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A. I wouldn’t recommend it. There may be justifiable reasons as to why this relationship isn’t working, and your client should try identifying them before coming to a dismissal decision. If your client did dismiss either party, it may not solve the root cause of the difficulty. And your client could end up in a very expensive recruitment loop.
I would approach both parties separately and ask the uncomfortable questions to try and establish some context. If the answers your client receives seem trivial or the answers don’t add up, the role of questioner may need to change to a neutral third party.
There will be instances where an employer themselves is not best placed to deal with the situation. There may be culpability from both sides that neither party wishes to discuss with their employer.
Perhaps the entire issue stems from a misunderstanding or a perceived slight that escalated. It is equally possible that they simply do not like each other, and the solution is finding ways to work that both are willing to commit to.
Unresolved issues will likely start to affect the entire business, not just subordinates so action is required to avoid any behaviour that could negatively affect the business.
There are companies who supply employment mediators to manage disputes informally. Employers may wish to try this role out for themselves, however due to the nature of mediation, a professional may be needed.
As both parties need to agree to the mediation, gaining the participant buy in can be much easier when they know its confidential.
The role of the mediator is to facilitate meaningful dialogue and work towards both parties feeling heard.
The mediator will also smooth the path, for the participants to be able to agree a way forward. This is why both parties need to agree to the mediation, without genuine buy-in, the mediator has little chance of a productive session.
If your client does decide to use mediation, all parties should be made aware that it would be a closed session. Employers may be curious as to what was said, however, If the employees are willing and able to move forward, a line in the sand should be drawn.
Workplaces should be professional environments, but people are complex, and their lives and biases can occasionally encroach. Employers shouldn’t have to act as counsellors, but they do have a duty of care. Participants may find sessions, such as mediation emotionally draining. Your client should choose the time and place for the session carefully, knowing that one or potentially both parties may need to go home soon after.
If your client has an employee assistance programme (EAP) remind the employees of how and where they can access it. If your client is not aware of what EAP is or what it can offer, it is a counselling service.
A good one will have qualified councillors who are able to safely assist employees in times of distress. Services such as EAP may also include assistance with financial wellbeing and such, but primarily it is a counselling service you provide your employees.
With EAP and a mediator in place, workplace disputes can be quickly resolved.
