Professional approaches to workplace conflict resolution
Workplace disputes cost British businesses approximately £28 billion annually [1] through lost productivity, absenteeism, and staff turnover, a challenge that hits small and medium enterprises even harder. With limited resources, every team member plays a critical role, making disputes especially disruptive to daily operations.
Adding to this strain, recent tribunal cases [2] have set stricter standards for how employers must manage internal conflicts, as failure to address them properly can result in constructive dismissal claims, discrimination cases, and significant financial penalties.
The anatomy of workplace disputes
Conflicts rarely emerge from single incidents, but rather from a buildup of misunderstandings in the workplace. They develop through patterns of behaviour, miscommunication, and unaddressed grievances or conduct issues. HR professionals recognise that early intervention prevents escalation into formal procedures.
Disputes can stem from both practical workplace issues and personality clashes. Pay discrepancies, workload distribution, and unclear reporting structures create tension between colleagues. Changes to working arrangements, particularly after recent conflicts, can impact the overall work environment.
An increase in flexible working requests, following the 2024 flexible working legislation, raises the risk of grievances and discrimination claims, especially if some employees are granted arrangements while others are denied. To manage these tensions, employers must adopt transparent and fair decision-making processes to prevent resentment or feelings of inequality within teams.
The distinction between informal disagreements and formal grievances matters legally. Once an employee raises a formal complaint, specific procedures must follow. The Advisory, Conciliation and Arbitration Service (ACAS) Code of Practice sets mandatory standards for dealing with conflict that tribunals will scrutinise if cases escalate. Read the ACAS guidelines here to learn more.
Legal framework for workplace conflict management
Employment law establishes the foundation for handling workplace disputes, requiring employers to maintain fair and consistent procedures throughout the resolution process.
Comprehensive documentation is essential at every stage. Tribunals expect records demonstrating reasonable attempts to resolve issues before escalation. Without proper documentation, employers will find it more difficult to defend against claims of unfair treatment, discrimination, or constructive dismissal that may arise from poorly handled conflicts.
The Equality Act 2010 adds another layer of complexity. Disputes involving alleged discrimination require particular care, as seemingly straightforward disagreements between colleagues might constitute harassment or discrimination under the law.
Formal procedures and documentation
When informal resolution fails or where informal resolution isn’t appropriate, internal formal procedures provide structure. The process must follow your organisation's grievance policy precisely and comply with current legal standards.
Key stages typically include:
- written grievance submission by the employee
- investigation meeting within five working days
- witness statements and evidence collection
- formal meeting with right to representation
- written outcome with clear reasoning
- appeal process if requested.
Each stage requires specific documentation. Meeting notes should be agreed upon by all parties to foster a productive work environment. Witness statements should be signed and dated. Decision letters should reference specific policy clauses and evidence considered.
Mediation as an alternative conflict resolution tool
Workplace mediation is a highly effective way to resolve challenging conflicts when everything else has failed. The process typically takes one day, compared to weeks or months for formal grievance procedures, allowing for quicker resolution. While expensive, costs remain minimal compared to tribunal proceedings or recruitment expenses from staff turnover.
In a mediation process, an impartial third party facilitates discussion between parties to effectively resolve conflicts. The process remains confidential and focuses on practical solutions rather than fault-finding, promoting effective problem-solving.
Investigation - best practices
Investigations must be thorough, impartial, and timely. Appointing an investigator without prior involvement in the dispute ensures objectivity. Larger organisations might use external investigators for complex cases.
The investigator gathers facts without making judgements about outcomes. They interview all relevant parties separately, review documentation, and compile evidence systematically. Their report presents findings without recommending specific sanctions.
Confidentiality during investigations protects all parties. However, absolute confidentiality cannot be guaranteed when witness evidence is needed for fair decisions. Investigators must balance transparency with privacy concerns.
Support mechanisms during disputes
Conflict affects mental health and productivity. Employee assistance programmes provide confidential counselling and support during difficult periods. These services help staff cope with stress while procedures continue.
Temporary work adjustments might be necessary. Separating conflicting parties prevents escalation but must not disadvantage either person. Remote working arrangements or department transfers offer practical solutions while investigations proceed.
Regular communication keeps all parties informed about timescales and next steps. Unexplained delays increase anxiety and can lead to additional complaints about the process itself.
Resolution and aftermath
Successful resolution requires more than determining the facts and making findings. Rebuilding working relationships takes time and structured support, particularly when addressing underlying workplace conflicts. Team meetings might need professional facilitation initially.
Training programmes on communication and conflict prevention benefit entire teams. Lessons learned from disputes can improve policies and procedures. Regular reviews identify patterns that suggest systemic issues requiring organisational change.
Monitoring continues after formal resolution. Check-ins with both parties ensure agreements are working and relationships are improving. Early intervention prevents conflicts from re-emerging weeks or months later.
This article is intended for informational purposes only and does not constitute legal advice. The information is accurate at the time of writing but may be subject to change. For advice specific to your situation, please consult a qualified professional.
[1] ACAS, Estimating the costs of workplace conflict, May 2021
[2] KALRA Legal Group, Top Ten Employment Law Cases of 2024: Shaping the Future of UK Workplace Rights, January 2025