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Large retail chain
(Details have been changed in this account
to preserve confidentiality.)
Mediation
at Work
were contacted by this large chain to tackle the open hostility
and lack of cooperation between the Corporate Human Resources
Director and Divisional Human Resources Manager.
As senior managers, these colleagues had
both applied for the post of Corporate HR Director –
the most senior HR post in the organisation. The unsuccessful
applicant was unable to accept his colleague’s promotion,
considering him to be less than competent. He therefore withdrew
his cooperation from corporate HR projects and was critical
of his senior colleague’s performance, both privately
and during meetings. Other colleagues were aware of the tension
between the two, which was having a seriously detrimental
effect on the effectiveness of their teams. The newly promoted
senior manager wanted to re-establish a professional relationship
with his now junior colleague and to enlist his help in taking
forward corporate specific HR initiatives.
In individual meetings, the mediator invited
both parties to express their thoughts and feelings about
the current situation. Both managers used strong language
to express their anger and their feelings of frustration at
the other’s behaviour towards them. It was the first
time that the senior manager had had an opportunity to talk
confidentially and candidly about how he was affected by the
deterioration in what had been a friendly and supportive relationship.
Both indicated that they recognised that the current situation
was untenable and that they needed to take steps to work towards
a more effective way of working together. They agreed to a
facilitated round table meeting.
At the joint meeting, both parties
talked about their perceptions of the other’s behaviour,
expressed their frustration at the current relationship, and
stated that they wanted the situation to change. Together,
they agreed that in the future they would:
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show
respect for each other in public
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talk
directly and privately to each other about their concerns
about any performance issues. |
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ask
for support in developing those areas of competence which
were in need of improvement.
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In a follow-up to the meeting, both acknowleged
that the situation had improved and that there was now a basis
for working together, even though their personal relations
remained cool.
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