28
Aug
2026
28
Aug
2026
Workplace conflict is an issue no employer wants to deal with, but it is far more common than many businesses realise. Acas research published in 2025 found that 44% of working-age adults in Great Britain had experienced workplace conflict in the previous 12 months.
For employers, particularly those managing busy teams, conflict that isn't addressed early can have consequences that extend well beyond the original disagreement. Productivity can suffer, motivation can fall, absence may increase and valued employees may ultimately decide to leave.
For aesthetic clinics and other businesses operating in the health, beauty and wellbeing sector, where teams often work closely together under pressure, maintaining a positive and professional workplace culture is particularly important.
The good news is that workplace conflict doesn't always need to become a formal grievance or disciplinary matter. Recognising the warning signs early and knowing how to respond appropriately can help employers resolve issues before they escalate.
And to help businesses do exactly that, ConsultingRoom.com's Partner, Citation, has created a FREE guide: An Employer's Guide to Workplace Conflict.
Don't wait for a workplace disagreement to become a formal grievance.
Citation's free guide provides practical guidance for employers on recognising conflict, addressing concerns appropriately and creating a workplace culture where problems can be raised and resolved effectively.
An Employer's Guide to Workplace Conflict
Inside the guide you'll discover:
Download your free copy here:
It can be tempting to think of workplace conflict as something that happens elsewhere — perhaps in organisations with poor management or particularly difficult employees.
The reality is very different.
According to Acas research published in 2025, 44% of working-age adults in Great Britain experienced workplace conflict during the previous 12 months.<sup>1</sup>
That means workplace conflict is not an unusual event. It is something employers are likely to encounter at some point, regardless of the size or nature of their business.
For a clinic, conflict might involve disagreements between colleagues, tension between a manager and employee, concerns about workload, communication problems or disputes over responsibilities.
Sometimes the initial issue can appear relatively minor.
But when concerns aren't addressed, they can become increasingly difficult to resolve.
Conflict doesn't necessarily disappear simply because nobody talks about it.
In fact, unresolved issues can gradually become embedded within a team.
An employee who feels that their concerns aren't being heard may become disengaged. Colleagues may begin avoiding one another. Communication can deteriorate and managers can find themselves spending increasing amounts of time dealing with interpersonal issues.
Over time, the effects can extend into the wider business.
Employees who are dealing with ongoing tension or disagreement may find it harder to concentrate on their work.
For clinic owners and managers, this can be particularly disruptive when teams need to work closely together to provide a consistent client experience.
Employees who feel frustrated, unsupported or unfairly treated can become less engaged with their work.
Even when an employee doesn't formally raise a complaint, their behaviour and performance may change.
Workplace conflict can contribute to a difficult working environment, potentially affecting employee wellbeing and attendance.
For smaller businesses, even one employee being absent can put additional pressure on the rest of the team.
If workplace problems remain unresolved, employees may ultimately decide that leaving is easier than staying.
Replacing an experienced employee can be costly and disruptive — particularly where specialist skills, training and client relationships are involved.
One of the most useful things an employer can do is recognise when something is beginning to go wrong.
Conflict isn't always obvious.
An employee may not make a formal complaint or tell their manager that they are unhappy. Instead, there may be smaller changes in behaviour.
Potential warning signs might include:
None of these automatically means there is a formal workplace dispute.
However, they can be useful signals that something needs attention.
One of the biggest mistakes an employer can make is assuming that nothing needs to be done until an employee makes a formal complaint.
In many circumstances, an informal conversation may provide an opportunity to understand what's happening before a situation escalates.
That doesn't mean ignoring the issue or taking sides.
It means creating an opportunity for the people involved to explain their concerns and, where appropriate, work towards a resolution.
The right approach will depend on the circumstances.
Some situations may be resolved through an informal conversation. Others may benefit from mediation, while more serious or unresolved matters may require a formal grievance process.
The important thing is understanding the difference and knowing when each approach is appropriate.
Not every workplace disagreement requires a formal procedure.
Where appropriate, an early informal conversation can sometimes prevent a relatively straightforward disagreement from becoming a much bigger problem.
A manager might:
The aim should be to understand the issue rather than simply determine who is right or wrong.
However, informal resolution isn't appropriate for every situation.
Where allegations are serious, formal processes may be necessary. Employers should also be careful not to inadvertently dismiss an employee's concerns simply because they would prefer to resolve matters informally.
This is where having access to appropriate HR and employment-law advice can be invaluable.
Where two or more employees are experiencing ongoing conflict, mediation may provide another route towards resolution.
Mediation involves an independent person helping those involved to discuss the issues and work towards an agreed way forward.
It isn't about deciding who is the winner or loser.
Instead, the focus is on communication, understanding and finding a practical resolution.
Again, mediation won't be appropriate in every situation, and employers should consider the individual circumstances before deciding how to proceed.
Sometimes informal discussions simply aren't enough.
An employee may raise a formal grievance where they believe they have experienced unfair treatment, discrimination, bullying, harassment or another serious workplace issue.
When this happens, employers need to make sure the process is handled fairly and appropriately.
That can include:
Employment law and HR processes can be complicated, particularly when a grievance involves multiple employees or potentially serious allegations.
If you're unsure how to proceed, getting professional HR or employment-law advice early can help you avoid making a difficult situation considerably more complicated.
Managing individual disputes is important, but preventing problems from escalating in the first place can be even more valuable.
A workplace where employees feel comfortable raising concerns is more likely to identify issues before they become entrenched.
For employers, that means thinking about the wider workplace culture rather than simply responding when something goes wrong.
This could include:
Employees should understand their responsibilities, expectations and who they can approach if they have concerns.
Different employees should be treated fairly and consistently.
Don't wait for an annual review to find out how someone is doing. Regular check-ins can provide opportunities to identify concerns earlier.
Employees and managers should understand the organisation's policies and procedures for dealing with workplace issues.
Managers may need support and training to handle difficult conversations confidently and appropriately.
Employees are more likely to raise concerns when they believe they will be listened to rather than dismissed.
For aesthetic clinic owners and managers, workplace conflict can be particularly disruptive.
Clinics often operate with relatively small teams, meaning that unresolved tension between two employees can quickly affect the wider working environment.
There can also be additional pressures associated with clinical responsibilities, appointment schedules, client expectations and the need for different members of the team to work closely together.
A positive workplace culture isn't simply about keeping employees happy.
It can contribute to a more stable, professional and productive business.
That makes having the right policies, procedures and support in place an important part of running a clinic.
If you're responsible for managing employees, don't wait until a workplace disagreement becomes a formal grievance before considering how you will deal with it.
Citation's free guide, An Employer's Guide to Workplace Conflict, provides practical information to help employers recognise problems earlier and understand the options available to them.
The guide covers:
✔ Common causes of workplace conflict
✔ Early warning signs
✔ Informal conversations
✔ Mediation
✔ Formal grievance procedures
✔ Creating a healthier workplace culture
Citation provides HR and employment-law support to UK businesses, helping employers manage workplace issues, remain compliant and reduce employment-related risk.
ConsultingRoom.com Members can also access preferential rates from Citation.
If you would like to find out more about Citation's HR and employment-law services, call 0345 844 1111 or visit:
https://www.citation.co.uk/get-a-quote-partner/
Remember to mention 'Consulting Room' to access your preferential rates.
Workplace conflict refers to disagreements, disputes or tensions between employees or between employees and their employer. It can arise from issues including communication, workload, management, behaviour, responsibilities or perceived unfair treatment.
Acas research published in 2025 found that 44% of working-age adults in Great Britain experienced workplace conflict in the previous 12 months.
No. Depending on the circumstances, some workplace issues may be appropriate for informal resolution or mediation. However, more serious concerns may require a formal process. Employers should consider each situation individually and seek appropriate advice where necessary.
Clear communication, consistent management, appropriate workplace policies, regular employee conversations and a culture where employees feel comfortable raising concerns can all help employers identify and address issues before they escalate.
Employers can seek support from qualified HR and employment-law professionals. Citation provides HR and employment-law support to UK businesses and has produced a free guide specifically covering workplace conflict.
Download the guide here:
References
1 Acas, Conflict at work, research published 2025. Acas research found that 44% of working-age adults in Great Britain experienced workplace conflict in the previous 12 months.
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