Mediation within the workplace
Mediation is increasingly recognised as a proactive effective method for resolving workplace disputes, writes Caroline Reidy
Print24 June 2025
Conflict is a natural part of working life. It can arise from miscommunication, clashing personalities or differing expectations. Often, it’s not the big disputes that cause the most damage, but the everyday tensions. If conflict is unaddressed, what may have once been minor issues can escalate, impacting morale and productivity.
Mediation is increasingly recognised as a proactive effective method for resolving workplace disputes.
What is workplace mediation?
Mediation doesn’t seek to establish right or wrong but rather focuses on mutual understanding and collaborative problem-solving. A neutral mediator facilitates the conversation, guiding the parties to express their perspectives, explore underlying interests, and identify mutually agreeable solutions. The Mediator does not offer solutions, instead, the process empowers parties to take ownership of the resolution, which leads to more sustainable outcomes.
The Workplace Relations Commission (WRC)’s Code of Practice on the Prevention and Resolution of Bullying at Work (2020) promotes the value of mediation at any stage in a procedure, but it is particularly beneficial at the earliest possible stage, where appropriate, and it highlights the importance of using suitably qualified Mediators.
The business case for mediation
Workplace conflicts can be costly—both financially and culturally.
A UK study estimated that conflict cost organisations over £28 billion annually. Beyond lost productivity, unresolved conflict can lead to absenteeism, presenteeism, attrition, damage to company culture, and legal disputes.
Mediation addresses these issues at the root. By resolving disputes early and informally, mediation can help organisations to:
Repair or preserve working relationships before issues spiral
Reduce costs and save time: Early intervention and informal resolution can avoid the need for formal investigations, and can positively impact productivity.
Lower attrition: Employees who feel heard and supported are more likely to stay engaged and committed.
When to use mediation
Mediation is most effective when used early—before conflicts escalate to formal grievances or impact team performance. Common workplace scenarios where mediation can be an ideal approach include interpersonal issues such as different working styles, personality clashes, communication issues, conflict over roles, responsibly or workload, bullying and harassment or tensions arising from organisational change.
However, mediation may not be appropriate in all cases. Mediation may not be suitable in situations involving serious misconduct or where a decision about right or wrong is needed which may require formal investigation, where an individual is experiencing mental health problems, or has a disability that may be an obstacle in a joint meeting, or where it is clear that the parties do not have the remit to settle the issue themselves.
The mediation process
While each organisation may tailor the process according to their own policies, workplace mediation typically follows a structured format:
Initial assessment: Usually initiated by HR or Management to understand the situation and assess if Mediation is appropriate.
Pre-mediation: An independent mediator is engaged who will meet privately with each party to explain the process, build trust, and set ground rules.
The mediator Joint mediation session: A confidential discussion, facilitated by the Mediator which brings the parties together to share perspectives, identify issues, and explore potential solutions.
Resolution and agreement: If a resolution is reached, and agreements are made, they may be documented in a written agreement or agreed verbally.
Follow-up: Depending on the situation, follow-up meetings may be scheduled to ensure agreements are upheld.
Confidentiality is fundamental. This ensures that participants have phycological safety and can speak freely without fear of reprisal or having their words used against them later. Most importantly, participation is voluntary—no one can be compelled to mediate, and any party can withdraw at any time.
Building a culture of mediation
Mediation shouldn’t be viewed as a last resort, but as part of a broader cultural shift towards openness and informal conflict resolution.
To imbed this culture, we recommend:
Managers are trained to recognise early signs of conflict and have difficult conversations
Include informal resolution options in company policies
Promoting open communication. Senior leadership plays a pivotal role – when Leaders demonstrate a commitment to resolving conflict constructively and respectfully, it sets the tone for the entire organisation.
Impartiality is critical in mediation; therefore, organisations may need to engage the services of external accredited mediators, which can also help build confidence in the process.
Workplace conflict is not inherently negative; it can lead to innovation. However, in a time when wellbeing and inclusivity are high on the agenda, mediation offers a practical, people-centred approach to handle conflict.
As the future of work continues to demand agility, empathy, and collaboration, organisations that embrace Mediation as part of a broader people strategy are not just resolving disputes, they are building resilient, high-performing teams.
If you are an organisation based in the Republic of Ireland and require further information or advice relating to HR, please do not hesitate to contact our office on (066) 7102887.
© 2025, ShelfLife by Caroline Reidy
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