By Sue Granshaw · Mediator, trainer and Chartered Fellow of the CIPD
Newly trained in-house mediators need more than a qualification. Protected time to practise, clear organisational boundaries, mentoring, opportunities to co-mediate and constructive reflection can help them turn training into confident practice.
One of the most satisfying parts of my role as a mediator has been supporting and encouraging new in-house mediators to develop their skills. Many have attended my courses. Role-play exercises are valuable preparation, but completing a course is the beginning of continuing learning, self-awareness and practical development.
Conducting those early mediations can be a challenge. “Daunting” is the word I have heard most often.
What makes in-house mediation particularly challenging?
Working with different mediators exposes us to different styles and approaches. We can learn useful ways to explain the process neutrally, defuse tension, rephrase a concern to check understanding and identify areas of agreement.
For an in-house mediator, developing these skills can sit alongside particular organisational pressures:
- Perceived bias. Participants may wonder whether a mediator employed by their organisation is working to instructions from management. The mediator’s independent role within the process needs to be explained clearly.
- Conflicts of interest. Knowing a participant does not automatically make someone unsuitable to mediate. Relevant relationships should nevertheless be disclosed and assessed before a case is accepted. Where impartiality or participants’ confidence cannot be adequately protected, another mediator may be needed.
- Confidentiality. Managers may seek information about what was discussed or ask the mediator to express a judgement about the participants. Clear boundaries are needed before mediation begins.
- Management interference. Managers may expect the mediator to act on their behalf or deliver a particular outcome. The mediator facilitates the process; the participants make their own decisions.
- Confidence and isolation. Newly trained mediators may worry about being blamed if no agreement is reached, or about disappointing their employer. Without support, they can feel isolated while carrying a heavy sense of responsibility.
A mediator’s competence should not be judged solely by whether participants reach agreement. The parties retain control over their decisions. Supporting a fair, voluntary process and helping people understand their choices are important even where agreement does not follow.
What support should the organisation provide?
Organisational support is essential. Clear policies and referral procedures provide a framework, but they do not replace the personal support a newly trained mediator may need.
The organisation should allow time for preparation, mediation and reflection, alongside continuing professional development. A practical development plan helps turn learning into opportunities to practise and review skills.
It should also establish who coordinates referrals, how potential conflicts of interest are assessed, and when an external mediator or another process may be more appropriate. Not every workplace issue is suitable for mediation. Safeguarding, serious misconduct, regulatory obligations or the need for authoritative factual findings may require formal action.
Experienced mediator colleagues can be a valuable source of support, but they are not always available, particularly in smaller organisations. External mentoring can help fill that gap.
Clear confidentiality and reporting boundaries
The boundaries of confidentiality should be explained and agreed before mediation or mentoring begins. Confidential discussions should be distinguished from outcomes or next steps that participants expressly authorise the mediator to share. Any applicable legal or safeguarding exceptions should also be explained in advance.
Mentoring conversations need their own clear boundaries. My approach is supportive rather than an appraisal for the employer. The organisation should not expect access to confidential mentoring discussions or assessments of the participants in a dispute. Any administrative or development reporting should be expressly agreed, including what may be shared, with whom and for what purpose.
When reflecting on a case, avoid identifying participants unnecessarily. Any discussion of case information with a mentor must stay within the confidentiality arrangements agreed for that mediation.
How does external mentoring work?
The model I use brings an experienced mediator alongside a newly trained colleague in a collaborative relationship. The aim is to develop self-awareness, confidence and practical judgement, while helping the new mediator take ownership of their development.
This is not about grading someone’s performance. It allows constructive feedback, questions and challenge within a supportive relationship.
Before a first mediation, I hold a one-to-one preparation session with the new mediator. If they are anxious, we explore which aspects of the role concern them. Useful questions include:
- Which parts of the process do you feel most confident about?
- Which skills or techniques do you think will be most useful?
- What feels daunting, and what support would help?
- What are you most afraid might happen, and how could you respond?
- How will you explain the process and manage participants’ expectations?
- How will you prepare the organisation for the possibility that no agreement is reached?
We then draw up a preparation plan for the mediation.
Co-mediating the first cases
I find that co-mediating with a newly trained mediator can be a particularly useful form of support. I have frequently heard, “I am so glad you are here. This would be so daunting without your support.” Then, music to my ears: “I feel I can have a go myself now!”
An external mediator can bring experience and a perspective independent of the organisation, alongside the internal mediator’s understanding of its context. Read more about external/internal Co-Mediation
The arrangement must serve the participants’ needs as well as support the mediator’s development. Participants should understand and agree to the proposed arrangement. The two mediators should agree their roles and how they will work together before the session.
Our preparation includes revisiting relevant learning from training, discussing concerns and agreeing how we will support each other during the mediation.
Where the new mediator’s readiness, the case and the participants’ needs make it appropriate, I encourage them to lead. Having an experienced colleague alongside them can create space to use their skills with support available when needed.
The experienced mediator should contribute respectfully, without unnecessarily undermining their colleague. This does not mean avoiding an intervention that the process or participants need. A useful contribution might be: “You have raised an important point there. Could we explore that a little further?”
Afterwards, we reflect together on what went well, what was difficult and what could be approached differently next time. We also consider any agreed reporting to the organisation and how to keep it within the confidentiality boundaries.
Support for the first solo mediation and beyond
When a new mediator undertakes their first solo mediation, my approach includes offering telephone support during the process and a follow-up discussion afterwards. Availability and confidentiality arrangements need to be agreed beforehand.
The follow-up gives the mediator space to discuss their experience, recognise progress and identify priorities for their development plan.
Regular reflective reviews can remain useful as experience grows. Their frequency should reflect the mediator’s confidence, caseload and support needs, rather than relying on a single annual conversation.
How can mediators maintain skills when cases are infrequent?
A low volume of cases can make it difficult both to maintain skills and to develop them. A training qualification alone cannot provide continuing practice.
Possible opportunities include:
- Structured role-play and refresher practice with other mediators.
- Observing an experienced mediator, where the provider and participants agree and confidentiality is protected.
- Co-mediating with an experienced colleague, within an agreed role suited to the case.
- Exploring opportunities with an external mediation provider, subject to its selection, competence and practice requirements.
- Considering voluntary Community Mediation, where appropriate training, selection and support arrangements are in place.
Observation, panel membership and volunteering are possibilities to explore, not guaranteed placements. They must fit the mediator’s competence and the needs of the people using the service.
A practical checklist for organisations
Before commissioning training, or when reviewing an existing in-house scheme:
- Allocate protected time for preparation, mediation and reflection.
- Establish referral, confidentiality and conflict-of-interest arrangements.
- Arrange support before the first case is allocated.
- Provide appropriate opportunities for co-mediation and continuing development.
- Agree how the scheme will be supported without intruding into confidential discussions.
- Review each mediator’s development and support needs regularly.
Training creates a starting point. Supporting mediators as they put that learning into practice helps them develop the confidence and judgement to work with the particular conflict and the individuals involved in it.
Discuss support for your in-house mediators
If your organisation has trained mediators who would benefit from mentoring, support with early cases or external/internal Co-Mediation, contact Mediation Rescue for a free 30-minute initial discussion, usually held by video call on Zoom or Teams. We can discuss the support that would suit your organisation and agree its scope and fee in advance.
Discuss support for your in-house mediators
Email: info@mediationrescue.co.uk
Telephone: 020 3857 5690
About the author
Sue Granshaw is a director of Mediation Rescue, an accredited Workplace and Community Mediator and a Chartered Fellow of the CIPD. She has over 30 years’ experience in employee relations and conflict resolution, and has designed and delivered training and provided mentoring for in-house mediators.
Sue’s experience and credentials
Related reading — Workplace Mediation
Explore Insights & Guides