Implementation Tools (Resource Book for Managing Employment Disputes)

Section III. Model Implementation Tools


In her article earlier in this volume, Melanie Lewis outlined many of the
considerations pertinent to implementing an employment dispute management program.

These can be summarized as follows:
• Ensure prior consultation and input by all stakeholders, including especially line managers and employee representatives;

• Obtain and firmly disseminate the backing and expectations of management;

• Plan for, adequately budget and professionally execute training programs for employees and management;

• If appropriate, “test drive” the program in one or two sites or departments before widening its scope;

• Ensure an opportunity for quantitative measurement of user satisfaction, and plan for early and effective modification of the program to address dissatisfaction or other obstacles to usage.
These considerations, as well as the others discussed by the contributors to this volume, are designed with one objective – to maximize use of a program by those employees whose disputes are the subject of the management effort to instigate the program in the first place. A program that is not trusted is a program that is not used, and a program that is not used is a waste of resources. Irrespective of the applicability of any single consideration to a particular organization, one goal should be kept in mind: increase employee trust, comfort and usage of the program, and all other objectives of the program will be met.