  7. 7. Mediation saves direct costs
  8. 8. Good quality mediation is now available</li></li></ul><li>About Conflict<br /><ul><li>Conflict at work is negative behaviour which occurs when people’s concerns appear incompatible
  9. 9. It could be differences of opinion
  10. 10. about how a project might be moved forward
  11. 11. which new idea is the most likely to succeed
  12. 12. or what is acceptable behaviour for the workplace
  13. 13. ‘Unmanaged conflict is the largest reduciblecost in organisations today, and the least recognised.’ (Dan Dana)
  14. 14. Examples of conflict...</li></li></ul><li>Collaboration<br /><ul><li>Creating a collaborative culture..
  15. 15. …where differences are enjoyed, used to good effect and resolved constructively
  16. 16. Not a soft option
  17. 17. Strategic
  18. 18. Less about tribunals….</li></li></ul><li>What is Mediation andHow Does it Work?<br />Katherine Stoessel<br />
  19. 19. Mediation Principles<br />Voluntary<br />Confidential<br />Informal<br /> Impartial / Fair<br />Addresses power imbalances<br />Parties control content<br />Mediator controls process<br />Decision making lies with parties<br />Future focused<br />
  20. 20. Stage One and Two<br /><ul><li>Use active listening to demonstrate understanding of parties' “story” - their concerns, issues, fears and hopes
  21. 21. Build rapport and empathy
  22. 22. Establish trust
  23. 23. Explain and discuss mediation process and next steps</li></li></ul><li>Stage Three -Preparation<br />Mediator<br />Parties<br />Venue<br />
  24. 24. Stage Four – Joint Meeting<br /><ul><li>Welcome and Introductions
  25. 25. Housekeeping
  26. 26. Guidelines
  27. 27. Confidentiality and role of mediator
  28. 28. Explaining and agreeing the process including initial opening statements
  29. 29. Summary of the parties opening statements identifying key concerns and issues (preliminary agenda)</li></li></ul><li>Stage Five - Exchange<br /><ul><li>Facilitating exchange of views, perceptions, positions, and interests for each issue
  30. 30. Check understanding and clear up assumptions and mis-perceptions
  31. 31. Acknowledge differences and similarities
  32. 32. Revisiting and re-negotiating the agenda
  33. 33. Managing difficult behaviours
  34. 34. Manage the process
  35. 35. Using side meetings</li></li></ul><li>Stage Six – Building agreements<br />Highlighting offers and options<br />Encouraging problem solving<br />Noting conciliatory gestures and statements<br />Drafting agreements<br />Identifying unresolved/outstanding issues<br />Deciding who will see agreement(s)<br />Considering further sessions<br />Contingencies<br />
  36. 36. Stage Seven – Closing and Follow up<br />Close session, noting the achievements and effort of parties<br />Clarifying next steps<br />Mediator Debrief<br />
  37. 37. Where does Mediation fit in?<br />Linda Hoskinson<br />
  38. 38. The Conflict Resolution Process<br />PARTIES DECIDE<br />3RD PARTY DECIDES<br />REMEDIAL<br />SUPPORT<br />NEGOTIATION<br />INFORMAL DISCUSSIONS<br />1:1’S<br />MEDIATION/<br />COACHING<br />TRAINING<br />FORMAL <br />INTERNAL <br />PROCESSES<br />APPEAL<br />TRIBUNAL<br />Informal Stage<br />Formal Stage<br />
  39. 39. When can I use Mediation?<br />Examples to mediate<br /><ul><li>Willing, open
  40. 40. Power to resolve
  41. 41. Reasonable imposition
  42. 42. No (mental) health issues</li></ul>Examples to investigate<br /><ul><li>Serious liability
  43. 43. Issues involve others, or the organisation
  44. 44. Unreasonable burden on one of the parties</li></li></ul><li>Avoiding the Pitfalls<br />
  45. 45. An Inside Look at Mediation<br /><ul><li>Video – to introduce the parties
  46. 46. A few words – from the commissioning manager
  47. 47. Which mediation model?
  48. 48. Selection of mediator
  49. 49. Pre-mediation individual meetings
  50. 50. The Mediation Meeting
  51. 51. Closure
  52. 52. Follow-up
  53. 53. Comments, Questions and Discussion</li></li></ul><li>Inside the Process of Mediation<br /><ul><li>Which mediation model to use
  54. 54. Selection of the right mediator
  55. 55. The pre-mediation (individual) meetings:
  56. 56. Meeting the mediator – the chemistry
  57. 57. Hearing the parties’ individual perspectives
  58. 58. Checking for:
  59. 59. The potential for resolution, that the parties are authorised to resolve the main issues, possible goals – reframed possibly, describe the process, set expectations, behaviour, privacy, confidentiality, feedback
  60. 60. Re-check the willingness to proceed </li></li></ul><li>So, what have we done!<br /><ul><li>Conflict costs organisations an estimated £24bn per annum
  61. 61. Government is encouraging us to use mediation, avoiding grievances and stressful tribunals
  62. 62. Mediation is a completely voluntary and confidential form of alternative dispute resolution involving an independent, impartial person helping two or more individuals or groups reach a solution that's acceptable to everyone
  63. 63. There are many stages to carry out effective mediation, each stage needing careful thought and preparation
  64. 64. Mediation is an effective solution for helping resolve conflict at the early or latter stages of resolution
  65. 65. Careful assessment of each case should help determine the best approach to carrying out a mediation services</li></li></ul><li>People Resolutions and HPA Events 2010<br />Seminars<br /><ul><li>17th September: Optimising People Whilst Cutting Costs - A Practical Workshop
  66. 66. 5th October: Business in HR
  67. 67. 21st October: Optimising People whilst Cutting Budgets
  68. 68. 18th November: Conflict Resolution (North)
  69. 69. Date TBC: Hitting Conflict Where It Hurts</li></ul>Webinars<br /><ul><li>3rd August: Top 10 Workplace Investigation Myths Debunked
  70. 70. 23rd September: Business in HR
  71. 71. 28th September: Absence Management
  72. 72. 19th October: The Cost of Conflict
  73. 73. 2nd December: Engagement - how and why</li></li></ul><li>Thank you for your time!<br />