Informal Conflict Management System Evaluation

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5. RECOMMENDATIONS AND MANAGEMENT RESPONSE

Some progress has been made in shifting the Department towards a collaborative workplace culture that is open and effective in resolving conflict. However, given the modest budget and the comparatively small size and scope of the ICMS, enhancement to the program needs to be made to achieve real cultural change.

Awareness of ICMS services

Although some progress had been made, overall awareness of the ICMS services and activities within the Department remains relatively low especially among employees. The evaluation noted that managers tend to be more knowledgeable about the program.

Moderate progress has been made in enhancing accessibility to and use of ICMS services. Employees reported having difficulty in understanding what ICMS services are, the benefits of these services, their distinction from other conflict management options, and how to access the services. A key message from the evaluation is that the ICMS services need the support of the senior management as well as involvement and participation of the ICMS partners. This support would improve the employees’ perception of the neutrality and impartiality of the ICMS.

Recommendation 1:

It is recommended that the Director of OICMW develop and implement a department-wide communications plan for the ICMS to increase awareness about the program and the services it offers among staff, managers and program partners.

Need for training

The results of the evaluation demonstrate that workplace conflict exists in the Department. Informal conflict management training helps to prevent the escalation of conflict by providing managers and staff with the appropriate interpersonal skills and methods of managing conflict. Ideally, employees will feel more confident and may be more likely to address conflict at an earlier stage. To date, the overall impact of the ICMS training to manage workplace conflict has been constrained by the low number of sessions that have been offered, particularly in the regions. There is a need for more training sessions as well as a broader range of topics than is currently available.

Recommendation 2

It is recommended that the Director of OICMW increase department-wide training for managers and staff about how to prevent, identify and manage workplace conflict.

Accessibility and quality service of ICMS services

Respondents who used the ICMS services tend to be somewhat satisfied with the services. Although employees in the NCR have greater access to ICMS services compared with other regions, they often report finding it difficult to access these services easily. The evaluation found that the ICMS Office had fewer staff compared with other federal departments with respect to the availability of conflict resolution practitioners, resolution officers and mediators.

Some also expressed concerns about the quality of service from the ICMS relating to a perceived lack of experience among ICMS staff in conflict resolution and responses to inquiries in a timely fashion. There is a need for more staff working in ICMS.

Recommendation 3

It is recommended that the Director of OICMW increase department-wide access to trained practitioners and knowledgeable staff working in/on behalf of the ICMS.

Role of partners

The ICMS program was developed with the expectation that representatives from management, HR, unions, regional offices and others with expertise in conflict management would play an important role in sustaining the progress of the ICMS through activities such as promoting the program to others and referring people to ICMS services. The results of the evaluation indicate that while ICMS partners tend to be very familiar with the ICMS, they have not been very active in promoting the program in their units or with other departmental employees.

Recommendation 4

It is recommended that the Director of OICMW seek opportunities to actively engage partners (i.e., HR, unions) in resolving conflict in the Department.

Location of ICMS Office

Some respondents felt unsure about visiting the ICMS Office for fear of reprisals. They described the Office location as being too conspicuous – too open to the public view. There may be ways of providing the services in a more discrete manner, away from other departmental offices, so that people don’t feel uneasy about going to the Office. If people feel unsure that their privacy will be protected, they may be more likely either to avoid the Office or to seek other more formal mechanisms to respond to their situation.

Recommendation 5

It is recommended that the Director of OICMW, in cooperation with partners, examine ways in which in-person ICMS services can be provided to employees and managers in a more discrete manner.

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