1.3.32 Personnel conflicts - bullying

Goal and purpose

The problem of "staff conflicts and bullying in the workplace" should be made aware by a suitable clearing centre. Conflicts should thus be contained and resolved appropriately.

Application

The contact centre sees itself as a supplement to the tasks of line managers and staff representatives and becomes active when impartial mediation is required. The guiding concept is the "systemic approach", i.e. the "client" of the contact centre is primarily the dysfunctional group dynamics or cooperation within a team. The practical procedure is mediation. The contact centre acts as a process facilitator for the team until a new basis is reached that is satisfactory for everyone. This approach (mediation talks through moderation without resolving the question of guilt) is the basic procedure. The contact point is available to all employees of the hospital and can be reached on the telephone number xxxx (with answering machine) and the fax number xxxx. The office is located in the. The head of the contact centre is

Description of the

Objectives of the contact point

• To recognise and deal with conflicts as early as possible
• To protect the HOSPITAL and its employees from arbitrary acts that could damage their social and professional reputation
• Reduce illness and costs as a result of conflicts in the workplace
• to provide help and support with professional reintegration.

Tasks of the contact point

• The contact point accepts every dialogue partner and carries out its task in such a way that it meets the individual requirements of the dialogue partners.
• Actual description of the conflict
• Mediation between the parties involved in the conflict and those affected
• Social and psychological help and support for those affected
• Information and counselling for those affected about ways of coping with the situation.
• Educating people about the mechanisms of conflict in the workplace and developing and implementing measures to resolve conflicts in the workplace
• Arrangement of vocational rehabilitation programmes
• Maintaining a network with internal and external cooperation partners
• Information on participation and co-determination rights within the meaning of the Staff Representation Act and the Severely Disabled Persons Act
• If necessary, refer individual advice seekers to further help centres

Counselling services

The counselling process is as follows: Every consultation is arranged in advance by telephone, as the counselling centre has no fixed office hours and therefore no waiting room. This ensures that everyone can be discreetly accepted immediately without having to wait outside the door. The initial consultation always takes place in private. If necessary, further consultations can follow. Permission is then obtained to hear the other parties involved in the conflict, including the line manager if necessary, in individual interviews for reasons of fairness. After these individual discussions, the suggestion is made, whenever possible, to bring everyone around the table in order to promote the flow of information through transparency. The aim is no longer to talk about each other but to talk to each other. The actual task of the contact point begins at this stage: In Leymann's sense, it takes on the function of a moderator, but one who actively contributes to finding solutions. To this end, arrangements and agreements are drawn up and agreed upon, which represent the lowest common denominator for further co-operation. Unless something comes up, these group meetings take place every 1-2 weeks so that the team can gain experience with the agreements made. The intervention ends for the drop-in centre when the team has reached a result that can be accepted by all without loss of face and enables fair cooperation. If necessary, counselling sessions for superiors (coaching) are planned. If group interventions are not possible, traditional individual counselling sessions are offered to accompany and support those seeking advice in their clarification and decision-making process.

Further training

Together with the IBF of the KRANKENHAUS, the contact centre will offer seminars on the topics of "bullying and conflict management" for all employees with personnel responsibility and for the staff councils. The ability to resolve conflicts constructively is to be included in job advertisements, job descriptions and the appraisal of managers.

Duty of confidentiality

The contact point works in absolute confidentiality. Accordingly, it must not disclose any matters or facts of which it becomes aware in connection with its activities. This also applies to the time after the employee has left the office or after the employee has left the HOSPITAL. With the consent of the person concerned, the contact point may be released in whole or in part from its duty of confidentiality towards facilities in the HOSPITAL whose support is deemed necessary for conflict resolution.

Cooperation with other departments

The contact point, the department and the staff councils, the representatives for severely disabled employees and the women's representatives at the HOSPITAL work together within the framework of the legal provisions for the benefit of the employees at the HOSPITAL.

Documentation

The contents of the counselling contacts are recorded in short handwritten notes and serve as a "memory aid" and as a basis for the reports. These notes are not computerised and are kept in a lockable cabinet. The contact point reports to the management and the staff councils every six months in written form in the form of an analytical and non-anonymisable evaluation of the cases, including presentation and interpretation of the analysis results.

Resources

Responsibility, qualification

The contact point is not subject to directives in the performance of its activities. The employees of the contact centre work independently of the directorate and the staff councils. The employees of the contact point may not be hindered in the fulfilment of their tasks and duties and may not be disadvantaged in their professional development because of their work. In order to fulfil its tasks, the contact point is authorised to seek advice from experts. If costs are incurred as a result of consulting services, this must be agreed with the office. Further training measures that are necessary to achieve the objectives are carried out in consultation with the office. The requirements profile also follows Leymann's recommendations. These include experience with psychological counselling and group work, knowledge of work and organisational psychology, the stress concept, typical conflict and crisis processes and their psychosocial consequences, knowledge of the organisational structure of the KRANKENHAUS and the ability to process the work and results of the contact point statistically and make them accessible in reports.

Notes and comments

Applicable documents

Literature, regulations

Service agreement on the establishment of a contact point for resolving staff conflicts at the workplace between

Terms

Attachments

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