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Appendix 1 - Informal Facilitated Interventions

1. Informal Procedures

1.1 Upon raising an issue(s), the line manager will arrange an informal early resolution meeting, as soon as reasonably possible, and normally within five working days. This meeting must be arranged in a way that is confidential and discrete. At this meeting the employee should be encouraged to talk the issue(s) through. The informal interventions in the framework, and fully explained below, can be explored to resolve the issue(s).

1.2 The line manager will draft a confidential record of the meeting, to be agreed by all parties. This record need not be extensive, but must include:

  • What the issue(s) is about.
  • Any actions already taken to resolve and the result of those actions.
  • Next actions agreed and reasons for those actions.
  • The person(s) responsible for the next actions.
  • An agreed reasonable period of time to follow up, which must give adequate opportunity for the actions to be carried out, but should not exceed four weeks.

The record of the meeting will only be shared more widely if the matter escalates to a formal grievance, or if all parties agree it would be beneficial.

1.3 The line manager must follow up after the early resolution meeting, within the timeframe agreed at the meeting, to confirm whether the employee feels that the issue(s) is now resolved. If the employee feels that the issue(s) is not resolved, the line manager should check whether all agreed actions have been followed, and seek to understand why the actions were not effective.

1.4 Where an issue(s) has not been resolved informally the link people manager can assist the line manager in a case management review to identify an appropriate way forward. This may also occur where the issue has been raised to a manager regarding one of their direct reports. The line manager and link people manager should discuss and give consideration to:

  • The suitability of the informal interventions available in the framework.
  • The appropriate policy and/or procedure under which to address the issue(s).
  • Any disclosed disability, health condition, neurodivergence, or any other needs that may require reasonable adjustments to be made during the application of the Resolving Grievances at Work Policy and its procedures.
  • Any other measures to ensure equity, and proactively support the wellbeing of all concerned.
  • In the case of allegations of serious misconduct it may be advisable to conduct a formal investigation, in line with the formal grievance procedures detailed in Appendix 2 of the Resolving Grievances at Work Policy. Depending on the outcome of any such investigation, the Disciplinary Procedure may need to be invoked.

2. Mediation

2.1 Mediation provides a supportive way to rebuild relationships when there is a disagreement at work. It is an opportunity to discuss issues involving a neutral person (a 'mediator') who is impartial and does not take sides. Mediation looks at how those involved can work together in the future, and is not about judging who was right or wrong in the past. It is often a quick way to resolve disagreements at work and is a flexible way of reaching informal agreements. 

2.2 Mediation is voluntary and all parties would need to agree to enter into it. It is confidential and any agreements made are between all parties involved, are not legally binding, and will not be discussed with anyone else.

2.3 Where mediation is deemed appropriate, and all parties agree, this will be facilitated by one of OBU’s trained Mediators, who operate on a voluntary basis, in line with the European Code of Conduct for Mediators. Where appropriate external mediators will be appointed.

2.4 The mediator‘s role is to help all those involved find a solution they can all agree to. Their role is not to judge any of the parties concerned nor seek to be accusatory. They do not have a duty to provide, nor can they impose, a resolution, but by encouraging all parties to discuss the issues, and understand each other's perspectives, they can support all parties in coming to agreed solutions.

3. Facilitated Conversations

3.1 A facilitated conversation follows a similar format to mediation, and is normally facilitated by one of OBU’s trained mediators, but is more informal, allowing for the sharing of agreements made with other specific people, where all parties agree. In this instance the specific agreements must be documented and agreed for sharing, with all other details from the discussion remaining confidential.

4. Coaching

4.1 Coaching is available for all employees via the Brookes Coaching Pool. Coaching provides an opportunity to work confidentially on work-related issues with a skilled listener. A coach can help people to clarify their thoughts and feelings in order to deal resourcefully and creatively with the complex world of work.

4.2 Coaching is not synonymous with counselling or therapy, for which OBU provides access to an Employee Assistance Programme. People bring a wide range of issues to coaching, including personal matters which may be impacting on their working relationships. It can be a helpful support for those who may be experiencing difficulties at work.

4.3 Coaching is not to be used to raise a complaint, but may complement other recommendations for early resolution. It may support those who have identified areas for self-improvement, want to improve personal effectiveness, how they manage conflict, build resilience, or handle challenging working relationships.