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Estimating the costs of workplace conflict in Northern Ireland
Workplace conflict has a negative impact on organisational performance and the working experiences of those involved. Research commissioned by the Labour Relations Agency on workplace conflict in Northern Ireland suggests that disputes took up valuable time and eroded organisational culture.
These challenges have arguably become more acute in the wake of the Covid-19 pandemic with pressure on recruitment, retention, engagement and productivity.
However, leaders and policymakers may underestimate the strategic importance of managing conflict at work. Conflict management is often unseen – taking place in the shadows and behind closed doors. Until recently, lack of visibility has been exacerbated by a lack of robust data. This analysis of the costs of workplace conflict in Northern Ireland finds that 37% of workers experience conflict each year at a cost of £851m.
The report in full can be found below, while our podcast on the topic can also be found here.
Conciliation services
We offer free conciliation services to help parties involved in a workplace dispute to come to a legally binding resolution, without needing to go through a public tribunal. We offer both individual conciliation and collective conciliation, for example where an issue affects a number of employees.
Surrogate Parent leave
A surrogate parent may be eligible to Statutory Adoption Leave and Pay from 5 April 2015, provided that:
Trade Union duties and activities
An employee who is an official of an independent trade union which is recognised by the employer must be allowed reasonable time off with pay during working hours to:
Paternity Leave
Paternity leave allows parents to take time off from their work to have time with their child following a birth.
Time off for trade union duties and activities
An employee who is an official of an independent trade union is entitled to paid time off in certain circumstances.
Deducting training costs from final pay
This section covers deducting training costs from final pay.
Warnings and other disciplinary action
Warnings in the workplace should be part of a disciplinary process and they should be designed to allow employees to change a particular behaviour within a given timeframe. They should be given as quickly as possible after the behaviour occurs. Any sanctions should be proportionate to the alleged offence.
Employee performance
Putting an effective performance management system in place is a key component in best employment practice. Clear, consistent communication and a constructive approach to employee development can bring out the best in organisations and individuals.