HR Competencies & Applications Setting up an Alternative Dispute Resolution Process Creating an internal process to settle
Question:
HR Competencies & Applications Setting up an Alternative Dispute Resolution Process
Creating an internal process to settle employment-related disputes and conflicts can benefit both the organization and its employees with faster resolution of complaints/issues. An alternative dispute resolution (ADR) process can address concerns such as employee discipline matters, violations of policy, and employment termination decisions.
ADR can take a number of forms, including arbitration, peer review, ombuds, and mediation. It is not necessary to include all forms of ADRmanagers can choose the approaches that make the most sense for the organization. Here are some suggested steps in developing an ADR process:
1. Determine the organization's readiness for ADR. Is ADR consistent with the organization's culture and other HR processes? There needs to be a good match between culture and process for ADR to work.
2. Identify key stakeholders among both formal and informal leaders. Top executives must support an ADR program. Don't ignore the informal leaders, since they can influence the rest of the employees, and their support is critical.
3. Research the various ADR options to determine which ones are the best fit for the organization. For example, peer review is most successful when there is a high level of trust within the workforce.
4. Design the program by using a cross-functional team that includes HR, line managers, and senior managers. This way, input from many different areas of the organizations is provided.
5. Get feedback from employees on the initial design. Use focus groups, town hall meetings, suggestion systems, or e-mail polls. Share all the details so that employees can effectively evaluate the process.
6. Design the rollout strategy and communication plan. Determine whether to "go live" right from the start, or to use a pilot test of the process first. Decide how to get the word out to managers and employees so that they understand how the process works and what types of disputes are appropriate to bring to the ADR process.
7. Remind employees about the process periodically (such as once a year), so that they know it is operational and effective
ADR is generally effective when managers and employees understand the process and trust it to resolve their issues. The benefits it can provide mean that employers and employees will not be tied up in a lengthy, drawn-out process of resolving problems. Speedy, fair resolution allows everyone to move on from a situation and get back to productive work. As you consider the process of ADR, discuss these questions.
1. Have you worked at a job where ADR was used? If so, what type of ADR was there, and how effectively did it work?
2. If you were a manager, what would you see as the advantages and disadvantages of using the various forms of ADR to resolve employment disputes?
INCLUDE IN TEXT CITATIONS IN APA.
Dynamic Business Law
ISBN: 9781260733976
6th Edition
Authors: Nancy Kubasek, M. Neil Browne, Daniel Herron, Lucien Dhooge, Linda Barkacs