Workplace conflict can affect much more than the people directly involved. Whether it's a disagreement between colleagues, difficulties within a team or a breakdown in communication between employees and management, mediation can help those involved address the issues and consider possible solutions.
Mediation works best early. The sooner people sit down with an independent mediator, the more options they have.
Mediation is not a substitute for a formal investigation where one is needed, for example allegations of serious misconduct, harassment that someone does not wish to resolve informally, or matters raised as a protected disclosure. It also cannot change pay, contracts or dismissal decisions, which follow your own procedures. I will tell you honestly if I think mediation is not the right step.
I have no history with your organisation, so both people can trust the process. That matters most when one party is more senior than the other.
What is said in mediation stays in mediation (with the narrow exceptions set out in the Mediation Act 2017). HR receives only what both people agree to share, usually just that mediation took place and whether an agreement was reached.
The Code of Practice on preventing and resolving bullying at work (2020) and the Code of Practice on grievance and disciplinary procedures both encourage early, informal resolution. Mediation is the most structured way to offer it.
Mediation gives people a chance to talk things through before a matter moves into a formal grievance or a claim. Whether it resolves the issue depends on the people involved, and nobody is asked to agree to anything they do not accept.
We discuss the situation, who is involved, and whether mediation fits. I explain confidentiality and what you will and will not hear back.
Each person can speak freely, and decides whether they want to go ahead.
The length depends on the issues. I help the two of them talk about what has happened, what each needs, and what will change.
Practical, specific commitments in plain language, owned by the people who made them. Not a legal contract unless they choose to make it one.
A short check-in to see how the agreement is holding up.
For conflict involving a wider group, team mediation follows the same principles with group sessions. We plan it together.
If you have been asked to take part in mediation, it is natural to feel uneasy. Here is what you can expect:
Workplace mediation is usually priced per day or half day, covering the separate meetings, the joint session and the written agreement. Ask for a quote on the initial call.
The WRC also provides a free workplace mediation service. Some employers choose a private mediator for flexibility over scheduling, time and location, and a mediator who can meet people outside the workplace.
Usually the employer. That does not affect my independence: I act impartially for both people and do not report the content of the mediation to the organisation.
Only what both participants agree to share. Usually that is whether mediation took place and whether an agreement was reached.
Usually not. It is a set of commitments made in good faith. If the participants want something legally binding, they can say so and should take advice first.
Yes. Grievance or investigation steps can be paused by agreement while mediation is tried.
It depends on the issues, the number of people involved and everyone's availability. Joint sessions are often planned as a half day or a full day, and we agree the arrangements before mediation begins.
Yes. All stages can take place by secure video call, which can be useful for hybrid teams.
Mediation is not legal advice. I do not advise employers or employees on employment law or on the merits of any complaint.
A free, confidential call to discuss whether mediation is the right next step.
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