14
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Mediations
4384
Trainees

TCM Core Services

Here at TCM, we pride ourselves on helping organisations resolve the toughest challenges. We train business leaders to build strong teams and manage organisational change.

As the UK’s leading mediation and resolution consultancy, we have worked with over 4,000 organisations to help them embed a culture of mediation.

Workplace Mediation

Workplace mediation has proven to reduce employee grievances by over 50%, and our customers have reported savings in excess of £180,000 a month. Workplace mediation services resolve complex and challenging disputes such as allegations of bullying, harassment or relationship breakdowns - swiftly, effectively and with as little disruption as possible.

Over 90% of disputes resolved in just one day

Investigation Services

Our independent workplace investigation service is ideal for responding to a specific allegation or set of allegations. Areas covered by our investigations service include bullying, harassment, misconduct, discrimination, performance, grievances, whistleblowing, theft, fraud, bribery and complaints from customers, clients or services users.

Over 1,385 workplace investigations carried out

Management Training

Many leaders and managers are promoted based on their technical skills rather than their ability to handle people management challenges. As a result, valuable time and money is wasted, all of which could be spent growing your business. Based on proven teaching and learning methods, TCM helps develop the leaders that your company needs.

91% of business leaders feel they would benefit this training

National Certificate

The National Certificate in Workplace Mediation is our flagship course. This course has been delivered and refined over the past thirteen years and we have trained many hundreds of active mediators across the UK using the FAIR model™ of mediation. The course is delivered over a 5-6 day period for groups of between 6 to 12 delegates.

Fully accredited by the Open College Network (OCN)

Our Clients

Why use TCM integrated services

"Can you afford to ignore the cost of conflict to your business?"

Differences between individuals at work can lead to grievances, absenteeism and ultimately loss of valuable employees. As a result, workplace disputes cost businesses tens of thousands of pounds per year.

Mediation helps people sort out their differences - often in just one-day. That’s why organisations nationwide are increasingly using mediation to resolve workplace disputes. Mediation offers a faster, cheaper and more complete solution to conflict. Not only do companies save money by preventing the majority of disputes from progressing to costly employment tribunals, it can also make a real difference to people’s lives. Mediation offers all parties the chance to work together to find a realistic and constructive resolution to their conflict. This reduces employees’ levels of stress and gives them greater satisfaction at work.

Courses

About Courses

We offer a wide range of training courses including managing difficult conversations, workplace mediation and investigation skills. Our training courses are available nationwide and in-house. Our training can be tailored to the needs of your business and delivered at your premises.

Click view all courses to see our full range of courses and more information.  

View All Courses

Training and Service suites

Our service suites are based on our 14 years’ experience working with the UK’s largest organisations. Each suite is based on proven practical knowledge which can be specifically tailored to suit your business needs. Click on the suites below to find out how you can create a strong leadership, positive environment for employees and organisational growth. 

Workplace conflict costs employers thousands of pounds in lost time, absenteeism and lowered productivity. Visit the resolution suite to see how you can resolve these problems with mediation, early conciliation or the full adoption of the model resolution policy.

Employers will be held liable if a poor investigation leads to an unfair dismissal or fails to identify discrimination or other misconduct in the workplace. Visit this suite for information on workplace investigations and neutral investigations.

 

Many leaders and managers are promoted based on their technical skills rather than their ability to handle people management challenges. As a result, valuable time and money is wasted, all of which could be spent growing your business.

 

The Learning and Development suite - how to manage bad performance, create strong productive teams and investigate workplace grievances. Visit this suite to see our range of courses. 

 

A new approach to dispute resolution modelled around collaboration, dialogue, mediation and interest based negotiation. Enter this suite to find our more about integrated mediation and out-sourced mediation schemes. 

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What is mediation and how does it work? How are organisations like M&S, EDF and Lloyds using mediation to save money and increase employee wellbeing?

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Interest in training – want a 10% discount? Book more than three months in advance and we will give you 10% of all courses. Call today and speak to an advisor.

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Monthly webinar

Want more information on leadership and management? Sign up for our monthly webinar and learn to resolve problems and create a collaborative team.

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Olympia Learning and Development event

Get ideas, tips and solutions at the FREE learning and development exhibition.

Visit our stand No 668 to receive information packs and talk to our representatives about how we can help your business in creating a healthy, conflict-free working environment.

News & Articles

Aggressive-Supervisor-At-Work

Fighting, Feelings, Frustration, Fear, saving Face, Failing - that’s a lot of F words for the modern leader to deal with!

At a recent leadership summit I attended, the participants were asked to name the one issue that was preventing their companies from achieving rapid growth. Without exception, the answer was people.

  • People fighting
  • People’s feelings
  • People getting frustrated
  • People being fearful of change
  • People trying to save face
  • People failing to take responsibility.

So I asked this group of business leaders a simple question: How equipped are you for handling the effing tough times? The response was quite staggering. They aren’t.
 
These are skilled, trained and highly accomplished business leaders. However, the F words were quite literally the hardest thing that they deal with every day. They described them as relentless and exhausting. These F words take up time, they waste valuable resources and according to the CEO's that I met, they are impeding growth.
 
As a mediator, I see these issues every day. Unfortunately, I am asked to resolve situations once they are at an explosive stage and the protagonists are engaged in a war of words and a blame game. The parties also blame the leadership for failing to act quickly enough or for failing to be courageous when dealing with an effing hard issue. Mediation works well in these situations, but I am left with a strong sense that a lot more could have been done at an earlier stage. 

Click to download: Critical tools for leaders to deal with the 'effing' tough stuff.

 

The consequences of the 5 most common leadership responses during the 'effing' tough times

As is so often the case in life, we get the behaviours we deserve. Each of the above leadership habits can have complex and often unintended consequences:

  • Disengagement, absence, presenteeism and attrition.
  • Toxic office syndrome - gossiping, office division and corrosive behaviours
  • Stress tension and anxiety leading to high levels of sickness absence and high employee absence.
  • Feelings of helplessness, hopelessness and isolation. We also see a fall in empathy. I call this the empathy deficit of the modern business.
  • Fear.

It doesn't have to be this way!
Leaders can secure Better Resolutions during the 'effing' tough times by applying some basic skills and approaches in their work. These skills aren't rocket science, they are skills that most of us possess and will use every day. I increasingly find myself being asked to train leaders to help them secure Better Resolutions. I have recently developed a leadership programme of that name to help leaders get better outcomes and drive better business relationships.

The 5 most common leadership responses during the 'effing' tough times

The F words are complex and tough to deal with and yes they can be relentless and exhausting. However, in the absence of a coherent message for our managers and leaders on how to deal with problems, they tend to rely on 5 bad habits. Here are the 5 bad habits that I observe leaders adopting during the 'effing' tough times:

The ostrich. Ignore it and hope that it will go away.
The judge. Tell people what to do and apply sanctions when they don’t do it. Arbitrating disputes and resolving problems on a case by case basis.
The nurse. Put a plaster on the situation, say a few kind words and move on to the next crisis.
The ventriloquist. Use others (usually less senior managers who are even less able to cope) to deal with the situation on their behalf. Some leaders call this delegation, some employees call it abrogation.
The soldier. Attack being the best form of defense - strike once and strike hard. Humiliate, punish and leave no-one in any doubt about who’s the boss and what is expected.

 

– David Liddle

The 'F' words of the modern workplace.

humble-leader

In today’s world we ask an awful lot of our leaders. We expect them to deliver in so many ways but we often fail to provide the training and support that they need. At TCM we hear time and time again that employees think their managers and leaders are technically very able, but really struggle when it comes to managing people. What’s missing are the soft skills that are so vital to building and maintaining the psychological contract, communicating effectively, having courageous conversations, building effective teams and handling conflict. The impact of not putting these core competencies in place is that resentments, misunderstandings, clashes, tensions, disagreements and divisions can occur, And I'm not talking about a healthy debate or respectful dissent, I'm talking about simmering or even full blown disagreements which have a terminal effect on the working relationship.

At TCM we have developed four pillars of effective leadership to help organisations develop a coherent leadership competency framework. These pillars are used as a starting point for a discussion within our customers organisations. We use them with our customers to start a conversation about what leadership means and what is expected of their leaders. 

Click to download: The 4 pillars of leadership that deliver tangible results.

TCM - dragging soft skills into the 21st Century

At TCM, we have designed high impact, soft skills training for leaders and managers. Specifically, we have developed 2 unique programmes:

  1. The Diploma in People, Performance and Engagement (PPE). This is a 12 module soft skills programme delivered over a period of 6-12 months. It icnludes a unique blend of wporkshops, webnbased, one to one coacing and simulated workshops
  2. Better Resolutions. This is a 6 module, truncated version of the Diploma delivered over 3 days, It is delivered via workshops and web based learning

Both programmes are designed around your organisation. We spend a lot of time at the outset undertaking a detailed training needs analysis and getting to know you and your people. This helps us to tailor the programme so that it delivers a real, tangible impact. Delegates on both programmes benefit from 12 months support and aftercare including one to one coaching and webinars.

– David Liddle

TCM's 4 pillars of leadership that deliver of tangible results. 

Workplace communication

The grievance procedure, as we know it, has been around since the 1970’s. It was developed by ACAS following pressure from trade unions to balance the employer led disciplinary process. In essence, it was designed to give employees the right to raise their concerns and have them heard in a timely and effective manner. It provided a vital safety net for employees. Nothing wrong with that.

However, over the past 40 years, the world of work has changed beyond recognition – greater flexibility, increased diversity, a shift to a services based economy, digital disruption and oh yes, lest we forget, one of the deepest recessions in a generation. These are just some of the factors that we are all dealing with right now.

But the grievance procedure has not kept up. Whilst it is still available for employees to raise issues relating to contractual matters, the vast majority of grievances are now actually complaints about the perceived behaviour of a colleague or a manager.

The grievance procedure has become a threat, a sword of Damocles that hangs over our heads. It is not a policy of dispute resolution; it is a policy of dispute escalation. It does not make matters better, it polarises the parties and makes matters worse – often much worse. It takes up valuable time, it erodes trust, it undermines relationships and it damages business performance.

OK, let me get off the fence and say what I really think: it is one of the most divisive, pernicious, and damaging parts of the modern business. Yet we don’t seem to talk about it, we just accept it as though it holds some ethereal power. We would not run any other part of our organisation like this. How is it that this hurtful, harmful and negative policy is allowed to exist without anyone sitting down and asking – why?

The grievance procedure is one of the most divisive, pernicious, and damaging parts of the modern business.

The very word grievance conjures up images of pain, anxiety, betrayal, hurt, fear and damage. If you don’t believe me talk to someone who has gone through one recently. They will tell you.

In case you are wondering, I am not an anarchist. I understand the importance of process and procedural fairness. I’m a mediator and I have worked with many thousands of organisations to help them to take the grief out of grievance. What I tell them is that YES, there is an alternative. YES, it meets all of the minimum requirements set out by ACAS. YES, it works!

It’s called The TCM Model Resolution Policy.

Three years ago, I launched The TCM Model Resolution Policy to an audience of 100 senior HR professionals and business leaders at the Law Society. Since that time, many hundreds of organisations have begun to embed a Resolution Policy framework: from major banks to postal services to hospitals to universities. Some of them have won awards. In fact the Lancaster London Hotel implemented the policy and saw a 75% reduction in time spent on formal grievances’ in the first 6 months. They won an award for their work at the end of 2015.

How to embed a Resolution Policy in your own organisation.

Evidence. Gather evidence about your current approach to dispute resolution. For instance. does it work, what impact is it having (think financial and human), does it reflect the kind of organisation that you are, or that you want to be?

Values. Go back to your values and ensure that they are reflected in your Resolution Policy. I have yet to see a set of values which espouse vitriol, dogma, blame, hatred, animosity, betrayal and fear so why let those values be the backbone of your dispute resolution system?

Mediation. Embrace mediation - it is the best way to resolve disputes in the workplace. There is no other dispute resolution approach that comes close to mediation.Over 90% of disputes that are mediated by TCM reach a written agreement (and we mediate some of the most difficult disputes imaginable).

Mediation. Embrace mediation - it is the best way to resolve disputes in the workplace. There is no other dispute resolution approach that comes close to mediation.Over 90% of disputes that are mediated by TCM reach a written agreement (and we mediate some of the most difficult disputes imaginable).

Collaboration. Ensure the triumvirate (or holy trinity as I sometimes call them) of HR, Managers and Unions are working together to deliver a coherent and collaborative approach to dispute resolution
Shredder. Put simply, it is the best place for you to take your grievance procedure. You don't need it, honestly, you don't. The world (or at the very least your organisation) will be a better place without it.

 

Contribution by David Liddle, CEO of The TCM Group.

(This article first appeared in the February edition of the HR Grapevine)

Top Tip: a grievance procedure, once shredded, makes useful nesting material for a hamster or similar small furry animal.

If you would like a FREE copy of the TCM Model Resolution Policy please email info@thetcmgroup.com.

There are no catches and if you don’t like it, simply delete it and carry on with business as usual. But if you do decide you like it then I would like to welcome you to the Resolution Revolution with open arms.

– David Liddle

What to do with your grievance procedure..

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