Setting up a mediation is inexpensive, fast and simple. So it gets people back to work quickly, and avoids the grievance route. Mediation gives people ownership of their agreements so they’re more likely to stick to them; and because it diverts formal complaints, mediation saves HR time and money. Check out the pros and cons of mediation.
Because it’s better than doing nothing, and better than fighting it out! If you engage in mediation you will be able to express your views and find out about the other person’s concerns. It’s less adversarial than other options so it’s the ideal way of resolving interpersonal conflicts at work. Find out more here.
If the parties agree to try it. This checklist helps you decide if mediation is the right choice for a given situation.
Listen to the person’s concerns and why they are reluctant – really hear what’s stopping them from saying yes. Then answer their fear directly. Give them the right information that they need to reflect on. So if they believe they’ve done nothing wrong, explain it isn’t about ‘right and wrong’. If they are worried about things getting out of hand, explain the mediator will control the meeting to make sure that doesn’t happen. Don’t just tell them everything you know about mediation, but tailor your response and use clear language avoiding jargon like ‘the mediation process’ or ‘win/win’.
It’s basically a meeting between two people who are avoiding a difficult conversation, or where they’ve tried to talk but failed; with a referee there to make sure there’s fair play.
Of course: suggest they speak to us at CMP in confidence. Sometimes talking to an outsider helps people to say yes to mediation.
Less than not going to mediation! BIS says a formal complaint costs around £20,000; and the cost of replacing someone who leaves due to conflict is around £30,000. Using an independent mediator will cost somewhere between £650 and £1250 a day with a company like CMP. Remember that lawyer mediators will charge lawyer fees.
Pick up the phone and call 01763 852225 in complete confidence; or find out more.
It’s a confusing world so find out more about mediation qualifications and membership bodies first. The best mediators will have trained to an accredited standard, got a couple of hundred hours of mediating under their belt, receive ongoing feedback from peers and supervisors (as well as from the parties) and engage in regular development activity. At CMP we require our mediators to have practiced for at least three years, and most have been in the business for much longer.
No. It’s perhaps not reasonable to expect 10 days’ mediation training to overcome four years of legal training, so they might be more lawyer than mediator.
You can pick up some useful skills in a couple of days, but most training programmes that result in an accreditation are around six days.
Not everyone finds mediation right for them. You need to be able to put your own views aside, to listen without judging and to really pay attention to what people are trying to get across to you. You need to be able to build rapport with every type of person, and to care about their experiences and feelings, no matter what your own views are.
Get some good training on an accredited course. Then get practising – offer your services to your employer, or through your local mediation service.
Not just in the workplace, but also for neighbour disputes, for resolving complaints about health service, with families who are divorcing, with families where young people are finding it really hard to live at home; as part of the courts services; for commercial disputes; in schools; to resolve gang disputes; and for environmental disputes.
There are lots more mediators than there are people to mediate, and lots of people willing to mediate for nothing. So it’s a competitive sector and harder to earn money from than you might think. You’ll need to have something special to offer as a mediator – your experience in certain sectors for example. Most mediators earn between £300 and £2500 per day, depending on what kind of mediation you do.
We are always looking for experienced and high-quality mediators to join our team. As a minimum you will need to have five years of mediation experience and provide evidence of both a regular case-load and continuing CPD. Contact us on 01763 852225 or at email@example.com for more information or an informal conversation.
It’s a 40 hour course made up of three modules usually delivered in two 3-day sessions about a week apart. It can also be run as a concentrated week’s programme, or in three 2-day sessions.
During the training our trainer assesses their skills through role plays every day. There’s no scary final ‘test’ – you’re tested every day. You get feedback about your performance and we tell you whether you have passed the practical side of the course. To get the accreditation you need to complete a “private study pack” (requiring around six hours work) which is also assessed by the accrediting body as a pass or fail.
If you’ve been trained by us, then pick up the phone; everyone we train to mediate gets as much support as they need when they’re out there mediating.
Yes. We’ve been doing fair and robust investigations for over 20 years so just call us in complete confidence.
Managers who do investigations for your organisation probably don’t do enough to keep their skills up to scratch. So they need a lot of HR support. If you use senior managers to investigate don’t be surprised if these drag on well beyond the timeframes outlined in your policies. And not everyone has the personal qualities, background knowledge, questioning techniques and report-writing skills to do a professional and water-tight job. So when you outsource you get quality, consistency and speed.
The Department for Business Innovation and Skills (BIS) in the UK estimates a grievance costs £20,000 to manage, once you take the internal time into account. There are additional invisible costs like staff absence and lost productivity. Contact us to use our Cost of Conflict tool for more specific costs.
Just refer a complaint to CMP and we will get our best investigators working for you. Check out our standards to if you want more reassurance.
Most investigations are completed within 30 days.
The quality of an HR investigation can make or break you at an ET. You must show you’ve worked clearly, fairly, and in line with your procedures and the law. You must be able to show why and how you have sought evidence; and how you have analysed and assessed the evidence. Get this wrong and you can lose an ET.
Surprisingly perhaps, you need to be able to build rapport and to have excellent listening skills first. Then you need to be able to ask the right questions. You need to be able to stay detached, calm but warm in the face of people’s emotions. Plus you need the ability to analyse and consolidate large volumes of data into well-written and concise reports. There are seven essential investigator competencies.
Less than getting it wrong! Depending on the number of people involved and the amount of paper work to go through, it could be as little as £2000 and as much as £30,000. We’ll scope out any potential case and give you a reliable figure to work from, in complete confidence.
This is no problem. We use teleconferencing and written submissions, and we’re familiar with working across multiple sites and policies.
The cost of conflict escalates as the problem becomes entrenched, with Employment Tribunals at the pinnacle of the cost of conflict triangle . Where workplace conflict is concerned, time is money, and there are a variety of ways to cut down on the time your organisation spends (estimated by BIS to be 1.8 days per week for every employee in the UK). Do our Cost of Conflict survey and find out your organisation’s costs. The cost of training one manager to manage better will be amply returned if it prevents a single conflict from escalating into a grievance.
The Courage to Manage blended and e-learning programme helps managers have better conversations about difficult subjects at work.
A tool for getting a deeper understanding of a complex dispute in order to decide what ‘next steps’ to take. It is typically used in group situations where there is no clear ‘right or wrong’ or when you know that something is amiss, but individuals are unwilling to formalise a grievance, and performance or attendance is suffering.