Caroline Reidy, Managing Director of the HR Suite and HR and Employment Law Expert. Caroline sold her company, The HR Suite, in 2025 to NFP, an AON Company, but continues to work in the HR Suite as Managing Director. Caroline is a former member of the Low Pay Commission and is also an adjudicator in the Workplace Relations Commission. Caroline is also an independent expert observer appointed by the European Parliament to the Board of Eurofound. Caroline is also on the Board of the Design and Craft Council Ireland and is a Governor on the Board of Munster Technology University.
She has also completed a Master's in Human Resources at the University of Limerick, and she is CIPD accredited as well as being a trained mediator. Caroline completed her diploma in Company direction from the IOD with a Distinction and completed her assessment to become a Chartered Director of the IOD. Caroline had worked across various areas of HR for over 25 years in Kerry Group and in the retail and hospitality sector, where she was the Operations and HR Director of the Garvey Group prior to setting up The HR Suite in 2009. She has also written 2 books, has done a TEDx and is a regular conference speaker and contributor to national media and is recognised as a thought leader in the area of HR and employment law. Caroline also mentored female entrepreneurs on the Acorns Programme. Originally from Ballyheigue, Co. Kerry, now living in Dublin, is very proud of her Kerry roots.
Mediation is a process designed to resolve conflict through open dialogue. Rather than determining who is right or wrong, a neutral mediator facilitates communication between parties, helping them express their views, understand each other’s concerns, and work towards mutually agreed solutions.
Mediation is particularly effective as an early intervention tool, as it can allow issues to be addressed before they damage relationships or escalate into formal complaints. By promoting communication and collaboration, mediation helps to support employee wellbeing and reduces the resources and emotional impact commonly associated with formal dispute resolution processes.
The Mediation Act 2017 provides the legislative framework for the use of mediation in Ireland, and defines mediation as a “confidential, facilitative and voluntary process”. Delving into the specifics:
• Part 3 of the Act outlines the obligations of practicing solicitors and barristers as regards mediation, and places obligations on legal practitioners to inform clients about Mediation as an alternative to litigation
• Part 4 of the Act sets out the role of court in mediation and empowers the courts to invite parties to consider mediation and adjourn proceedings to facilitate mediation,
• Section 11 of the Act outlines the enforceability of mediation settlements
The Workplace Relations Commission (WRC) Code of Practice on the Prevention and Resolution of Bullying at Work encourages employers to adopt informal resolution methods where appropriate. The Code of Practice promotes mediation as a “valuable tool” for resolving issues, particularly when used at an early stage. The Code also emphasises the importance of using impartial and suitably qualified mediators. The mediator plays a crucial role in guiding the process impartially and independently, and it is essential to engage a mediator who is properly trained and accredited to ensure the integrity and effectiveness of the mediation process.
Insights on the growing use of mediation
Due to the confidential nature of mediation, there is no publicly available data on its usage within individual companies. This confidentiality, while essential to the integrity of the process, makes it difficult to quantify the effectiveness of mediation in the workplace. However, according to the WRC’s 2024 Annual Report, pre-adjudication mediation services saw a 14% increase in uptake compared to 2023, and a 36% increase compared to 2022. This growth reflects a recognition of mediation’s effectiveness in resolving disputes before they reach formal adjudication and also aligns with broader efforts to promote positive and respectful workplace environments, reduce costs, and preserve working relationships.
When is mediation most useful?
Conflict in the workplace is natural and can arise from miscommunication, clashing personalities, or differing expectations. Although it may feel uncomfortable, when managed early, conflict can lead to growth and innovation. Unresolved tension, especially the everyday kind, can negatively impact morale and productivity.
Mediation is most helpful when used proactively -before problems escalate. It is particularly suitable for interpersonal disputes, communication breakdowns, or tensions arising from organisational change. However, mediation may not be suitable in situations involving serious misconduct or where formal decisions are required. In such cases, formal grievance or disciplinary procedures may be more appropriate.
What does the mediation process involve?
A mediation process includes:
1. Initial assessment – HR or management evaluates if mediation is appropriate.
2. Pre-mediation – The mediator meets privately with each party to explain the process and build trust.
3. Joint session – A confidential conversation where both parties share perspectives and work toward resolution.
4. Resolution – Verbal or written agreements may be reached.
5. Follow-up – Follow-up may be appropriate to ensure commitments are maintained.
The process is guided by principles of voluntariness, confidentiality, impartiality, and self-determination, ensuring that parties retain control over the outcome.
Why should organisations invest in mediation?
Conflict can be costly to organisations. It can lead to absenteeism, reduced productivity, high turnover, and reputational damage. Mediation offers a cost-effective, timely, and relationship-preserving alternative to formal investigations or litigation.
By resolving issues early, organisations can:
• Promote a culture of open communication and respect
• Support employee wellbeing and psychological safety
• Demonstrate compliance with regulatory expectations
• Reduce the risk of legal claims
Other approaches to early intervention
While mediation is a powerful tool, it should be part of a broader conflict management strategy. Organisations can take several proactive steps to support early intervention:
• Train managers to identify early signs of conflict and respond constructively.
• Update policies to include informal resolution mechanisms, (including mediation).
• Establish the role of the contact person, as per the Code of Practice.
Conclusion
Mediation is not a panacea, but it is a highly effective tool for resolving workplace conflict, particularly when used early. Supported by legislation, policy, and growing uptake, mediation empowers employers and their people to address issues constructively, preserve relationships, and promote a respectful workplace culture.
This article was prepared by Caroline Reidy, Head of HR Solutions, HR and Employment Law Specialist, NFP, an Aon company, (formerly the HR Suite).
If you are an organisation based in the Republic of Ireland and require further information or advice relating to HR, please do not hesitate to contact our office on (066)7102887 or email us at hrsolutions@nfpireland.ie
For more information visit: https://www.nfpireland.ie/