Holding master’s degrees in conflict resolution and management, Shontell Jordan provides mediation services and trains others on a not-for-profit basis. Jordan also works for the State of Tennessee. After nearly two decades as a training officer, she recently took on the role of business analyst in the Department of Finance and Administration. This email interview focused on her consulting practice. The responses have been lightly edited.
On your LinkedIn page, you describe yourself as a “human relations practitioner.” Unpack that concept a little. Does facilitating human relations differ from managing human resources?
It depends. If you had asked me before process automation became a focus across the landscape, it is likely I would have said yes, they are the same. The customer was the employee, and having a conversation or meeting with an employee was very common and appreciated.
Today, many of the processes that encompass human resources management are automated, right down to the orientation of new employees and the retirement of longtime employees. It is important to save costs and be efficient. With that, however, appreciation for the human side of human resources gets lost.
I use the term “practitioner” because my approach to work is to enjoy the people and the process. When this is the case, people feel appreciated and they share knowledge. This can mean a world of difference in how work gets done, how smooth a partnership is or how a project proceeds.
Facilitating human relations clearly requires resolving conflicts and mediating disputes. You hold a master’s degree in conflict resolution, and you train others to serve as facilitators. Would you mind sharing a few basic techniques for lowering tensions and building collegial, professional relationships among teammates?
Thank you for this question.
Observing body language and practicing appropriate physical spacing go a long way in supporting an environment that is conducive for engaging in respectful conversation.
First, and literally, refrain from pointing fingers if you want to be involved in a healthy conversation. Resisting the urge to assign blame can be the difference for keeping a discussion from turning into a heated argument.
Literally standing over people is also not a good practice. Refrain from going into anyone’s space, walking right up to their desk and standing at their right or left shoulder to speak with them as they are sitting. When coming into a space to meet with someone, ask to sit if they are seated.
Last, understand heated discussions often result from dysfunctional communication. People want to be heard and acknowledged. When you’re in a heated discussion, remember to say “OK.” Do not say it sarcastically or while scowling. Rather, say OK to acknowledge what the other person is saying.
The word doesn’t indicate agreement, but it does show active listening without conveying disagreement. Often, saying OK creates the rhetorical and emotional space needed to move the conversation from heated back to healthy.
Can you give an example or two of when you succeeded in resolving conflicts in a government workplace?
Employee mediations offer opportunities for the parties in dispute to meet with a mediator to resolve the matter instead of continuing with the grievance process. Mediation is voluntary, though, and the parties can continue pursuing a grievance if they choose.
Employee-manager conflicts and coworker-coworker conflicts are what I have mediated. One instance involved an employee who did not feel valued because of their age. In another instance, an employee felt policies were not being applied fairly. Resolving each dispute came down to guiding the conversation, listening for understanding, prompting some acknowledgement from each party of the how their actions were factors in the dispute and securing an apology.
You no longer “do” human resources for the State of Tennessee. How difficult was it to transition to the role of business analyst? Do any of the skills and knowledge you acquired while on your earlier career path come into play in your new position?
My role as a training officer was not officially considered a human resources position. Regardless, I felt—and still feel—that it should have been. Training happens where people and processes intersect. The trainer role is closer to the employee than many levels of management ever get.
It has not been difficult transitioning to the role of business analyst for two reasons. First, my educational background is in technology, human relations, management and conflict management. The skills I gained from each of these disciplines are transferrable.
Second, any role I have had or will have, I consider a human resources role. I provide resources to assist people with solving problems, reaching their professional goals and completing projects.
Regarding your nonprofit practice, who are your clients, and what services do you provide? As important, how do you find the time to hold a day job and help your clients?
The entrepreneurial spirit is alive and well.
Since 2007, and as a passion, I have run a small business that offers mediation, training and consulting. I make sure that I offer these services at no cost to nonprofits that support children and families.
You are correct that there are only so many hours in the day. Since that is the case, it only makes sense to me to spend the time I have doing the things that I am passionate about. Plus, I am an empty nester. The time that I would have been on softball and baseball fields cheering on my children is now spent doing this.
And if you weren’t busy enough, you also volunteer with several organizations. That sounds tough but important.
My volunteer activities have been curtailed somewhat. I am down to working with only three organizations.
At present, I mentor high school seniors who will be continuing on to college with a Tennessee Promise Scholarship. I encourage them and remind them of key deadlines while answering questions about the college experience. It is rewarding.
I also offer families mediation services through the Nashville Conflict Resolution Center. Family members get the opportunity to work through issues outside of the court system and are often able to reach agreements on matters they believed could never be resolved. A mediation can transform relationships for the better.
Last, I serve as a board member for Divorce Lifeline, which is a nonprofit that provides support for families who have recently gone through a divorce or are in the process of divorcing. I also offer training and mentoring services.
When a family experiences a divorce, parents can feel lost dealing with changes to housing, finances and security. Our hope is to fill in the gaps by providing services and connecting families to resources relevant to where they are on their journey. —N
30 April 2022
Category
HR News Article