Resolving Workplace Conflict amid the Social Skills Gap

Written by Melanie Carlebach, Workplace Mediator and Managing Consultant at The HR Solution

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Hybrid work models, generational divides and what some are calling the ‘happiness gap’ have all impacted how we interact, collaborate and thrive professionally. While flexibility has become almost expected in modern employment, it has also introduced a number of complicated issues that many organisations are struggling to deal with effectively.

Remote work, once a legal and safety necessity, has clearly become a preference for many employees. But its adoption has resulted in unintended consequences; specifically a sense of disconnection, isolation and the slow erosion of essential skills.

When layered on top of one another, these issues have added to an increase in workplace conflict, lower productivity and unhappiness. The very tools designed to facilitate communication and inclusion in remote settings (emails, chat platforms and virtual meetings) often amplify misunderstandings rather than resolve them.

Without proactive intervention, organisations risk a rapid break down of trust, collaboration and employee satisfaction. In this article, we’ll explore how and where these issues overlap and offer helpful advice in how to rebuild cohesion in a workplace that is more flexible, yet more fragmented, than ever before.

The Reality Of Our New Workspaces

Employees still have a profound desire for flexibility, but this demand often collides with recent organisational expectations. Many workers, having experienced the autonomy of remote work, now expect hybrid models that allow them to balance professional and personal commitments. Last year, 98% of remote workers would choose to work this way for the rest of their careers.

However, while 41% of employees still express this strong preference for remote work, only 7% of companies consider it their preferred model. LinkedIn data demonstrates that remote job postings also fell from 20% of job listings to 8% (December 2023). This growing disconnect between employee desires and employer offerings has therefore created difficulties.

Beyond flexibility, external factors weigh heavily on workplace satisfaction, with nearly 50% of employees feeling depressed, anxious or ‘unhappy’. Economic uncertainty, fears of

layoffs and the relentless pace of global events have all heightened these feelings. In fact, 81% of workers will worry about their job security this year, and 52% anticipate worsening burnout; mainly due to heavier workloads and poor work-life balance. These pressures seem to amplify feelings of instability, leaving employees feeling unsupported and undervalued.

If we look at this situation from an organisational perspective, we can understand this predicament clearly. While remote work offers employees more convenience and arguably ‘happiness’, it quietly builds a culture of comfortable isolation. Employees, accustomed to working in these silos, have seen their interpersonal skills become edgeless and dull; their ability to create and collaborate in a-face-to-face environment also suffering.

Organisations now feel the pressure of holding the wants of their employees in one hand, while building an efficient team and work culture in the other. A task that bears considerable weight.

The Effects Of Skill Erosion

What’s apparent is that the absence of casual, in-person interactions – those impromptu conversations by the coffee machine or quick exchanges in hallways – has left a giant hole that digital communication fails to fill. Emails and virtual meetings, while functional, often feel rigid and transactional, leaving little room for the organic rapport that builds trust. For some, the very format of staring at colleagues on a screen can feel confrontational rather than collaborative.

Without these day-to-day, face-to-face interactions occurring naturally and on a regular basis, our workforce is struggling to develop important skills such as conflict resolution, active listening and professional communication; social skills fundamental to good business practice. 70% of executives report that their businesses are suffering financially due to workforce skill gaps. Within the next 5 years, a projected 44% of workers’ skills will be diminished and 60% of workers will require additional training.

This gap becomes even more pronounced when paired with a heavy reliance (for everyone) on digital tools for interaction. The absence of non-verbal cues – like body language or facial expressions – also makes it harder to de-escalate workplace conflicts before they’re snowballed. This dynamic has unfortunately created an environment where conflicts escalate quicker, worsen in silence or explode into full-blown disputes.

Avoidance seems to have become a default response in these situations, with intentionally unread emails or ignored meeting invites deepen divisions within teams. Difficult conversations are often delayed or sidestepped entirely. This fear of confrontation partly stems from a lack of training, but also from the heightened sensitivity in today’s workplace, where employees are quicker to take offence and reject critical input from their superiors. This recognisable cycle quickly pushes a culture of mistrust and unresolved tensions.

How Are Skills Shortages Adding To This?

When a skill shortage emerges, a domino effect comes into place. An Open University report revealed that 68% of organisations cited increased workloads on existing staff as a direct consequence of skills shortages. This strain then reduces productivity and diminishes morale, stoking stress levels across teams. This too is relevant, as when employees are stretched thin, minor disagreements seem over-primed to ignite into significant workplace conflicts.

I’ve personally seen disputes over workload distribution and perceived inequities in resource allocation, all often leading to resentment among colleagues. I’ve also seen managers question employees about frequent absences – a very routine conversation – that spiralled into accusations of bullying because it was mishandled. I’ve been in the very uncomfortable situation of witnessing two colleagues clashing over creative differences during a virtual meeting, with tensions escalating into personal attacks in front of their whole team.

These incidents, which are becoming commonplace, highlight how the lack of conflict resolution skills can turn manageable situations into very real, systemic issues. It affects team dynamics, organisational culture and productivity.

Addressing this means prioritising open communication, equipping managers with the tools to lead effectively, and investing in environments where conflicts can be resolved constructively rather than avoided, or allowed to escalate unchecked.

Without intentional efforts to bridge these dangerous pitfalls, we risk perpetuating a fragmented workplace where conflict thrives and cohesion falters. Addressing these challenges requires recognition and swift action; a deliberate focus on rebuilding the interpersonal adhesive that makes teams effective and workplaces fulfilling.

What 2025 Has In Store

This year, there will be a renewed focus on equipping employees and managers with tools to address workplace conflicts constructively.

Conflict resolution, emotional intelligence and cultural sensitivity will be added to training programs tailored to these areas; helping employees better interpret tone, manage disagreements and approach difficult conversations with more confidence.

For managers, this is particularly important. Structured training not only builds confidence but also develops a culture where addressing issues early becomes a normality. This can be further supported, with organisations offering informal knowledge-sharing through cross-generational mentoring programs, ensuring younger employees learn from experienced colleagues in ways that mimic more traditional office dynamics.

Organisations must also prepare for legislative changes that will inevitably impact workplace dynamics further, such as those anticipated in April. HR teams should understand the possible changes to compliance requirements, while proactively addressing potential areas of conflict arising from these new regulations.

Most importantly, organisations must learn how to generate organic moments and situations where employees can connect. They need to understand that flexibility is still an important desire, but growth and collaboration are equally demanded– creating workplaces where trust and cohesion thrive against the upcoming changes.

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Article written by The HR Solution’s Melanie Carlebach

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