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Tackling sensitive workplace conversations with confidence
Rating: 4.4 out of 5(321 ratings)
2,548 students

Tackling sensitive workplace conversations with confidence

How to discuss a delicate topic with an employees and colleagues - a guide for managers
Created bySkill Boosters, Barry Winbolt
Last updated 10/2017
English

What you'll learn

  • Understand why certain issues are particularly sensitive
  • Know why managers may need to raise them
  • Appreciate some of the challenges they can face when they do
  • Know how to prepare for a conversation about a sensitive issue
  • Be familiar with important qualities to demonstrate when having a conversation about a sensitive issue
  • Use effective techniques for approaching sensitive issues how to agree a way forward
  • Appreciate the importance of familiarising yourself with your organisation’s procedures and policies

Course content

6 sections • 9 lectures • 52m total length

  • Introduction and overview10:01

    We’ll be looking at what makes certain issues sensitive, some of the legal considerations for employers when addressing these issues and how to approach a conversation about a delicate matter with an employee.

    By the end of this lecture you will understand:

    - why certain issues are particularly sensitive

    - why managers may need to raise them

     -some of the challenges they can face when they do.

    The key to knowing when to raise an issue with someone is being able to recognise when it’s having a demonstrably negative impact on:

    - a person’s performance, or that of other people

    - the general working environment

     - the safety or wellbeing of others

    - relations with your clients or customers

    - your organisation’s reputation, image or values.


  • Preparing for the conversation2:34

    Employers and managers are often reluctant to raise sensitive personal issues with staff  if they’re causing a problem at work. 

    This might be because they are concerned about the person’s reaction, or they might feel embarrassed about having to address a particular subject. But it can mean that problems aren’t addressed properly and that they just get worse.

    There is also a very real concern among employers that raising certain personal issues could lay them open to accusations of bullying, harassment or discrimination. That’s why it’s important to have a basic understanding of both your organisation’s policies and procedures and certain key aspects of the law.

    Establish your reasons and goals

    1. Why have you decided to raise the issue? This could be anything from a particular incident, or a pattern of behaviour, developments in your organisation, or a failure to meet performance targets. 

    2. What result do you want to get?

    You don’t have to have a precise plan of action figured out, but you do need to know what you want to happen. The challenge is then to work out how.

    3. What barriers or resistance are you likely to face? The person concerned could refuse to admit there’s a problem, or you might suspect that they’ll react badly. The better prepared you are, the easier it will be to handle any obstacles that arise.


  • Legal pitfalls2:08

    Common sensitive issues include poor personal hygiene, alcohol or drug misuse, inappropriate work attire or conduct, sexual behaviour or caring responsibilities.

    Such issues require careful handling if they are to be resolved effectively – and if employers are to avoid legal or tribunal action.

    The time to raise an issue is when it’s having a demonstrably negative impact, for example if it’s affecting someone’s performance or on the reputation of your organisation.

Requirements

  • No

Description

Whether it’s speaking to someone about their bad body odour, tackling issues around someone’s personal life, dealing with sickness and bereavement or addressing suspected alcohol or drug abuse, being able to have conversations around sensitive issues is a key skill that can mean the difference between a happy, productive workforce and one that’s plagued by stress, poor employee dynamics and low productivity.

It’s also essential for employers and managers to be aware of common legal pitfalls around dealing with certain issues in order to avoid costly tribunal action further down the line.

Combining thought-provoking original drama with insight from an employment law expert and leading workplace psychologists, this course from Skill Boosters provides employers and managers with a toolkit for raising delicate and personal issues and resolving them effectively at an early stage.

Featured experts:

  • Petra Venton, Employment law expert
  • Barry Winbolt, Psychologist and mediator
  • Clive Lewis, CEO, Globis Mediation
  • Kate Russell, Employment law and HR consultant, Russell HR Consulting

Who this course is for:

  • Business owners, managers and employees

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