How to conduct mutual mediation between the enterprise and the employee?

How to carry out the mediation between the enterprise and the employees, in this case, it is necessary to sit with the employees and express their grievances, so as to have a compromise mediation plan.

How to carry out the mediation between the enterprise and the employees, in this case, it is necessary to sit with the employees and express their grievances, so as to have a compromise mediation plan. How to carry out the mediation between the enterprise and the employees, in this case, it is necessary to sit with the employees and express their grievances, so as to have a compromise mediation plan. How to carry out the mediation between the enterprise and the employees, in this case, it is necessary to sit with the employees and express their grievances, so as to have a compromise mediation plan.

How to carry out the mediation between the enterprise and the employees, in this case, it is necessary to sit with the employees and express their grievances, so as to have a compromise mediation plan. How to carry out the mediation between the enterprise and the employees, in this case, it is necessary to sit with the employees and express their grievances, so as to have a compromise mediation plan.

Formulation of the question.

For any company, establishing positive employee relationships can attract and retain good employees, improve employee productivity, increase employee loyalty to the company, improve work morale, improve company performance, and reduce absenteeism and absenteeism. Increased employee absenteeism increases the cost of doing business due to lost employee benefits, replenishment of staff, training, and performance. Employee turnover has increased, increasing the cost of doing business due to recruitment, training, and performance losses.

2.Factors influencing employee relations.

Some managers believe that a positive and correct evaluation of employees is the foundation of an employee relations program. These programs are effective to a certain extent, but they are not at the heart of employee relations. At its core, employee relations are a process of continuous relationship building.

It will take time and effort for a business to establish. In order to establish a positive employee relationship, the first thing to do is to identify the factors that affect employee relationships. Management measures are then developed based on influencing factors to improve employee relations.

Communication is the most important factor influencing employee relationships.

If the company's communication channels are not smooth and there is a lack of necessary feedback, it will cause a lot of conflicts, which will lead to a decrease in employees' enthusiasm and enthusiasm for work, and affect work efficiency. Ongoing two-way communication will improve employee relationships, reduce conflicts, and increase employee trust in the company, which will be hindered if employees do not trust managers; If managers don't trust their employees, downward communication will suffer.

The manager's management philosophy affects the employee's belief in the enterprise and the motivation of the manager, which in turn affects the employee relationship.

If employees do not support or understand the manager's ethics, they will indirectly question the manager's motivation. This will create stress among employees, which in turn will affect their job performance, but also affect employees' beliefs about the company, which are more important than reality in employee relations. Employees will perform their job duties in accordance with their beliefs in the business, and employees should be clearly informed about the truth of their work, although sometimes this is not appropriate for management or employees.

Employees' beliefs, whether right or wrong, and their uncertainty will affect job performance. Good communication will ensure that employees' beliefs are linked to the realities of the business. In addition, valuing and caring for employee emotions related to work issues is one of the important parts of building employee relationships.

Conflict is the direct cause of negative employee relationships.

Conflict is a psychosocial phenomenon that causes frustration to another group or individual as a result of a work group or individual trying to meet their own needs. Intra-business conflict manifests itself as a fierce fight due to the incompatibility of the views, needs, desires, interests, and demands of both parties. Conflicts within an organization can occur between individuals and between groups.

Such as: the conflict between the upper and lower power levels, the conflict between departments at the same power level, the conflict between functional departments and front-line teams, etc. Conflicts must be resolved to avoid undue stress negatively impacting employees or performance.

Unclear expectations of managers for employees will increase stress on employees, which in turn will affect employee relationships.

Employees need to know what managers are doing to them.

Hello, method.

1. First of all, starting from the root, as a management in the face of employee conflicts, we must be as just and fair as possible, do not use emotion, unreasonable judgment, lead to another employee resentment, and even job-hopping, so when adjusting, we must start from the root cause.

2. Second, there is a saying called the entrant fan, the bystander is clear, after we understand the causes and consequences of the employee's conflict, we can start from the company's interest, from the perspective of the employee, to appease the employee, so that the employee can feel our fairness and justice.

3. Third, starting from personal interests, generally speaking, the contradictions between employees are mostly damaged by personal interests, if it is this kind of problem, we must immediately check whether there is a part of the company's reasons, each company is fair, if it is because of the company's part of the company's interest damage, and the two have a dispute, in the face of this kind of situation, the management has a certain responsibility to compensate employees.

4. Fourth, if it is because of the contradiction of work handover, in the face of this kind of contradiction, it is best for us not to deal with it immediately, but to ask others how to hand over, in comparison with how the two people connect, after knowing the wrong party, we can find the wrong party to talk to alone, say the other party's fault, of course, the language organization is tactful, because this kind of employees are generally arrogant, it is easy to leave.

5. Fifth, because of the large backlog of contradictions in life, resulting in a sudden outbreak of contradictions, generally speaking, this kind of contradiction is generally difficult to adjust, even if we have adjusted, it will not help, in the face of this situation, we can temporarily assign two employees to different job areas, if it is the same job, it is easy to make the other party backlog contradictions again, is not to play a role in alleviating.

6. Sixth, interview employees, when adjusting employee conflicts, we can sit in the office with each other, and begin to listen carefully to the reasons of the two people, through different reasons we can easily understand the origin of the matter, so as to deal with it from two aspects, which will generally be more fair and just, and easier to adjust.

To mediate the conflicts between employees, I personally believe that the most important thing is to adhere to a certain principle, and not to mix emotional factors, but also to have a certain degree of flexibility.

Good afternoon. Employee conflicts are mainly due to work. As an administrator: First, understand what is going on. Second, use the company system to restrain the third, and use humanity to resolve contradictions, good luck.

Questions. Okay, thank you!

I think that in order to mediate the conflict between employees, we must first find out what is the cause of the conflict between these two employees, and then communicate with them to resolve the conflict between them.

The best way to resolve the contradiction is to control it in advance;

Investigate clearly before processing;

Maintain an objective and impartial attitude;

Don't chase after the wrong side.

It is necessary to understand the specific reasons for the conflicts between employees, and then find the right solution to the conflicts between employees in order to work better.

Articles 12 to 14 of the Labor Dispute Arbitration Law make corresponding provisions on labor dispute arbitration and mediation: 1. The parties may apply for labor dispute mediation in writing or orally. Where an oral application is made, the mediation organization shall record the applicant's basic situation, the disputed matters for mediation, the reasons and the time for applying for mediation on the spot.

2. In mediating labor disputes, the parties shall fully listen to the statements of facts and reasons, patiently guide them, and help them reach an agreement. 3. If an agreement is reached through mediation, a mediation agreement shall be prepared. The mediation agreement shall be signed or sealed by the parties to the negotiation agreement, and shall take effect after being signed by the mediator and affixed with the seal of the mediation organization, and shall be binding on both parties, and the parties shall perform it.

If no mediation agreement is reached within 15 days from the date of receipt of the mediation application by the labor dispute mediation organization, the parties may apply for arbitration in accordance with law.

1. Do a good job of preparation before mediation, including the preparation of materials, etc.;

2. The mediator or other personnel shall organize the mediation, and both parties shall express their opinions;

3. If the mediation is successful, a mediation letter shall be made, and if the mediation fails, the two parties shall be told to sue for settlement.

[Legal basis].Article 10 of the Law on Mediation and Arbitration of Labor Disputes.

In the event of a labor dispute between labor and labor, the parties may apply for mediation to the following mediation organizations:

1) Enterprise Labor Dispute Mediation Committee;

2) Basic-level people's mediation organizations established in accordance with law;

3) Organizations established in townships and neighborhoods with labor dispute mediation functions.

The enterprise labor dispute mediation committee is composed of employee representatives and enterprise representatives. Employee representatives shall be served by members of the trade union or elected by all employees, and the enterprise representatives shall be designated by the person responsible for the enterprise. The director of the enterprise labor dispute mediation committee shall be a member of the trade union or a person nominated by both parties.

It is normal for employees to have conflicts with each other, and as a leader, you should be proficient in handling these things.

1. The best way to solve the contradiction is to control it in advance!

To deal with the contradictions between subordinates, from the perspective of management cybernetics, post-event control is not as good as in-process control, and in-process control is not as good as ex-ante control, so as to prevent problems before they occur. In reality, it may be that although you have achieved prevention in advance and control during the event, in the end, the contradiction will break out! It's a mess of the team, as a manager, you might say:

Are you still making trouble? If you make any more trouble, all your winnings will be deducted! ”

2. Investigate clearly before processing.

Be sure to investigate what is really going on. listen to both the parties and the bystanders; It is necessary to listen to both the "plaintiff" and the "defendant".

3. Maintain an objective and fair attitude.

When resolving conflicts between subordinates, the first thing to do is not to take sides. Although leaders also have likes and dislikes, when dealing with employee conflicts and disputes, managers must put aside prejudices and preferences, no matter what position the other party has, what kind of achievements they have had, they must do it: do not favor one side, hit the other party.

Instead, it should be handled impartially on the basis of objective facts and in accordance with relevant regulations.

4. Don't chase after the wrong party.

After determining who caused the conflict, do not chase after the wrong side. Since there is a conflict, then both parties must be responsible, and even if the wrong party should bear most of the responsibility, it does not mean that the other party is not responsible at all. If only the right and wrong side does not give up, it will only intensify the conflict.

Not only did the two parties fail to reach a settlement, but it also did not help teamwork and work efficiently. The correct approach is to have a tolerant attitude and let the wrong party take the initiative to correct its mistakes and make up for its mistakes.

As an administrator:

First, understand what happened.

Second, use the company system to constrain.

Third, use humanity to resolve contradictions.

Good luck. Ask a questionOkay, thank you!

First, understand what happened first.

When subordinates have conflicts, the most important thing to do is to understand the ins and outs of things, so that they have a clear idea and a bottom in their hearts, and at the same time, they can also simply judge who is wrong and who is wrong.

2. Understand the attitudes of both sides.

After understanding what happened, talk to one person alone to see what their attitudes are, and if someone knows that they are wrong or die, they don't think they are at fault.

3. Take the initiative to communicate honestly.

After understanding the attitude of both parties, you can ask the colleague who is at fault first to apologize to another colleague first, and if the employee is embarrassed to apologize, then you can take the initiative to invite the two of them to dinner together, so that the relationship between the two will not be so awkward.

4. Fair and equitable treatment.

When there is a conflict between subordinates, we must treat it fairly and fairly, if it is wrong, it is wrong, and do not be frank, otherwise it will be easier for the relationship between the two parties to reach an impasse.

Two aspects:

1. Improve the height of looking at the problem, at least stand at the height of the company to look at the problem and analyze the problem.

2. Less personal emotion, that is, selflessness, selflessness can be just.

Adhering to the principles of fairness, justice and honesty, communicate more.

Legal analysis: enterprise labor dispute mediation is an activity in which the labor dispute between the enterprise and the employee is resolved in the enterprise under the auspices of the enterprise labor dispute mediation committee, on the basis of ascertaining the facts and distinguishing right from wrong, following certain principles, and publicizing national laws and policies, so as to promote the enterprise and the disputed employees to reach an agreement.

Legal basis: Article 3 of the Labor Law of the People's Republic of China Workers enjoy the right to equal employment and choice of occupation, the right to receive labor remuneration, the right to take high-interest leave, the right to obtain labor safety and health protection, the right to receive vocational skills training, the right to enjoy social insurance and welfare, the right to submit labor disputes for settlement, and other labor rights provided by law. Workers shall complete labor tasks, improve professional skills, implement labor safety and health regulations, and abide by labor discipline and professional ethics.

Labor Contract Law of the People's Republic of China Article 3 The principles of legality, fairness, equality, voluntariness, consensus, and good faith shall be followed in the conclusion of a labor contract. The labor contract concluded in accordance with the law is binding, and the employer and the employee shall perform the obligations stipulated in the contract.