This course contains the use of artificial intelligence.

By the time a situation becomes formal, the useful options are mostly gone. Almost every case that ends badly had six earlier months where a conversation would have been enough. Here are 298 tools for those months and for the case itself: 194 ready-to-use question lists, checklists, procedures and templates, 92 models and methods, 8 working files and 4 services shown on screen.

Open a lecture, take the question list or the checklist, and use it on the situation in front of you.

How these go wrong

Two people stop speaking and everyone works around it, so it never becomes anyone's problem until one of them resigns and names the other. A complaint is handled by the manager it is about. Facts are gathered after the decision, the interview notes would not survive a second reading, and the improvement plan is written to justify an exit that has already been decided.

What changes after this course

You see the conflict early and choose between a conversation, mediation and a formal process. You build the conditions that make misconduct less likely, establish facts before decisions, handle complaints of discrimination and harassment carefully, and run discipline and separation in a way you can explain to anyone who asks later.

What is inside: 298 tools, counted lecture by lecture

You do not have to take this number on trust. Open any lecture and read its description: every tool inside is listed there by name.

• 59 downloadable resources: lecture presentations plus 8 working files, including a complaint handling workbook, a performance improvement plan workbook and exit interview workbooks
• 194 ready-to-use tools inside the presentations:
• 55 question lists and scripts: conflict de-escalation self-talk scripts, risk culture audit, interpersonal treatment self-assessment, PIP delivery conversation
• 36 checklists: conflict situation formulation, mediation suitability, individual fraud warning signs, code of conduct topics
• 36 step-by-step procedures: interpersonal conflict resolution, difficult meeting management, six-stage incident investigation, performance improvement process
• 26 templates and sample documents: anti-bribery policy, conflict-of-interest policy, non-retaliation policy, performance improvement plan
• 20 scorecards, rubrics and matrices: probability-impact risk heatmap, fraud controls by defence line, PIP eligibility decision table, skill-will-system gap diagnosis
• 12 ready AI prompts: underperformance diagnosis, PIP SMART goals generation, PIP personalization, PIP compliance analysis
• 7 other working tools and 2 metric sets: feedback gap interview worksheet, feedback stress reduction worksheet, PIP process calendar
• 92 models and methods explained with examples: Thomas–Kilmann conflict modes, interest-based negotiation, conflict mediation, fraud triangle
• 4 services shown on screen: 15Five, Bonusly, PeopleForce and Slack

Where the tools are

Conflict and mediation (2 sections, 39 tools). What a workplace conflict is, typical situations, prevention and mediation.

Preventing misconduct (4 sections, 65 tools). Where misconduct comes from, incidents and the risk cycle, culture, lines of defence and the code of conduct.

Establishing facts (2 sections, 48 tools). Interview technique, assessment, documentation and confidentiality.

Conversations and complaints (4 sections, 104 tools). The conversation before the procedure, feedback, discrimination and harassment complaints, and a defensive room.

Discipline and separation (2 sections, 52 tools). The improvement plan, separation and exit interviews.

Who is teaching

I am Mike, the #1 HR instructor on Udemy, with 1,800,000+ course enrollments from 170,000 students, and the author of about 200 books on Amazon. I built the people system at Preply as it became a unicorn and worked at Wargaming, iDeals and Alfa-Bank across 20 years in HR. I hold PHRi, SHRM-CP and HCI sHRBP certifications and represent HRCI in Eastern Europe.

At the STB TV channel, hiring managers often complained about recruiting to the CEO, and I later found it was often a way to explain work they had not done. After hearing it a few times, I asked the CEO to send people with complaints straight to me, so I could listen, get into the details and solve the problem. At STB people also wrote formal complaints to the CEO, and from American colleagues I received complaints about managers a couple of times: in large companies a written complaint is a normal channel, while in smaller ones people say it directly.

How to use the course

Start with the conflict and misconduct sections, then use the investigation, complaint and discipline sections when a real case appears. Section and lecture titles show how many tools are inside, and each lecture description lists them by name.

What is included

• 40 lectures across 15 sections, 20 hours
• 59 downloadable resources: lecture presentations and 8 working files
• 298 tools across the lessons, including 4 services shown on screen
• Lifetime access to all materials
• Active instructor support in the Q&A section
• A Udemy Certificate of Completion

Where to start

Think of one situation in your team that everyone works around, then open the first section and decide whether it needs a conversation, mediation or a formal process. Enrol now and start your first lesson today.