How to resolve a diversity-based conflict in the workplace

Conflict resolution is rarely straightforward at the best of times. However, when a member of staff is made to feel excluded, discriminated against or victimised for their race, ethnicity, social background, gender or sexuality, the dispute is all the more sensitive. If appropriate action is not taken early, a manager or senior leader can inadvertently set the tone for the company culture and in turn, the employer brand.

Most business leaders recognise the advantage that a diverse workforce has over its homogenous counterparts: with more diversity comes new ideas and an ability to challenge the status quo. Without a healthy mix of perspectives, an organisation can stifle innovation: of course, a little conflict is to be expected when employees all differ in upbringing, generation, personality and work style. It’s how you handle these conflicts when they arise that will determine the long-lasting impact they have on the business:

Establish a process

In order to bounce back from a diversity-based dispute, leaders mustn’t solely rely on reactive measures – however, the action they take once they are made aware of a conflict is critical in minimising loss of productivity and profitability. A step-by-step process for conflict reporting is the bread and butter of conflict resolution – however, equally as critical is a point of reference for employees to consult when a diversity-based dispute arises. By detailing a process in print and raising awareness throughout the workplace, employees can gain some reassurance that their interests are protected in the event of a conflict of this nature.

Take appropriate action

Whether members of staff are subjected to constant mansplaining or must face a barrage of micro-aggressions for simply being themselves, taking affirmative action is essential in demonstrating your commitment to diversity and reducing disruption and downtime. There’s little use in establishing a process if employees are continually given further chances after demonstrating unacceptable behaviour on a series of occasions. Should an employee act in a way that is discriminatory or belittling to a colleague despite receiving ongoing training and several warnings, letting it slide will set the tone and have a negative impact on your culture in the long-term.

Create a safe space

With unhappy workers proving 10% less productive, it’s essential that leaders are not afraid of uncomfortable discussions regarding race, ethnicity, gender or sexuality in the workplace. Disagreements may be a fact of business life, but when a diversity-based incident has left an employee or employees feeling unwelcome, it’s a good time for members of senior management to reassure the workforce of their values, principles and commitment to change. By encouraging employees to come forth on a day-to-day basis – either to a designated HR representative or a manager – about their concerns, employers can eventually create a safe-space in which workers feel comfortable reporting upsetting incidents without fear of retribution.

Provide ongoing training

All too often, employees feel unable to speak up about the abusive incidents that occur in the workplace for fear that it won’t be recognised by their employer as offensive or the employer will take the side of the individual responsible due to unconscious bias. If you are to foster a culture of inclusion in the workplace, diversity training must be implemented on a recurring basis: rather than just lip service, corporate learning programmes that force employees to consider their behaviour should encourage participation within the workplace as a cultural imperative.