How to Make the Most of the Employment ADR Process - Chapter 10 - AAA Handbook on Employment Arbitration and ADR - Third Edition
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Kirk Blackard, J.D., a Houston-based consultant and conflict resolution practitioner, serves on the panels of mediators of the U.S. Postal Service and the National Association of Securities Dealers, as well as on the Federal Mediation and Conciliation Service roster of arbitrators. He draws on thirty years experience leading numerous business units at Shell Oil where he was instrumental in the development of Shell's internal conflict management system. He is author of Managing Change in a Unionized Workplace, and his articles have appeared in the DISPUTE RESOLUTION JOURNAL.
The general counsel wants to reduce litigation expenses. The human resources vice president wants to address complaints at an early stage and eliminate the need for employees to seek outside help. The operations manager wants to stop continuous bickering among employees in the organization. They all see an employment alternative dispute resolution (ADR) process that focuses on resolving disputes as meeting their needs. When these managers join the CEO as a management team and focus on the broader organization, however, they want more; they want all employees to contribute as much as possible to the success of the organization.
Employment ADR processes can help build an organizational culture that enhances employee contribution. Not only can they resolve disputes, but they can also help improve the overall effectiveness of the organization if they are a fully integrated part of the broader management system. This chapter looks at factors management should consider when developing an integrated ADR process that will foster a culture where all employees contribute to their fullest.