Dealing with a supervisor who refuses to get involved
A recent Gallup study found that one in two employees who have left a position did so to get away from a bad manager. Likewise, Robert Half Talent Solutions reports that bosses who ignore problems often cause valuable employee to quit.
When conflicts arise among team members, some supervisors or managers may be reluctant to get involved, especially if the conflict is personal rather than professional. These supervisors may feel that personality conflicts are not worthy of their involvement. One of a supervisor’s primary duties, however, is to provide leadership.
Don’t pass the problem on to HR
A supervisor may try to avoid involvement by passing problems on to HR. While supervisors should feel comfortable asking HR for guidance in working out team conflicts, asking HR to meet with the employees should not be their first instinct. Likewise, HR should be wary of accepting such requests because immediate HR involvement may undermine the supervisor’s authority and credibility with the employees.
What if a supervisor still won’t step in?
Although a supervisor should avoid telling employees to work things out on their own, HR may tell a supervisor to work things out between team members. If a supervisor ignores HR’s request or refuses to manage a conflict without direct involvement from HR, there may have to be consequences for the supervisor from the supervisor’s leader.
Steps to conflict resolution for supervisors
If team members are in conflict, here is what the supervisor should do:
- Outline the expectations, and
- Help guide the employees toward a solution.
When to involve HR
HR will become directly involved only if the supervisor’s resolution efforts are unsuccessful.
HR might learn of a conflict when a supervisor requests assistance in dealing with the problem or when employees report the problem to HR after the supervisor failed to address the situation (or report that the supervisor is the source of the conflict). This can be a delicate situation and determining a proper response may require some investigation.
For example, if some employees are testing the boundaries of a new supervisor, the supervisor may have to be more assertive. Training may help the supervisor understand how to appropriately approach the situation from a role of authority.
Conversely, if several long-term employees with solid performance records have complained about a new supervisor, the problem might be the new supervisor’s leadership style. Training may help, but if the leader cannot adjust to effectively managing a team of otherwise productive employees, the supervisor may not be cut out for a leadership role.
Key to remember: A supervisor who ignores problems may contribute to valuable employees quitting. Encourage supervisors to handle employee conflict themselves. Asking HR for guidance is fine, but handing problems over to HR should not be how a supervisor deals with issues.