Design a policy on employee dispute resolution that is fair, lawful and actually usable by line managers.
Handling and Resolving Disputes Between Employees
Learn to design, measure and defend your organisation's approach to employee dispute resolution.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Policy on employee dispute resolution is judged by how it is applied in the difficult cases, not the easy ones. People decide what this aspect of people management and development really means by watching who gets promoted. Cases are chosen to expose the trade-offs in the people management and development capability rather than to illustrate ideal conditions. Mature organisations treat employee dispute resolution as a standing capability rather than a project that finishes. The programme converts the people management and development discipline from an area of general awareness into a set of repeatable practices. They leave able to brief senior management on this part of people management and development in terms that support a decision. It is pitched for practitioners with responsibility for employee dispute resolution, not for observers of it. Moving the practice within people management and development from written policy into daily practice is not achieved by a single decision. The programme ends where implementation begins, with this strand of people management and development broken into steps someone can start on Monday.
Expected Learning Outcomes
Build capability in employee dispute resolution across the management line, not only in the people function.
Plan the handover of employee dispute resolution so that capability is not lost when key staff move on.
Equip managers to hold the difficult conversations employee dispute resolution requires.
Reduce avoidable variation in how employee dispute resolution is carried out across teams.
Prepare managers for the emotional load employee dispute resolution places on them.
Estimate what employee dispute resolution costs to run properly, and what is lost when it is not.
Who Should Attend
Public sector personnel officers applying employee dispute resolution within regulation.
Managers in small and medium organisations who own employee dispute resolution alongside other duties.
Specialists advising senior management on employee dispute resolution.
Line managers who apply employee dispute resolution in practice.
Reward and compensation staff whose frameworks interact with employee dispute resolution.
Individuals developing their own capability in employee dispute resolution.
Course Modules
Employee dispute resolution: the manager conversation that decides the outcome
2 sessions · 8 pointsSession 1Appeals and grievances arising from employee dispute resolution
- Script the difficult conversation employee dispute resolution requires and rehearse it.
- Write down the assumptions underpinning the approach to employee dispute resolution.
- Document the reasoning for every exception granted under employee dispute resolution.
- Establish the boundary of employee dispute resolution and record what sits outside it.
Session 2Closing out employee dispute resolution and capturing what was learned
- Build the appeals route for employee dispute resolution and publish it.
- Confirm records relating to employee dispute resolution meet retention and privacy rules.
- Identify the data already collected that bears on employee dispute resolution.
- Prepare the response for the most likely failure in employee dispute resolution.
Employee dispute resolution: exceptions, appeals and difficult cases
2 sessions · 8 pointsSession 1The decisions in employee dispute resolution that cannot be delegated
- Arrange the handover of employee dispute resolution so capability survives staff changes.
- Collect evidence on the present handling of employee dispute resolution before proposing changes.
- Compare intended and actual outcomes of employee dispute resolution honestly.
- Plan succession for roles most exposed to employee dispute resolution.
Session 2Reading the current state of employee dispute resolution honestly
- Set the consistency check that catches uneven application of employee dispute resolution.
- State the purpose of employee dispute resolution in one sentence a new manager would understand.
- Set the annual review point for employee dispute resolution and who attends.
- Ask employees what employee dispute resolution feels like from their side.
Employee dispute resolution: review, learning and adjustment
2 sessions · 8 pointsSession 1Piloting a change to employee dispute resolution before committing
- Check that employee dispute resolution complies with current labour regulation in every location.
- Define who decides on employee dispute resolution and who may only recommend.
- Test the procedure for employee dispute resolution against a realistic scenario.
- Verify six months later that changes to employee dispute resolution have held.
Session 2Reviewing employee dispute resolution against what actually happened
- Agree the smallest change to employee dispute resolution that would be visibly useful.
- Define the trigger that would require employee dispute resolution to be redesigned.
- Confirm that reporting on employee dispute resolution reaches the people who can act.
- Prepare the summary of employee dispute resolution that senior management will read.
Employee dispute resolution: records, privacy and legal defensibility
2 sessions · 8 pointsSession 1Building manager capability in employee dispute resolution rather than owning it centrally
- Rank the weaknesses in employee dispute resolution by consequence rather than by ease of fixing.
- Test the policy on employee dispute resolution against three real cases from the past year.
- Set out how exceptions to employee dispute resolution are requested and approved.
- Design the communication for employee dispute resolution around the questions people will actually ask.
Session 2Costing employee dispute resolution honestly, including the cost of inaction
- Build the internal briefing that explains employee dispute resolution to those affected.
- Set escalation thresholds for employee dispute resolution that work out of hours.
- Train line managers on employee dispute resolution rather than handling every case centrally.
- Estimate the cost of employee dispute resolution and the cost of leaving it unchanged.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.