How to Handle Conflict at Work: When (and How) to Involve HR (July 2025 TogetHR Times)
How to Handle Conflict at Work: When (and How) to Involve HR
By Joan Klopfer
Conflict in the workplace is not unusual. It arises in businesses of all sizes, across all industries, and especially in small to mid-sized companies where teams are close-knit, roles may overlap, and there is often no dedicated in-house HR department. When this happens, leaders and employees alike are sometimes unsure how to proceed or who to turn to. As an HR consultant, I frequently support organizations that don’t have a full-time HR professional on staff, and I’m often brought in when conflict has escalated beyond what internal conversations can resolve.
The good news is that not every disagreement or tension point needs to be formally escalated. Many common workplace conflicts—miscommunications, personality differences, disagreements over priorities—can and should be handled at the team level. But it’s important to know the difference between manageable friction and an issue that could affect workplace morale, productivity, or even legal compliance.
In a smaller company, relationships are often more personal and direct. That can be a strength, allowing employees to communicate openly. When handled well, an honest, respectful conversation can prevent minor issues from becoming major ones. If you’re an employee experiencing conflict with a peer, it’s usually best to start by addressing the issue directly. Find a neutral time to talk, express how the situation is affecting your work, and listen with an open mind. The goal isn’t to "win" the conversation, but to understand each other better and find a way forward.
If you’re a supervisor, and two employees on your team are having trouble getting along, you may be able to guide a conversation or mediate the situation informally. Start by meeting with each person individually to understand their perspective, and then—if appropriate—facilitate a shared conversation focused on solutions. Document your efforts, especially if the conflict seems to be recurring.
That said, there are clear signs that it’s time to call in outside HR help. I encourage clients to reach out to me—or another HR professional—when:
The conflict is ongoing despite multiple attempts to resolve it.
The situation is disrupting the broader team or causing morale issues.
One party is accusing another of harassment, discrimination, bullying, or retaliation.
Someone has raised a concern involving safety, ethics, or policy violations.
The manager involved is part of the conflict, creating a power imbalance that prevents open dialogue.
In companies without in-house HR, these types of issues can be particularly challenging because there’s no neutral party on site to step in. That’s where an HR consultant can add value. We can provide an impartial, confidential resource to assess the situation, offer guidance, and if necessary, lead a formal investigation or mediation process.
One of the biggest mistakes I see is waiting too long to address conflict. People hope it will blow over or that team members will “work it out on their own.” While that sometimes happens, unaddressed conflict more often festers, eventually surfacing in the form of poor performance, turnover, or legal risk. By the time a consultant is brought in, the damage may already be done.
As a consultant, my role is not to take sides but to create space for everyone involved to be heard and to help the organization find a path forward that aligns with its values, policies, and legal responsibilities.
Conflict will always be part of working life, but it doesn’t have to derail your team or your organization. With the right approach and support, it can even become an opportunity for growth. The key is knowing when to address it internally—and when to bring in help.
