What Can We Learn From ACAS’s Report on Workplace Conflict?

To coincide with their 50^th anniversary, ACAS has released a report showing that almost half (44%) of working-age adults in Britain experienced conflict at work in the past 12 months. This will resonate with many businesses, and we have certainly seen an uptick in employers seeking support with issues such as grievances recently. Reflecting on the figures, ACAS has said that “this is the highest level of individual conflict ever reported in a survey of workers in Great Britain”.

But why does workplace conflict matter? It will come as no surprise that avoidable workplace conflict can be draining for a business, not only taking up management time but also permeating other key areas, such as employee performance and retention, with employees experiencing issues like a decline in motivation and commitment. 

The ACAS report highlights some key issues for employers, an awareness of which can help to reduce/manage workplace conflict. So, what are some of the things your business needs to know?

1. What ACAS’s report shows
2. What can businesses do to reduce the risk of workplace conflict?
3. What should you do if there is a conflict in your workplace? 

What ACAS’s report shows

Interestingly, the report shows that:

• Capability and performance issues were the most common cause of conflict (38%), followed by personal disagreements and relationship issues (33%). For managers who had conflicts with their direct reports, capability and performance were the topics of almost all conflicts (94%). 
• Stress, anxiety and depression were the most common impacts of conflict, affecting 57%, followed by a drop in motivation or commitment (49%). 
• People working for small and medium enterprises (SMEs) were more likely to report experiencing conflict than those in larger organisations. 
• Retail workers faced the highest levels of conflict, with half (50%) of wholesale and retail trade employees reporting conflict.
• The most common person to report experiencing conflict with was another colleague in the organisation (34%). 
• Most conflicts were resolved through informal discussion with managers (45%) or directly with the other person (30%). Under 10% of people reported using internal formal methods to resolve their conflict, and less than 0.5% filed an employment tribunal claim. 

What can businesses do to reduce the risk of workplace conflict?

Firstly, it’s important to recognise that not all workplace ‘conflict’ can or should be avoided – sometimes there are difficult conversations to be had between managers and employees or undesirable/uncomfortable situations that need to be dealt with, such as performance, conduct or attendance issues. It’s recognising such issues early on and knowing how to tackle them appropriately and effectively that can prevent avoidable workplace conflict from arising, such as valid employee complaints about unfair or discriminatory treatment. 

As highlighted by the ACAS report, if an employee is experiencing conflict in the workplace, it’s often managers who are on the front line when it comes to dealing with the issue – whether through formal or informal means, so it’s vital to ensure appropriate support and training is in place. 

It’s also important that managers take proactive steps to reduce the likelihood of unnecessary workplace conflict, such as:

• Leading by example and setting and maintaining an appropriate workplace culture, this can also involve knowing when to step in, for example, to prevent behaviour such as banter from crossing the line into something more serious, such as harassment. 

• Setting and communicating clear expectations and standards of behaviour – not only to help the business achieve its performance goals, but to reduce the likelihood of friction / interpersonal issues between staff. 

• Clearly communicating company policies and procedures to help set the business and employees up for success, including ensuring employees know how to raise a concern. A lack of clarity can contribute to workplace conflict, as can uncertainty about how to raise an issue, if employees don’t know how to do so or don’t feel confident that they will be heard or the matter treated appropriately. Problems can fester, which is often bad news for businesses (e.g. enabling a bullying culture to develop).

What should you do if there is a conflict in your workplace?

This will depend on what the ‘conflict’ is, but broadly the initial steps will often involve assessing the issue and its potential seriousness, identifying whether you have a policy that applies to the situation (e.g a grievance policy if a formal grievance is raised), and identifying what steps are appropriate to address/resolve the matter. 

Want to know more? Check out our manager’s mini survival guide to workplace conflict. 

Remember, we are here to help, so if you are concerned about a conflict in your business, please get in touch for specific advice on the facts of your situation before taking action.

Have an HR matter you would like help with? Reach out for business-focused advice and support.