Islington Council Grievance to Workplace Resolution

Pat Edwards

Islington – The Place

Islington – The Council

• 4466 employees• 49% female• 51% male• 37% BME• 63% White

Islington – The People

Grievance to Resolution

• Starting Point • Formal Grievance procedure

• Investigate• Report• Appeal• Strict timelines

Why change?

• General dissatisfaction with the formal procedure

• Staff Groups (including BME forum)• Trade Unions• Managers• HR• Employees who raised a grievance

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

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

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

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

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

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

New Workplace Resolution Policy

• New policy drafted• Worked with TCM in training:

Mediators Resolution Managers

• Policy Launched January 2016

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

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

The Resolution Team

• Resolution Managers• Mediators• HR• Trade Unions• Resolution Co-ordinator

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

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