Redefining Resolution: Islington Council. Pat Edwards
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Transcript of Redefining Resolution: Islington Council. Pat Edwards
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Islington Council Grievance to Workplace Resolution
Pat Edwards
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Islington – The Place
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Islington – The Council
• 4466 employees• 49% female• 51% male• 37% BME• 63% White
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Islington – The People
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Grievance to Resolution
• Starting Point • Formal Grievance procedure
• Investigate• Report• Appeal• Strict timelines
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Why change?
• General dissatisfaction with the formal procedure
• Staff Groups (including BME forum)• Trade Unions• Managers• HR• Employees who raised a grievance
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Independent Review of the Grievance Procedure
• Diversity Practice• Carried out fieldwork 2012
– Reviewed over 40 cases– Interviewed a wide range of people
across the council• Report 2013
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The main findings from the review - 1• The Grievance Procedure compares favourably
with ACAS guidance and recommendations
• No guidance on alternative routes for informal resolution of grievances e.g. mediation
• Managers didn’t feel adequately prepared for the Investigating Officer role
• Mixed views about the fairness and objectivity of the grievance process
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The main findings from the review - 2• Ineffective conflict resolution and mediation skills
to confront and address issues when they first arise
• Managers not dealing with issues of poor performance, bullying and harassment in a timely / effective manner leading to grievants using the formal procedure as a means for seeking redress
• Council perceived as condoning poor management when action is not take action, against managers in cases that have been upheld
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The main findings from the review - 3
• Inadequate support to resolve issues informally or to ensure grievants understand the process
• The role of HR and TUs seen as a contributory enabler/disabler in the resolution of grievances
• Inadequate support and attention given to rebuild relationships post the grievance procedure
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Conclusion from the Review
• One surprising conclusion:
Grievance cases are more likely not to be upheld and BME grievants are as likely to have their case upheld as their white counterparts
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Recommendations from the Review
• Update the grievance procedure• Strengthen the emphasis and guidance on seeking
informal resolution• Pilot an alternative way of resolving grievances e.g.
provide mediation service • Provide an advisory service to assist grievants in
deciding whether to submit a formal grievance and support the initial submission
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New Workplace Resolution Policy
• New policy drafted• Worked with TCM in training:
Mediators Resolution Managers
• Policy Launched January 2016
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So why has it taken three + years to get from Grievance to Resolution?
• Consulting with the different stakeholders• Drafting and redrafting a policy• Training Mediators and others involved in the process• Training Mangers in the procedure• Communicating the new policy• Culture change • Introduced new range of courses
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Grievance
Formal, adversarial, judgement, blame, punitive, defensive, draconian, rights-
based, combative, divisive, win-lose,
sanction, argument
Resolution
Informal, safe, talk, listen, empathy,
dialogue, resolve, non adversarial,
collaborative, openness,
consensus, mediate, win-win
Workplace Resolution Policy 2016
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The Resolution Team
• Resolution Managers• Mediators• HR• Trade Unions• Resolution Co-ordinator
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Resolution Managers• Triage the request• Early engagement• Facilitate discussion
to get early resolution• Seek practical
solutions• Short process
Mediators• Formal commitment• Encourage parties
to reach their own solution
• Side meetings (with TU representatives)
• Longer process
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Overview of the Process
Resolution Manager Triages the Request
Resolution Assessment
Meeting Mediation Formal
Procedure
Resolution Coordinator Logs and Refers the Request
Matter Resolved / Closed
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