How can HR deal with annoying colleagues

Two thirds (66%) of employees reported that colleagues not pulling their weight was the most annoying behaviour at work, according to research by workplace mediation service Acas.

Over half (56%) of respondents to the survey, published on 18 October, said not receiving necessary information at work was annoying, while 52% said the same about being micromanaged.

Other bugbears included not getting credit for work (39%), lack of respect (42%), not being listened to (38%) and being given too much work to do (28%).

We asked how HR can ensure a friendly workplace with harmonious workplace relationships.

“Workplace harmony doesn’t come from getting rid of conflict. Disagreements are part of working life, something inevitable, and very often a positive sign of personality, creativity, learning and growth,” Tim Kingsbury, associate practitioner at workplace relationships consultancy CMP, told HR magazine.

“Organisations can have all the best and most brilliantly worded policies in place, but policies do not create culture; people do.”

Employers should encourage employees to bring their full selves to work, according to Laura Miller, UK people country leader at HR software provider SD Worx.

Speaking to HR magazine, she said: “Employers must make every effort to promote collaboration, facilitate open dialogue and boost diversity of thought from a top to bottom level.

“It’s an approach centred in recognising the value of individuals and ensuring opportunities are provided for all voices to be heard.

“A crucial part of the puzzle is providing the necessary training and resources so all employees have a sense of belonging and receive equal opportunity to bring their own individuality to your company culture.”

Ensuring each employee feels valued could also encourage a harmonious culture, Miller suggested.

She said: “For a friendly culture, initiatives like wellness or peer recognition schemes are essential as well as access to ample training and development opportunities so every team member feels truly valued. Flexibility is key, as well as an openness to feedback where actions are actually taken in response, not just talked about.”

Mentorship schemes and staff forums could encourage collaboration between employees, Nebel Crowhurst, chief appreciation officer at rewards provider Reward Gateway Edenred, told HR magazine.

“Workplace friendships are fundamental for improving job satisfaction, promoting productivity and improving employee mental health,” she said. “With a lot of employees now working largely from home, fuelled by the shift to hybrid working models, employers have a duty to ensure staff stay connected to one another.

“One of the easiest ways to do this is through mentorship schemes that encourage employees to check in on each other regularly, helping people feel recognised and connected. Reverse mentorship, where experienced employees learn from newer colleagues, can also build deeper connections and foster a sense of belonging.

“Businesses should also encourage staff to form special interest groups to build community outside of their teams, like setting up a book club or sports team. This helps people connect in a more relaxed environment outside of work and learn about each other as individuals.”

Those with a friend at work had higher workplace satisfaction than those who didn’t, according to research by workplace analytics provider Gallup in 2022.

While nearly a third (32%) of employees who reported they had a workplace best friend were satisfied with their job, the survey found, which decreased to 15% of employees who did not have a workplace best friend.

Kinsbury emphasised, however, that managers and leaders set the tone for a harmonious culture.

He said: “ It is vital that leaders at all levels embody and live out the values that the policies enshrine. All teams are affected hugely by the personality and approach of the team leader – so leaders need to take the time to get to know their people and what is important to them, and to create the culture of openness and appreciation around them, rather than a culture of fear and of ‘just get the job done’

“What’s needed is managers and leaders with empathy, who have time for people and are confident and secure enough in themselves to step in and manage conflict.”

Training the whole company in conflict resolution could prevent employee relationships being damaged by opposing views, according to Ronni Zehavi, CEO of HR software provider HiBob.

Speaking to HR magazine, he said: “Conversations about social and political issues are increasingly spilling into the workplace. As these challenging conversations become more frequent, it’s only natural that tensions may arise.

“Employers must ensure both they and their employees are equipped with the tools to handle difficult discussions respectfully. This might include company-wide training on active listening, unconscious bias, or conflict resolution.

“By embracing this approach, you cultivate a workplace where voices are genuinely valued, leading to a more informed and respectful workforce where people can truly be themselves.”

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