Policy and guidelines to support conflict handling
Consistent operations in the workplace require a uniform operating model for preventing, investigating and resolving incidents. It harmonises the perceptions of how to act. If necessary, the actual operating model can be specified with more detailed instructions. Prior to its implementation, the operating model must be discussed in cooperation. It is advisable to make use of the observations, expertise and development ideas of the occupational safety and health coordination personnel when preparing the model and its supplementary instructions.
It is a good idea to set aside enough time to prepare the operating model. The first thing to think about together is what the goal of the operating model is and in what situations it is intended to be used. This will help you to understand the key content. When preparing the operating model, the following issues should be discussed in cooperation:
It is a good idea to set aside enough time to prepare the operating model. The first thing to think about together is what the goal of the operating model is and in what situations it is intended to be used. This will help you to understand the key content. When preparing the operating model, the following issues should be discussed in cooperation:
- What is professional behaviour at work? What are the actions and behaviours that should be avoided at work? How can the working communities be supported to discuss these points together and create common boundaries and ways of working?
- What are disagreements, disputes, conflicts, inappropriate treatment, harassment and discrimination?
- Who is the operating model or instruction intended for? Who should be able to act accordingly?
- How should the different operators in the workplace act so that disagreements do not escalate into conflicts or inappropriate treatment?
- What should the different operators at the workplace do if harassment or other inappropriate treatment within the meaning of the Occupational Safety and Health Act occurs at work? What are their rights and obligations?
- How are supervisors and employees introduced to the content and use of the operating model? And how can the operating model in the workplace be regularly promoted, e.g., in internal communication?
- How is compliance with the operating model monitored? How is its functionality evaluated? Who is responsible for the monitoring and evaluation? How often is this done? How are the results of the evaluation handled?
- And what is the name of the operating model? It is worth thinking about this, as the name creates an idea of what the operating model is aiming for and what it wants to achieve.
In the instructions supplementing the operating model, the steps of the case handling can be described in more detail, such as a discussion between the parties involved, a notification to the supervisor and the health and safety officer, if necessary, and an initiation of workplace mediation. It is also a good idea to explain the ways of dealing with situations and solving them. It is also good to describe the available support options and the roles of the different parties. Forms and diagrams can be included in the instructions.
The operating model and its supplementary instructions should be discussed with all those who should comply with them. A good way is to discuss the matter in a joint session where the participants have the opportunity to ask questions. The operating model and instructions must also be included in the induction of supervisors and employees.
The operating model only helps if it really works in practice. Its use should, therefore, be monitored regularly and, if necessary, the template and supplementary instructions should be reviewed. A non-functional model easily leads to non-compliance. In order for the model to work in practice, it must be ensured that
- the operating model is clear and appropriate
- employees have been able to contribute either directly or indirectly to the creation and development of the operating model
- the operating model has been introduced to those it is intended for
- those who must follow the operating model also have the actual opportunity to act accordingly
- the implementation of the operating model in practice is monitored and evaluated sufficiently often.
The operating model is a practical tool for supervisors to promote the functioning of the working community and address concerns. Without a uniform guideline, supervisors may act in different ways, which can be seen, for example, in the form of experiences of injustice and management problems.
It must also be remembered that labour legislation and the operating model alone are not enough. Trust, courage, care and appreciative encounters are also required.
Contact us!
