How to Make the Most of THE EMPLOYMENT ADR PROCESS - Dispute Resolution Journal - Vol. 54, No. 2
The author is a management consultant and mediator in Houston. He was formerly the president of several operating subsidiaries and general manager industrial relations, successively, of Shell Oil Company.
Many employment ADR processes do not contribute as much as they should to improving employee performance because they are too focused on resolving disputes and fail to consider the positive aspects that can arise from workplace conflicts. This article addresses these deficiencies by proposing a systems approach to conflict management in which ADR is a tool for improving organizational effectiveness through its integration with other management processes.
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.