Mediation Professionals and Human Resources: Perfect Together

By Perry Goldlust

Employees use a variety of euphemisms in today's digital age for the old "personnel department". "Workers" are now called human resources, assets, headcount. These terms are useful in their way and everyone loves jargon, but they can obscure the basic fact that employees are people. They are human beings with lives that extend beyond the office; they have families and troubles, goals and dreams. Naturally, employers want their employees to have a focus on their jobs and take some ownership and pride in the company for which they work. Employers cannot forget that part of the social contract that requires the employer to properly recognize and reward (compensate) their employees.

Traditionally, a Human Resources Department (HR) was the company's way of making good on the commitment to provide a fair day's pay for a fair day's work. HR is not simply the hiring and firing arm of the company. HR should act as a buffer, a conduit, a catalyst to resolve disputes in a fair and consistent manner blending employees' needs with the needs of the line management to make a profit.

Unfortunately, many employees regard HR as an extension of the line management mantra that "profits make it happen". When employees have employment concerns, there is always the subtext that HR is not part of the decision making but only mouths what line management wants. It is sometimes clear to everyone except company management that even the line management does not trust HR to handle the dispute. Many employees view HR as a rubber stamp for line management which can leave the company blind to problems. When problems in their personal life affect their job performance, employees may be reluctant to engage HR for fear of revealing private information to their employer.

Increasingly, a third-party mediation professional is seen as an ideal partner in fair dispute resolution procedures. When an employee advocate is necessary for disputes between employees and employers, objectivity can be guaranteed by an outside mediator with experience in the field.

Beyond case-by-case mediation services, a mediator can also be a valuable resource for conflict resolution training; i.e., teaching supervisors, managers and employees how to handle everyday conflict. The training of first-line supervision in disputes is a gold standard in resolving employee complaints and grievances. Supervisors are forced to suggest solutions and not make it an upper management problem. First line supervision decisions work best in the decision-making process to meet the need rather than apply a one-size-fits-all solution. A mediator with experience in the field of employee advocacy brings practical tools in the legal and personal spheres that can be instrumental in resolving disputes where HR either lacks training or expertise or lacks credibility among employees.

Employees who feel empowered to resolve day-to-day disputes are employees who are more effective in their jobs. Mediation can be a powerful tool in any HR Department's toolbox, providing both objectivity and additional tools that can handle existing problems as well as prevent future ones.

If you would like to know how mediation can help resolve disputes between employees and employers, please contact Perry Goldlust. Mr. Goldlust is offering his confidential services to parties jointly requesting a neutral facilitator in matters relating to employment, union management relations and general commercial disputes. Call 302-483-2000 or visit http://www.perryfgoldlust.com

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