Addressing Workplace Conflicts: Insights from Manitoba's HR Consultant

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Manitoba HR consultant Wendy Hofford emphasizes the importance of addressing workplace conflicts to enhance productivity and team dynamics in the construction industry.

Wendy Hofford, a human resources consultant based in Manitoba, has a stark message for the construction industry: workplace conflict can severely undermine productivity, teamwork, and ultimately, a company's financial performance. With over ten years of experience in conflict resolution, Hofford has dedicated her career to equipping employees and employers with the necessary skills to manage interpersonal disputes and engage in difficult conversations effectively.
Hofford, who previously served as a national construction safety officer for 15 years, founded WH Strategic Drive Inc., a consultancy focused on leadership development and human behavior in the workplace. She has observed that many individuals overlook the significant time and resources wasted when conflicts are ignored. "People don’t realize how much time is wasted when you allow conflict to continue or you ignore conflict that is happening," she stated, highlighting the need for proactive measures to address disputes.
The consequences of unresolved conflict can be subtle yet profound. For instance, an employee may choose to take a longer route through a building just to avoid an uncomfortable interaction with a colleague. Such avoidance behaviors can lead to anxiety that spills over into personal lives, resulting in issues like insomnia or diminished job performance. Hofford emphasizes that even when two employees share the same ultimate goal, differing approaches to achieving that goal can lead to friction. "Some people are methodical and have to think about it and others just want to get it out there and hopes it sticks," she explained, illustrating the challenges teams face when communication breaks down.
Hofford's journey into consulting began after a successful presentation on managing difficult personalities at a construction safety meeting in Saskatchewan in 2013, which surprised her with its turnout. "That was the birth of it," she recalled, noting that her consulting practice now dedicates 85 percent of its efforts to addressing the construction sector's unique challenges. In 2018, she published a book titled "Rip Off the Bandaid! Have That Tough Conversation," which she is currently updating for a re-release by year-end.
In her book, Hofford introduces the PEN program, a structured approach to having tough conversations. This method involves preparing by defining the problem, executing the conversation while keeping emotions neutral, presenting factual information, and ultimately collaborating on a plan for resolution. She notes that the individuals often labeled as 'difficult' may simply have differing perspectives, making it essential for managers to understand their team's strengths and to place them in roles where they can thrive.
Moreover, Hofford advises that managers should recognize the diverse motivations of their employees. Some may prioritize work-life balance, while others thrive under competitive pressure, working longer hours. "Know yourself and know your employees," she suggests, pointing out that empathy can be a powerful tool when addressing conflict. Rather than dismissing an upset employee's feelings, managers should listen and encourage those individuals to propose solutions, allowing them time to reflect before re-engaging in a constructive dialogue.
In collaboration with the Winnipeg Construction Association, Hofford has developed a course titled "Tactfully Handle Difficult People, Situations and Conversations," which primarily targets front-line and middle managers. These individuals, often promoted based on their construction skills, typically lack training in essential people management techniques. Hofford argues for greater involvement from senior management in conflict resolution training, citing their pivotal role in shaping workplace culture and driving the company's success.
She emphasizes the importance of aligning objectives among all levels of management to prevent conflicts stemming from miscommunication. "Your objective may be different from mine," she noted, as projects progress towards completion. Effective communication is key to clarifying goals and ensuring that all team members are working towards a shared vision. Hofford concludes by reiterating that the absence of clear communication is a common catalyst for workplace conflicts, underscoring the need for ongoing dialogue and understanding among team members.

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