Editorial & Advertiser Disclosure Global Banking And Finance Review is an independent publisher which offers News, information, Analysis, Opinion, Press Releases, Reviews, Research reports covering various economies, industries, products, services and companies. The content available on globalbankingandfinance.com is sourced by a mixture of different methods which is not limited to content produced and supplied by various staff writers, journalists, freelancers, individuals, organizations, companies, PR agencies Sponsored Posts etc. The information available on this website is purely for educational and informational purposes only. We cannot guarantee the accuracy or applicability of any of the information provided at globalbankingandfinance.com with respect to your individual or personal circumstances. Please seek professional advice from a qualified professional before making any financial decisions. Globalbankingandfinance.com also links to various third party websites and we cannot guarantee the accuracy or applicability of the information provided by third party websites. Links from various articles on our site to third party websites are a mixture of non-sponsored links and sponsored links. Only a very small fraction of the links which point to external websites are affiliate links. Some of the links which you may click on our website may link to various products and services from our partners who may compensate us if you buy a service or product or fill a form or install an app. This will not incur additional cost to you. A very few articles on our website are sponsored posts or paid advertorials. These are marked as sponsored posts at the bottom of each post. For avoidance of any doubts and to make it easier for you to differentiate sponsored or non-sponsored articles or links, you may consider all articles on our site or all links to external websites as sponsored . Please note that some of the services or products which we talk about carry a high level of risk and may not be suitable for everyone. These may be complex services or products and we request the readers to consider this purely from an educational standpoint. The information provided on this website is general in nature. Global Banking & Finance Review expressly disclaims any liability without any limitation which may arise directly or indirectly from the use of such information.

Pogba & Mourinho: How to manage work relations that go bad  – Advice by Peninsula Employment Law Director Alan Price

This week, the feud between Paul Pogba and Jose Mourinho continued to rumble on following footage emerging of the duo in a hostile training ground stand-off, with words and steely stares exchanged at Carrington.

Conflict within any working environment can take many forms and can lead to significant problems for organisations, including employee strikes, bad PR, resignations or employment tribunal claims.

To prevent an untenable situation like Pogba and Mourinho, managers are advised to take these five steps to help recognise signs of conflict and explore options for preventing both existing and future problems.

  1. Identify the signs

Conflicts can be identified through a heated exchange between individuals but this is not always the case. Employers should observe if employees start to demonstrate changes in their behaviour such as a fall in productivity. It might be that their unhappiness is leading them to have further time away from work or there is an indication of this in staff questionnaires. Only by recognising that there is a problem can employers start to work against it.

  1. Identify who is in conflict

An open door policy should be maintained that encourages employees to come forward about their concerns. If the issue involves contention between individuals it can easily lead to claims of bullying and should be approached with care. If the situation involves rivalries or disagreements between teams it would be good practice to form representative groups from both sides that can highlight the issues. 

  1. Identify the cause

Conflicts can be caused by varying factors in a workplace such as poor management, unfair treatment or lack of equal opportunities. They can also be results of personality clashes. Care must be taken to ascertain the main reason behind the problem. For instance, an employee may claim that their current manager sets unrealistic expectations and wishes to move department but they may have long held a personal dislike of this individual or be frustrated due to their lack of career progression.

  1. Manage the issue

Employers should conduct an informal investigation that involves all individuals concerned and explores ways of resolving the conflict. To this end, managers should be fully trained on correct responses and may consider using techniques such as problem-solving cycles or working groups. If informal discussions fail and a formal grievance is raised, internal procedures that deal with bullying or misconduct should be followed.

  1. Prevent future conflict

Clear systems should put in place that listens to employee concerns. Employers should develop positive relationships with their workforce that encourage initiative and build trust between them. This could be undertaken through ensuring that all decisions within the organisation are made fairly and transparently, including basing recruitment and promotion on individual merit. Recognising the individual needs of employees can also help foster positivity.