Policy on Alternative Dispute Resolution (ADR) for Workplace ...

1、bonneville power administrationhuman resources, diversity and eeoportland, oregonpersonnel letter no. 900-1date: august 24, 2001subject:policy on alternative dispute resolution (adr) for workplace disputes and conflicts at the bonneville power administrationi.purposeto establish a policy and procedu

2、res for expeditious, cost effective, and early resolution of workplace disputes and conflicts utilizing alternative dispute resolution (adr) techniques, thereby supporting:a. the prevention or minimization of the escalation of disputes and conflicts;b. efficient and effective operations;c. a respect

3、ful and harassment-free work environment;d. great place to work and high performing organization goals.bonneville power administration (bpa) acknowledges that conflict is a natural product of people working dynamically together. properly managed, conflict can be a powerful force for productive solut

4、ions and better communication. it is the objective of bpa to address conflicts and disputes in a manner that maximizes the constructive nature of conflict while reducing the negative consequences of prolonged unresolved conflict. this policy neither supercedes nor alters obligations of employees and

5、 managers to conduct themselves appropriately in the workplace, including to follow the requirements of bpas harassment-free workplace policy.ii. referencesa. public law 104-320, administrative dispute resolution act of 1996, (110 stat. 3870) (adra). specific goals of the adra are to:1. promote volu

6、ntary informal and consensual dispute resolution.2. promote creative, efficient, and sensible outcomes in dispute resolution.3. reduce the tangible and intangible costs, in time and resources, associated with dispute resolution.b. president of the united states memorandum, alternative means of dispu

7、te resolution, may 1, 1998.c. part 1614 of 29 cfr and the equal employment opportunity commissions management directive (md) 110 (november 9, 1999).iii. policybpa managers and employees are urged to use adr to resolve workplace disputes whenever any of the following purposes may be achieved:a. addre

8、ss issues simply, quickly and cost effectively;b. increase productivity;c. improve work relationships;d. enhance communication;e. clarify issues or claims in dispute, including those that arise under bpas harassment-free workplace policy;f. reduce confrontations by allowing parties to work collabora

9、tively toward mutually agreeable solutions;g. foster creative, efficient, and sensible options for employees, bpa, and its managers; andh. resolve issues in dispute, in whole or in part.see appendix a for general adr guidelines and for using adr to address workplace disputes outside of the eeo compl

10、aint process, and appendix b for procedures and guidelines for using adr to address issues that arise within the eeo complaint process.iv. guidancea. definition of alternative dispute resolution:adr is a collaborative, voluntary, and consensual dispute resolution approach consisting of a variety of

11、processes ranging from less formal, cooperative, decision-making processes, such as mediation or facilitation, to more formal processes such as early neutral evaluation and fact-finding. in order for a technique to be considered adr, it must include all of the following:1. the use of a trained neutr

12、al an unbiased third-party (other than a judge or hearings officer during adjudication or litigation);2. voluntary participation by all parties;3. confidentiality, consistent with the provisions of the adra. the adra provides that communications (including a neutrals notes and documents prepared for

13、 the proceedings) among the neutrals and parties must be kept confidential and free from retaliation by the neutrals and the parties, except:a) by the mutual consent of all parties;b) when a court requires disclosure of such information, but only if it is necessary to prevent a manifest injustice, h

14、elp establish a violation of law, or prevent harm to public health or safety. the injustice, violation, or harm must be of a sufficient magnitude in the particular case to outweigh the integrity of the dispute resolution proceedings; andc) when other federal laws impact the confidentiality of inform

15、ation in specific cases.b. no creation of rightsthe choice of when and how to use adr does not create any right to judicial review involving the compliance or noncompliance with the policy. in addition, the policy does not obligate bpa or its employees to offer funds to settle any case, to accept a

16、particular settlement or resolution of a dispute, or to alter any existing delegation of settlement or litigation authority. the policy does not create any obligation by bpa to pay or compensate any party or their representative to participate in any adr event (except for the services of a neutral a

17、s described elsewhere in this personnel letter) unless otherwise prescribed by law, regulation, or agreement.c. who is covered1. full and part-time employees of the bonneville power administration except where specifically prohibited.2. non-employees who are covered by 29 cfr 1614, such as applicant

18、s for employment to bpa or contractors who are making an eeo claim against bpa.3. contract employees who are involved in a dispute or issue covered by bpas harassment-free workplace policy or other processes.d. who may participate in adr with the mutual consent of all parties:1. representatives of i

19、ndividuals in dispute to the extent allowed by law, regulation, or bargaining unit agreement; this can include, but is not limited to, union representatives and attorneys representing clients.2. other persons who have a material stake in the outcome and/or who have information or a perspective that

20、could be helpful to the adr proceedings.3. the adr service provider(s).4. witnesses, experts, and others who have information or guidance that could be useful to the adr process.v. responsibilitiesa. the manager, human resources, diversity, and equal employment opportunity, as assisted by the disput

21、e resolution coordinator, is responsible for:1. overseeing bpas adr program;2. assisting and advising bpa in maintaining compliance with the adra;3. monitoring and evaluating dispute resolution program execution, the neutrals themselves, and their results and ensuring neutrals are qualified and oper

22、ating within the scope of their practice; this would include providing all individuals who participate in an adr process the opportunity to confidentially evaluate that process;4. identify those neutrals who are not effective and either retrain them or remove them from their duties as a neutral;5. i

23、dentifying barriers to the use of adr and working for their removal;6. identifying the need for amendment of existing policy directives, to provide for or facilitate the use of adr;7. recommending appropriate training to educate employees and managers about adr and other conflict management options

24、and processes so that they will be able to use conflict resolution skills, understand the theory and practice of adr, and access adr appropriately;8. providing managers and employees objective information about adr and other related policies so that they can make informed choices about the course of

25、 action which would best suit their needs;9. providing advice and assistance in obtaining neutrals and making other arrangements for adr events as necessary;10. managing bpas participation in the oregon federal executive boards shared neutrals program;11. representing bpa on adr policy matters, exce

26、pt those relating to negotiated bargaining agreements;12. providing management, employees, and the unions with information about the constructive use of conflict resolution techniques, including those techniques which do not meet the fundamental requirements of adr (voluntary, neutral, and confident

27、ial);13. providing all employees who (1) are covered by the afge bargaining agreement, and (2) who request information about adr, with a statement prepared by afge regarding afges position on adr, and whom in afge to contact for more information about adr and other conflict resolution options at bpa

28、; 14. providing unions with all summarized evaluation reports routinely prepared on both the effectiveness of the adr program as a whole and the neutrals who practice adr at bpa; and15. keeping a roster of currently practicing and available adr trained individuals and shared neutrals participants on

29、 file for use by the adr coordinator or his/her designee.b. managers are responsible for:1. encouraging employees to use adr or some other approach to improve communication and clarify issues when there is a reasonable expectation that those approaches may be an effective means to resolve a workplac

30、e dispute or conflict;2. suggesting the use of adr as a primary option to resolve disputes when there is a reasonable expectation that adr may be the most effective means to resolve a perceived harassment issue or other workplace conflict;3. considering requests by employees to resolve workplace dis

31、putes or conflicts consistent with bpas adr policy and its attendant guidelines and procedures;4. consulting as necessary with the dispute resolution coordinator to consider whether or not adr is appropriate;5. funding payment for adr services and related expenses and to allocate resources to suppor

32、t training and other components of adr;6. participating in adr in good-faith when bpa enters into the use of adr to resolve a dispute or conflict;7. maintaining the confidentiality of any adr event; and8. remaining neutral as to an employees choice to participate or not in any adr procedure.c. emplo

33、yees (including team leads when they are involved in an adr process) are responsible for:1. suggesting to management the use of adr processes when such processes may help improve the work environment or resolve issues in dispute, recognizing that a suggestion to improve communications does not imply

34、 that any party is deficient in communication skills;2. suggesting to management the use of adr processes when such processes may improve the work environment or resolve issues in dispute;3. following the necessary requirements, including time limits, of any process or procedure they may be engaged

35、in regardless of whether or not they elect to enter into an adr procedure under this policy; and4. if adr is elected, participating in good faith.d. neutrals are responsible for:1. acting within the standards of practice of the adr procedure they offer and abiding by the principles and standards of

36、conduct consistent with their particular role and bpa policy. mediators who are not also on the shared neutrals roster, for example, should be members of, and follow generally recognized standards of conduct of, a national or state mediation association;2. providing objective information to parties

37、and/or potential parties about the process they offer, including the participants rights and responsibilities before, during, and after any proceedings;3. providing participants an opportunity to confidentially evaluate the adr service provided;4. respecting the self-determination of all parties in

38、their decisions to resolve their dispute, and to refrain from being directive or judgmental regarding the issues in dispute, and offering suggestions and options for settlement or resolution;5. limiting themselves solely to the role of a neutral and refraining from giving legal advice or therapeutic

39、 information or practicing any other role while conducting the adr proceeding;6. maintaining neutrality toward all parties during all stages of the proceeding;7. encouraging positive momentum to achieve the purpose(s) of the process; and8. recusing themselves if (a) parties are at impasse; or (b) th

40、ey are no longer able to act in a neutral manner toward all parties.vi.relationship to other processesadr is intended to supplement, not replace, existing procedures. this policy does not, therefore, supersede collective bargaining agreements or other statutory, regulatory, or contractual dispute re

41、solution procedures. except as noted in the next paragraph, parties in dispute are responsible for ensuring that they follow the necessary requirements of any other process or procedure they may elect to follow regardless of whether or not they elect to enter into an adr procedure under this policy.

42、if the dispute is one that could be pursued in a labor relations forum, both parties to the dispute must reach agreement on how the use of adr will impact their rights to subsequently pursue the dispute in any such forum if the adr intervention is not successful (such as a grievance procedure time f

43、rame under a negotiated grievance procedure). this may include extension or tolling of deadlines, whether they stem from regulations or applicable bargaining agreements. if agreement on such issues is not reached, either party can withdraw their support to using adr without prejudice to the merits o

44、f their position.godfrey c. beckettmanager, human resources, diversity and eeoappendix ageneral adr guidelines and procedures for disputes other than equal employment opportunity claimsi. overviewthe following supplements the policy on alternative dispute resolution (adr) for workplace disputes at t

45、he bonneville power administration. appendix a covers general guidelines for all adr activities at bpa and procedures for disputes arising outside the equal employment opportunity (eeo) program. appendix b covers guidelines and procedures for disputes arising under the eeo program.ii. considerations

46、 for when adr is appropriatea threshold inquiry should be whether adr will be more cost effective, faster or will enhance the opportunities for a better result than with traditional processes or unassisted negotiation. even if the threshold inquiry is negative, consideration should still be given to

47、 whether adr can be of benefit to a case even if it does not settle or entirely resolve the matter. for instance, if adr can narrow the issues or expedite communication, then adr should be considered.several factors should be considered in making the decision to use adr. some factors may favor the u

48、se of adr while others may weigh against it. although not intended as an exhaustive list, the following may be considered:a. identifiable parties. there are identifiable people with interests (the parties) so that all reasonably foreseeable interests can be represented.b. good faith. the parties are

49、 willing to participate in good faith.c. communication. the parties are interested in seeking agreement, but poor communication arising from personality conflicts, cultural, or other differences adversely affect negotiations that would benefit from a particular adr process.d. continuing relationship

50、. a continuing relationship between the parties is important and desirable.e. issues. there are issues that are ready or “ripe” for a mutually satisfactory solution. this includes sufficient information or facts such that the parties can make informed choices about the case.f. sufficient areas of co

51、mpromise. there are sufficient areas of compromise to make adr worthwhile.g. expectation of agreement. the parties expect to agree eventually, most likely before reaching the courtroom or engaging in other adversarial processes.h. timing. there is sufficient time to negotiate and adr will not unreas

52、onably delay the outcome of the matter in dispute. there is likelihood that the parties will be able to reach agreement within a fixed time. there are no statutory or judicial deadlines that are adversely affected by the process. adr may result in an earlier resolution of the dispute.i. resources. t

53、he parties have adequate resources (budget and people) and are willing to commit them to the process.adr may not be appropriate when:a. precedent. a definitive or authoritative resolution of the matter is required for precedential value, and such a proceeding is not likely to be accepted generally a

54、s an authoritative precedent.b. policy. the matter involves or may bear upon significant questions of government policy that require additional procedures before a final resolution may be made, and such a proceeding would not likely serve to develop a recommended policy for the agency.c. affects non

55、-participants. the matter significantly affects persons or organizations that are not parties to the proceeding or are not being represented by the parties to the proceeding.d. public record. a full public record of the proceeding is important, and a dispute resolution proceeding cannot provide such

56、 a record.e. bad faith. one of the parties is not committed to the good faith use of adr (e.g., misleading others, telling “half-truths,” or outright lying).f. not efficient. when adr processes are less efficient or cost-effective overall than alternatives.j. unrealistic view of the issues or outcom

57、es achievable through other means. the parties demands or views of the issues are unrealistic, or the parties believe they will achieve more through another means. a discussion of the situation with a neutral, a union representative, and/or the adr coordinator may increase the parties understanding

58、and result in more realistic alternatives and options.iii. definitionsthe following terms are commonly associated with adr. they have been adapted from the adra and other sources and are offered here as a guide. any procedure listed below which also meets the standards and requirements of the adr policy may be considered for use as an adr technique at bpa. adr te