Summary: Workplace conflict has reached record levels, and the employment tribunal backlog now exceeds half a million cases, causing extended anxiety for claimants and mounting costs for employers. Whilst common causes include performance disputes and bullying, the rise may reflect deeper issues around informal resolution quality.
Workplace conflict in the UK has reached its highest reported level according to Acas, with 44% of employees experiencing some form of dispute in the past year.
Meanwhile, figures from His Majesty’s Courts and Tribunals Service (HMCTS) show the backlog of cases has now exceeded half a million. The backlog is expected to keep growing as the number of new cases outpaces the rate of resolutions. This means claimants experience extended periods of anxiety and uncertainty, while employers face more costs and problems.
Another sharp rise in cases is also expected as a result of the upcoming Employment Rights Act – in particular, changes to the qualifying service period before claiming unfair dismissal.
For organisations, the consequences of conflict cases don’t just involve the use of HR and management time. Acas’ research on conflict at work, involving 4,558 employees, found that 57% said their issues had led to stress, anxiety or depression. Additionally, 49% experienced a drop in motivation or commitment, and 25% an impact on their productivity.
Cases can drag on, staff take time off sick, and teams fall apart. The complex cases, such as whistleblowing and discrimination, demand multi-day hearings, which are more likely to be delayed.
Why is workplace conflict rising?
Employers can’t point to pandemic or post-pandemic disruption and changes anymore. Despite the past decade’s increased focus on engagement, culture and wellbeing – and all the investment into management skills – our workplaces are more fractious than ever.
Why? The Acas survey points to some of the usual suspects when it comes to causes:
- Disputes over capability and performance (38%)
- Personal disagreements and relationships (33%)
- Bullying, discrimination and harassment (24%)
- Employment terms and conditions (17%)
Most often, conflict occurs with colleagues (34%), closely followers by line managers (32%). Data from HMCTS confirms that unfair dismissals continue to be the most common reason for turning to the legal system (constituting 24% of claims). Disability discrimination cases make up 15% of the total.
Below the surface
But these statistics only show us what’s on the surface – the products of underlying problems and situations that have spilt out into particular disputes.
The difference in the prevalence of conflict between age groups might be one clue to what’s happening. Around half (49%) of those experiencing conflict are 25-34-year-olds, compared with a third (32%) of 55-65-year-olds.
There’s been a shift in attitude and sensitivity to how people should be treated at work. Employees are now more aware of their rights, of where the line should be drawn between criticism and challenge, and of what is perceived as bullying or discrimination.
Don’t neglect informal resolutions
More than ever, organisations need to consider how they handle conflict, and the knock-on effects on how they are perceived and the likelihood of the conflict recurring. In the Acas survey, only half of respondents who had experienced workplace conflict said their situation had been resolved, or at least mostly so. What happened to the other half and their attitude to work, their level of engagement with their role?
The findings highlight the importance of informal resolutions. Most cases of conflict were resolved just through conversations: 45% with their line manager, 30% with the other person involved. Fewer than 10% took formal action through the available grievance processes, and under 0.5% made an employment tribunal claim.
Formal processes should be the last resort. This approach is better for everyone involved, saving managers’ time and the kind of long drawn-out cases that lead to more stress and anxiety and the potential for long-term sickness absence.
But this does place a great deal of pressure on the quality of informal resolutions. If employees rely on discussion with peers and managers to overcome conflict, the type of conversation matters. Are they getting to the root of issues and achieving a genuine sense of resolution and a constructive way forward, or are they only managing a temporary fix, a token settling of issues?
Poorly delivered informal resolutions cause harm
When informal resolutions don’t work, there’s still the same chance of bad feelings as when formal processes lead to disciplinary action, sackings and staff choosing to leave. People easily become cynical, falling into harder positions. There’s more presenteeism and disengagement.
Workplace conflict may be on the rise, in part, due to poor informal resolutions. Employers could be overestimating the ability of managers and employees to have constructive conversations. We likely have fewer people skills than we think within organisations to effectively deal with complex and demanding issues like mental health and discrimination.
How can HR respond to workplace conflict?
How can your organisation address rising workplace conflict before it escalates? These research findings offer direction:
- Recognise the human cost of unresolved conflict. Beyond HR time and legal costs, 57% of employees experiencing conflict report stress, anxiety or depression, whilst 49% see drops in motivation. When cases drag on, the ripple effects damage teams and productivity across your organisation.
- Question whether your informal resolutions genuinely work. Most conflicts are resolved through conversations with line managers or colleagues, yet only half of employees feel their situation was truly settled. Are your managers equipped to reach the root of issues, or are they delivering temporary fixes that breed cynicism?
- Invest in conversation skills, not just formal processes. Informal resolutions rely heavily on the quality of discussion. Do your managers have the skills to navigate complex issues like mental health and discrimination effectively? Consider whether you’re overestimating existing capabilities within your teams.
- Intervene early with professional support. Workplace mediation services, neutral assessments for dysfunctional teams and prompt professional investigations build trust. When used early in disagreements, these approaches prevent temporary tensions from becoming prolonged legal battles.
Phil Floyd is Head of Investigation at workplace relationships specialist CMP.
