HR update

Communication is a fundamental element of any good working relationship. However, even for those of us that find communication easy, there are undoubtedly topics that we are reluctant or apprehensive about raising. There are the usual ones like poor performance, a disciplinary allegation or a potential redundancy situation. However, there are also the more unusual, like complaints about attitude, clothing and even personal hygiene. How do you even start to tell ‘Mike’ in accounts that a colleague has said they don’t want to sit next to him because he has bad breath? This is the challenge we tacked in our latest HR Bitesize webinar for the Cambridgeshire Chambers of Commerce. Thankfully, no matter how difficult the topic, a similar approach can give anyone the tools to feel empowered and confident to tackle whatever is thrown at them. We broke the session down into the key elements of WHY it’s important to have these conversations, no matter how hard you initially find them and the HOW to actually have them.

rebecca.ryan@leedsday.co.uk 01480 442040 It’s human nature to be averse to conflict and, where possible, avoid it. However, burying your head in the sand and ignoring the issue rarely works in the businesses favour. Any issues not dealt with tend to get worse, often fracturing working relationships and reducing both staff morale and productivity. Increased absenteeism and staff turnover may follow, which in turn negatively impacts the business in terms of additional, and potentially unnecessary, time and cost. Stress levels may also rise, which could manifest in a disability under the Equality Act 2010. This, and the failure to deal with these issues, could potentially result in claims against the business. Dealing with the issues immediately from the outset offers an opportunity to resolve workplace conflicts quickly. This helps improve working relationships, increase staff morale and productivity, retention of staff and, importantly, set a tone for the business in terms of its values and expectations. In the current climate, where recruitment is proving challenging for many organisations, this is vital.

For me, investing time and energy to create a culture of feedback will help support any difficult conversations that are needed. In addition, it will also build trust and psychological safety within an organisation. Regular feedback plays an important role in stopping issues before they go too far, and helps create an environment where people feel secure to seek input from others, rather than relying on corrective guidance. Feedback, however, is a tool for growth and it’s completely up to the individual recipient as to how they wish to take their feedback gift forward. By contrast, with other types of difficult conversation, there is usually a need for the recipient to make a change or to perform an action. Whether it’s behavioural or situational, from the perspective of the person initiating the conversation, something needs to happen as a result. In the infographic I outline the five key areas I shared for handling a difficult conversation. • Set your intention • Listen to understand • Consider your response • Summarise • Document it If you would like to know more about how I can support your organisation, visit my website for more information.

Consultant and Coach, www.katiallenconsulting.com

Set YOUR intention

This is the part of preparation that is about you. Be clear on WHY you are having the conversation. What do you need to have CHANGE as a result what ACTION do you need? What don 't you know and what QUESTIONS do you need to ask? Don 't be afraid to NOTE some bullet points or write a script or - it will help keep your focus on the conversation at hand. Think about the environment for the conversation - WHERE and WHEN.

There was a reason you needed this conversation in the first place. Documenting it will give you a written summary of the changes or actions required, and when they need to be made by. This will also help in follow up conversations.

It will also provide a record that the conversation took place, in case you need to take any further, more formal steps.

Listen

Once you have explained your situation, stop. Allow the other person time to formulate their response. Be patient. Remember that you will have had time to prepare for this conversation, but this may be the first time they have thought or spoken about it. Listen to understand. Make sure you ' re not only hearing what you want to hear, or listening only to respond. Be curious!

Consider your response

If you have truly listened to the other person it' s possible you may feel differently than you intended. That' s ok! If you ' re original plan still stands - great, go for it. If you learned something new and want to change the plan, share that too. The best solutions will come from flexibility and curiosity, rather than rigidity and assumptions.

Summarise (in the room)

We

' re human! We understand things through a filter of our own beliefs and assumptions.

Summarising the conversation is a great way to check understanding from both sides, and address any misunderstandings with minimum fuss.

Summarise actions and follow up dates too, this will create accountability and support the timeline for change. Document it!

EQUITY, DIVERSITY & INCLUSION CONSULTANT | EXECUTIVE COACH

WWW.KATIEALLENCONSULTING.COM