Case study - introducing mediation into the London Borough of Islington

1. Islington Council
Grievance to Workplace Resolution
Pat Edwards

2. Islington – The Place

3. Islington – The Council
• 4466 employees
• 49% female
• 51% male
• 37% BME
• 63% White

4. Islington – The People

5. Grievance to Resolution
• Starting Point • Formal Grievance
procedure
• Investigate
• Report
• Appeal
• Strict timelines

6. Why change?
• General dissatisfaction with the formal
procedure
• Staff Groups (including BME forum)
• Trade Unions
• Managers
• HR
• Employees who raised a grievance

7. Independent Review of the
Grievance Procedure
• Diversity Practice
• Carried out fieldwork 2012
– Reviewed over 40 cases
– Interviewed a wide range of people across the
council
• Report 2013

8. The main findings from the review - 1
• The Grievance Procedure compares favourably
with ACAS guidance and recommendations
• No guidance on alternative routes for informal
resolution of grievances e.g. mediation
• Managers didn’t feel adequately prepared for the
Investigating Officer role
• Mixed views about the fairness and objectivity of
the grievance process

9. The main findings from the review - 2
• Ineffective conflict resolution and mediation skills
to confront and address issues when they first arise
• Managers not dealing with issues of poor
performance, bullying and harassment in a timely /
effective manner leading to grievants using the formal
procedure as a means for seeking redress
• Council perceived as condoning poor
management when action is not take action,
against managers in cases that have been upheld

10. The main findings from the review - 3
• Inadequate support to resolve issues informally or
to ensure grievants understand the process
• The role of HR and TUs seen as a contributory
enabler/disabler in the resolution of grievances
• Inadequate support and attention given to rebuild
relationships post the grievance procedure

11. Conclusion from the Review
• One surprising conclusion:
Grievance cases are more likely not to be upheld
and
BME grievants are as likely to have their case
upheld as their white counterparts

12. Recommendations from the Review
• Update the grievance procedure
• Strengthen the emphasis and guidance on seeking
informal resolution
• Pilot an alternative way of resolving grievances e.g.
provide mediation service
• Provide an advisory service to assist grievants in
deciding whether to submit a formal grievance and
support the initial submission

13. New Workplace Resolution Policy
• New policy drafted
• Worked with TCM in training:
 Mediators
 Resolution Managers
• Policy Launched January 2016

14. So why has it taken three + years to get
from Grievance to Resolution?
• Consulting with the different stakeholders
• Drafting and redrafting a policy
• Training Mediators and others involved in the process
• Training Mangers in the procedure
• Communicating the new policy
• Culture change
• Introduced new range of courses

15. Grievance
Formal, adversarial,
judgement, blame,
punitive, defensive,
draconian, rights-
based, combative,
divisive, win-lose,
sanction, argument
Resolution
Informal, safe, talk,
listen, empathy,
dialogue, resolve,
non adversarial,
collaborative,
openness,
consensus, mediate,
win-win
Workplace Resolution Policy 2016

16. The Resolution Team
• Resolution Managers
• Mediators
• HR
• Trade Unions
• Resolution Co-ordinator

17. Resolution Managers
• Triage the request
• Early engagement
• Facilitate discussion
to get early resolution
• Seek practical
solutions
• Short process
Mediators
• Formal commitment
• Encourage parties
to reach their own
solution
• Side meetings (with
TU representatives)
• Longer process

18. Overview of the Process
Resolution Manager
Triages the Request
Resolution
Assessment
Meeting
Mediation
Formal
Procedure
Resolution Coordinator Logs and
Refers the Request
Matter Resolved / Closed