The British Medical Association’s junior doctors committee voted to accept the government’s offer of a 22% pay rise, spread over two years, on Monday (16 September).
More than 45,000 junior doctors took part in the online vote, 66% of whom supported the pay deal. It means an end to the 18-month dispute, which was one of the longest in NHS history.
How can HR leaders achieve the same success when it comes to resolving workplace disputes?
“It is all about finding common ground,” advises HR consultant Ruth Cornish, speaking to HR magazine. She added that mutual understanding must be achieved whilst preserving relationships, which can only happen if all parties are treated with respect.
Speed is also key, according to Jim Moore, who leads on employee relations for HR consultants Hamilton Nash. He told HR magazine: “As a general rule, the sooner you engage with a problem, the easier it is to resolve. Pay disputes are no different.”
Read more: When should employers offer a pay rise?
Moore added: “One of the reasons the junior doctors secured a 22% increase is because the issue was left to fester for years, with pay falling further and further behind inflation.
“Workers in other sectors whose pay has not kept up with the cost of living will have observed this pay deal with interest.”
A mindset shift may also be required when trying to achieve common ground, so that all parties can be open to the kind of compromise that can achieve a win-win, explained Simon Jones, director of the consultancy Ariadne Associates.
Speaking to HR magazine, Jones said: "HR and business leaders need to recognise where there is strength of feeling among staff – even if managers don't agree with the position – and look for opportunities to gain a win-win.
“Compromise is not a weakness, it's a sensible approach to resolve disputes and disagreements at work.”
HR leaders can aid compromise by reframing discussions to focus on what can realistically be achieved, rather than red lines, as Moore reminds us: “The best approach to disputes at work is to try to reframe the conversation from hard positions like ‘Why we can’t’ to mutual interests such as ‘How we can’.
“Experienced negotiators and mediators are familiar with this approach, and are an invaluable resource for HR and business leaders.”
Read more: HR ready to jump ship amid C-suite disputes
Offering a six-step framework for successful dispute resolution, Cornish continued: “It is not a war but a process.
1. It’s all about the outcome
Start by ensuring you have an open mindset to reaching agreement in a professional and respectful manner. When you start to get bogged down arguing about specifics, take the argument up as many levels as you need until you find common ground.
2. Validate other perspectives
Learning the underlying reason behind beliefs can help you see a different side of the issue. It might not change your mind, but it will help you treat the other person with more empathy, and give you fresh ideas to discuss.
3. Separate emotion from logic
A stressful argument can hijack the prefrontal cortex, leading to ‘fight or flight’ mode.
Step back, and try to de-escalate your emotions by acknowledging them. Once you’re feeling more logical and calm, you can start to look for common ground again.
5. Be mindful of biases
Exposing yourself to different perspectives can help you think more critically about your own beliefs.
6. Remember that differing views are important
Try to see a disagreement as an opportunity to learn and grow rather than a chance to prove your point. You might just be surprised at how much common ground you can find.”
