Employee Relations: Managing Performance, Conduct and Workplace Conflict

$249.00

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Employee relations problems rarely become serious all at once.

A performance concern goes unaddressed. Conduct begins affecting other employees. A disagreement becomes personal. A manager delays acting because they are uncertain whether the issue requires coaching, discipline, HR involvement, or something else.

What begins as a manageable workplace problem can quickly become more difficult, disruptive, and expensive.

Employee Relations: Managing Performance, Conduct and Workplace Conflict is a focused two-hour live online seminar designed to help managers, leaders, and Human Resources professionals recognize what kind of problem they are dealing with, respond earlier, and choose an appropriate course of action before the situation escalates.

CA$249 | Live Online | Two Hours | 90-Day Recording Access | Certificate of Completion

Employee relations problems rarely become serious all at once.

A performance concern goes unaddressed. Conduct begins affecting other employees. A disagreement becomes personal. A manager delays acting because they are uncertain whether the issue requires coaching, discipline, HR involvement, or something else.

What begins as a manageable workplace problem can quickly become more difficult, disruptive, and expensive.

Employee Relations: Managing Performance, Conduct and Workplace Conflict is a focused two-hour live online seminar designed to help managers, leaders, and Human Resources professionals recognize what kind of problem they are dealing with, respond earlier, and choose an appropriate course of action before the situation escalates.

CA$249 | Live Online | Two Hours | 90-Day Recording Access | Certificate of Completion

The first decision is understanding what is actually happening

Managers often encounter employee problems through symptoms rather than clear diagnoses.

An employee misses expectations, but the cause may be capability, effort, unclear direction, workload, or something happening elsewhere in the workplace. Conduct may appear to be the issue when the deeper problem is conflict that has been allowed to intensify. A difficult interpersonal relationship may be treated as a personality problem when expectations about acceptable workplace behaviour were never made clear.

Those differences matter because the response should fit the problem.

Performance may require clearer expectations, feedback, support, or stronger accountability. Conduct may require a more direct management response. Workplace conflict may require intervention before positions harden and the problem begins affecting the wider team.

During this seminar, participants learn how to separate those issues rather than treating every difficult employee situation as the same management problem.

The emphasis is on judgment. Participants examine what managers should clarify before acting, when additional information is needed, how to determine whether an issue should remain with the manager or involve Human Resources, and how to avoid responses that unintentionally make the situation harder to resolve.

Earlier action usually creates more options

Many employee relations problems become difficult because managers wait.

They hope performance will improve on its own. They avoid addressing behaviour because the conversation may be uncomfortable. They tolerate conflict because the employees involved are still getting their work done. By the time action becomes unavoidable, the organization may have fewer good options available.

Effective employee relations management does not mean escalating every problem. It means recognizing when a situation requires attention and responding at a level appropriate to what is actually happening.

Participants will examine how to clarify expectations, address concerns directly, document what matters, establish appropriate follow-through, and decide when stronger accountability is warranted. They will also consider how repeated exceptions and inconsistent responses can weaken standards and make later decisions harder to explain.

Workplace conflict receives the same practical treatment. Participants learn how to distinguish ordinary disagreement from conflict that is beginning to affect performance, relationships, or the functioning of the team, and how managers can intervene without becoming unnecessarily involved in every interpersonal disagreement.

The purpose is not to turn managers into investigators or HR professionals.

It is to help them recognize their responsibility for workplace problems early enough to manage them well.

Better employee relations begins with better management decisions

A strong employee relations system depends on more than policy.

It depends on managers who know when to act, Human Resources professionals who can provide useful guidance, and leaders who support reasonable decisions when standards need to be upheld.

By the end of the seminar, participants should be better prepared to determine whether they are dealing with a performance, conduct, or workplace conflict issue; identify what information is needed before responding; choose between coaching, support, stronger accountability, escalation, or another response; conduct a clearer management conversation; recognize when HR involvement is appropriate; and follow through without allowing the issue to drift.

The objective is not to eliminate difficult employee situations.

It is to keep manageable problems from becoming unnecessary organizational problems.