managing absences related to interpersonal workplace conflict · 2017-11-07 · managing an absence...
TRANSCRIPT
Managing Absences
Related to
Interpersonal Workplace Conflict
Creative Approaches to Workplace Challenges
Louise Ellis BHA RN COHN GBA
Director, Attendance Support Services
October 2016
This information is considered proprietary.
SBCI must authorize the sharing of this information beyond the direct recipient.
What is workplace conflict?
Conflict:
• A war, a difference, a mental struggle, a plot
tension…
• A disagreement or clash between ideas, principles
or people
• De Dreu and Gelfand (2008) defined conflict as a
“process that begins when an individual or group
perceives differences and opposition between itself
and another individual or group about interests and
resources, beliefs, values, or practices that matter
to them”(1)
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Why does it matter?
It is real.
It has negative impacts on:
• Engagement (keeping employees from being their BEST)
• Productivity (keeping organizations from being their BEST)
In school boards – workplace conflict can and does distract
from efforts to optimize student achievement.
We will end today’s session on quick thoughts on addressing
and reducing workplace conflict.
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Workplace Conflict Does
Lead to Absence
Example:
Bullied females have higher, persistent
increases in long-term sickness absence and
adverse long-term health.
Men are twice as likely to leave the labour
force immediately after exposure to bullying.
A poor work environment increases long-term
sickness absence.
Ose (2005) (2)
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Workplace Conflict Does
Lead to Absence
Workplace bullying is repeated
systematic, interpersonal abusive
behaviours that negatively affect
the targeted individual and the
organization in which they work. It
is generally the result of actual or
perceived power imbalances
between perpetrator and victim. (3)
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Workplace Conflict Does
Lead to Absence
And sometimes Workplace Conflict
is simply two people who have little
control over who they get to a
spend significant time with…
…with an expectation
to work towards a
common goal.
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Managing an Absence with
Workplace Conflict
Employee with suspected or known
workplace conflict, reports he/she is ill;
indicating medical leave is required.
(The workplace conflict may be reported
from Employee, Prinicipal/Manager, co-
worker or Doctor.)
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Managing an Absence with
Workplace Conflict
Next steps may be based on how the Employer
manages their Employees’ absences and sick
leave benefits:
1) Absence management through non-medical
functional abilities forms (FAF) completed by
Employee’s physician
Or
2) Absence management with 3rd party case
management
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Managing an Absence with
Workplace Conflict
Non-medical functional abilities forms (FAF)
completed by physician determines eligibility
for sick leave benefits and work absence.
In this situation the employer may consider a
letter to physician (through employee),with a
focus on understanding RTW goal setting.
Avoid simply sending an FAF.
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Preface to next slide.
This is a first step of many to bring these
workplace issues to resolution.
There are no promises of work
assignment or work-site changes – it is
simply to explore if the physician sees
the employee as being ‘safe and able’ to
participate in next steps to address the
workplace issues.
Managing an Absence with
Workplace Conflict – Cont’d
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Managing an Absence with
Workplace Conflict
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Why consider this type of letter?
• Reviewing the letter with the Employee may be
enough to gain a better buy-in for resolution.
• It is intended to remove the medical overlay to
the situation.
• Have faith - the physician will respond with
support and RTW limitations if the underlying
health concerns (and symptomology) support
continued work absence or accommodation.
Managing an Absence with
Workplace Conflict
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If there are performance issues, Human
Resources should take the lead in a labour
relations role to address these. Where
possible, manage separate from illness
issues. Work with Manager to flesh them out,
work with the employee to build a resolution
plan.
Moving, appeasing the challenging
behaviour does not help the employee or the
employer, over the long term.
Managing an Absence with
Workplace Conflict
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Disability Coordinator / Human Resources may
consider assistance through mediation services
usually available through Employee Family
Assistance Program (EFAP) services.
Such neutral, professional third party
intervention will support everyone to have a
voice in building a resolution plan.
Managing an Absence with
Workplace Conflict
A different approach when a 3rd Party Case
Management service is in place.
The 3rd party is able to explore all medical
information to establish if the absence has any
true medical basis (which would be reflected in
symptom severity, medication regimen and
objective clinical assessments).
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Managing an Absence with
Workplace Conflict
The employer should inform 3rd party service
regarding the workplace relationship concerns.
Caution – this must be approached with great
tact and professionalism.
All email and phone communications become
part of the claim file. This should not keep you
from communicating the concerns; however
keep the comments objective and high level.
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Managing an Absence with
Workplace Conflict
3rd party assessors are well-versed/trained on
exploring non-medical issues to integrate into:
• Assessing eligibility for sick leave benefits.
(Does medical information reflect symptom
severity indicating employee is unable to work?)
• Ensuring appropriate treatment and timely return
to work (RTW) planning.
The RTW focus is on recovery to be able to do
their own job – not necessarily their own job site
with current team members.
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Managing an Absence with
Workplace Conflict
Both internal and external absence management
approaches must integrate a focus of
RESOLUTION into their communications with the
employee.
Employee buy-in for a resolution is paramount.
Influencers (e.g. union representatives or
sometimes external advocates) should be
brought in to participate in a transparent manner.
A round-table approach is highly recommended,
rather than disjointed communications.
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Managing an Absence with
Workplace Conflict
There may be a time of complete disability
supported however most importantly the focus
needs to shift to resolution focused on RTW
facilitation rather than building the medical case
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Disability Coordinator’s Role
Always assessing the situation
• Interview the employee
• Interview the manager/supervisor
• Are there other stakeholders who could lend
insights? (Careful – this must be approached
with great tact and professionalism, particularly
if it involves employee’s co-workers.)
• Determine if referral to EAP Mediation
could/should be explored.
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Reducing Workplace Conflict
Is it possible to reduce it?
Yes it is…
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Reducing Workplace Conflict
The impact of workplace conflict is associated with
the workforce’s level of Emotional Intelligence (EI).
Compelling research conclusions over last 5 years:
• EI is positively associated with constructive
conflict management
• Relationship was stronger for subordinates than
leaders.
• Contrary to some beliefs, age does not make a
significant difference. (4)
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Reducing Workplace Conflict
Consider Mental Health First Aid Training (MHFA)
• Workplace First Aid includes Mental Health
• Colleagues and managers are best placed to be
the first to recognize the signs and symptoms of
mental health issues in their co-workers, provided
they are properly trained in Mental Health First
Aid.
• MHFA improves all aspects of the organization
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Reducing Workplace Conflict
CSA Z1003 – National Standard on Psychological
Health and Safety in the Workplace
• The Standard is a voluntary set of guidelines, tools
and resources focused on promoting employees’
psychological health and preventing psychological
harm due to workplace factors.
• The standard contains leading practices to help
organizations move forward in creating psychological
healthy and safe workplaces.
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Reducing Workplace Conflict
Based on research, ‘detaching on off-hours’ is
recommended:
Overall, our study showed that workplace conflicts are
negatively related to employee well-being. Importantly,
workplace conflicts may not only be dealt with at the
workplace, but may be also addressed during non-work
life. Our data demonstrated that detaching from work
during off-job time is an effective strategy to protect
one’s well-being when facing relationship conflicts at
work. (5)
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Recognizing Workplace Conflict
Root of conflict is often associated with:
• Communication breakdown
• Failure to understand the needs of others
needs
• False conclusions stemming
from assumption and gossip. (5)
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Resolving Workplace Conflict
Key to resolving conflict is:
1. Establishing a safe environment
to create willingness of all involved to find a solution
2. Unearthing the root cause of the conflict
3. Teaching new communication skills
4. Engaging all participants in active listening
5. Establishing agreements and rules for how to
interact effectively going forward
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Resolving Workplace Conflict
Who can help? EAP / EFAP Services
Most offer solutions to address and resolve the issue.
Mediator leads worksite mediation to:
1. Interview/assess each individual involved –
determine if appropriate for worksite mediation
2. Prep/Coach each individual for the next step –
focussed on communication styles to facilitate
resolution
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3. Lead individuals to come prepared to
listen, and reflect; and then contribute
thoughtful, calm responses
4. Conduct follow-up – acknowledge
success; observation for potential risks
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Resolving Workplace Conflict
Case Study
Erin 31y.o. Elementary Teacher
History of:
- workplace absence > employer
average
- Struggles with her relationship with
union representation
- Involved in 1 worksite (school) transfer
in last 5 years with related contentious
issues, involving pressure from
parents
Case Study
Oct 4,5 – presented to Principal (Mgr)
with her concerns of professional
misconduct regarding an Educational
Assistant in her classroom
Oct 8 – back to Principal
‘Nothing being done; suggesting
Principal incompetence; desire to move
schools’
Oct 9-14 – off ill
Case Study
Oct 15 – note from physician indicating
work absence until November 2.
No details.
Oct 16 – quick phone message from Erin
- She expresses numerous concerns
regarding Principal’s performance
Case Study
What would you do?
Note: There are no return to work
abilities or limitations on file; simply a
suggested RTW date
Case Study
Interview Employee
• Supportive, supportive approach
• Inquire as to nature of treatment
• Leading questions providing Erin opportunity to:
• share insights on symptom severity;
treatment teams’ intentions/responsiveness
• share insights on her visions on resolution
options
• Inquire re: union representative’s role
Case Study
Interview Principal
• Supportive approach
(Principal is an employee too)
Is the absence seen as a solution??? Red Flag
• Provide opportunities for Principal to share
insights on resolution options
• Inquire their view on union representative’s role
• Try to set the stage for a goal of a long term,
sustainable solution
• Explain many eyes are watching …
Case Study
Next Steps
1. Consider the earlier approaches using either a
letter to attending physician or the 3rd party
services
2. Keep the communications active with employee
and Principal
3. Reinforce that avoidance of work attendance is not
the answer.
4. Encourage EFAP for all
5. Apply a round-table approach for Employee,
union/Employee advocate, Principal and DM/HR
Coordinator
References
1. De Dreu, C.K.W. and Gelfand, M.J. (2008), “Conflicts in the workplace: sources,
functions, and dynamics across multiple levels of analysis”, in De Dreu, C.K.W. and
Gelfand, M.J. (Eds), The Psychology of Conflict and Conflict Management in
Organizations, Lawrence Erlbaum Associates, New York, NY, pp. 3 54.
2. Ose, S.O.(2005), Working conditions, compensation and absenteeism, J. Health Econ.,
24 (1) (2005), pp. 161–188
3. Australian Family Physician, Vol. 42, No. 4, Apr 2013: 186-188. Availability:
<http://search.informit.com.au/documentSummary;dn=253280534327588;res=IELHEA>
ISSN: 0300-8495.
4. Schlaerth, A., Ensari, N., & Christian, J. (2013) “A meta-analytical review of the
relationship between emotional intelligence and leaders’ constructive conflict
management” Group Processes & Intergroup Relations, 16(1), 126-136.
5. Sonnentag, S., Unger, D., & Nägel, I.,J. (2013) “Workplace conflict and employee well-
being” International Journal of Conflict Management
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