Q - What is PEER REVIEW?
A - PEER REVIEW is an Alternative Dispute
Resolution system which gives employees a means of having their
disputes dealt with in an effective, timely, and dignified manner. The
unique characteristic about the system is that, at the final step of
the process, the employee is allowed to have the dispute reviewed by a
panel consisting of managers and peers.
Q - Who
are the PEER REVIEW Panel members?
A - Each organization that uses the system has a slightly different
makeup to the panel, however the one common thread is that the number
of peers on the panel outnumbers the managers. The most common panel
makeup is two managers and three peers.
Q - How are the panelists
chosen?
A - Peer panelists are chosen at random from among those volunteers who
have completed a one-day training workshop. Management
panelists may also be chosen at random or may be appointed as permanent
members of the panel
Q - What authority does the PEER REVIEW Panel have?
A - The panel has the authority to make FINAL AND BINDING
decisions on all disputed matters brought before it. The panel CANNOT,
however, change company policy, pay rates, benefits, or work
rules. Some organizations have imposed other limitations on
the panel as well.
Q - What steps must an
employee take before using the PEER REVIEW Panel?
A - Before going to the panel the complaint is heard by the supervisor
and the managers in the chain of command below the top manager of the
organization. This allows ample opportunity for the case to be resolved
prior to its going before the panel.
Q - What
kinds of cases do Panels usually hear?
A - Panels hear cases involving the application of personnel
policies and practices. Typical cases include discipline (up to and
including discharge), job assignments, safety, overtime, and pay
disputes (not involving rate of pay but issues like improper overtime
payment or lack of holiday pay).
Q - How
and where was the PEER REVIEW DISPUTE RESOLUTION procedure developed?
A - The program was developed in 1982 at General Electric's Appliance
Park-East in Columbia, Maryland by Harvey Caras. Variations of the PEER
REVIEW DISPUTE RESOLUTION SYSTEM are now being used in over
fifty GE facilities and hundreds of other companies such as
AlliedSignal, Armstrong, CIGNA, Borg-Warner, American Woodmark, Toyota,
Dennison, Holley Automotive, Manville, Waverly, Sundstrand, Federal
Mogul, Marriott, Taco Bell, Universal Studios, Tyson Foods, Perdue,
Pillsbury, Johnson Controls, Rubbermaid, BGE, GTE, NBC, and
Westinghouse.
Q - Is the system used for salaried employees as well as hourly?
A - Yes. The system is currently being used for salaried employees in a
growing number of organizations. Having the same dispute resolution
system for all employees helps build understanding and trust and breaks
down barriers between hourly and salaried employees.
Q - What have been the major
benefits derived from implementing this program?
A - The most common benefit has been the establishment of an effective
problem solving process that is accepted by all employees as fair and
equitable.
Q - Are
there any other benefits?
A - There are many other benefits to this program. It helps build a
spirit of trust and cooperation between employees and managers, and, in
breaking down the "WE-THEY" barriers, builds better understanding and
appreciation for the problems that each must face. The process also has
proven to reduce the number of outside charges (EEOC, NLRB, litigation,
etc.) and strengthen the company's position in defending against these
charges.
Q - What
effect has the program had on Supervisors?
A - Having a PEER REVIEW DISPUTE RESOLUTION Procedure forces
supervisors to think twice about making arbitrary, inconsistent, or
unfair decisions regarding their people. Many organizations believe
that the program makes their supervisors do an overall better job of
managing their people. It also improves communication and understanding
at the operations level.
Q - Are there any drawbacks
to this process?
A - As with any program, it will only be effective if it is properly
implemented and maintained. Building unrealistic
expectations on the part of employees or excessive apprehension by
managers and supervisors can lead to problems.
Q - What are the key elements to the successful
implementation of the DISPUTE RESOLUTION Procedure?
A - First, a commitment must be made by senior management to support
and encourage the program. Once that is achieved it is best to put
together an Implementation Team consisting of employees, supervisors,
and managers. These folks should work with an experienced person in the
development of the policies, procedures, communications, and
measurement systems to insure the program's success. Having access to
the combined experience of many other PEER REVIEW users helps to assure
that the best elements of their systems can be incorporated into your
new program.
Q -
Where can I get more information about the PEER REVIEW DISPUTE
RESOLUTION Procedure?
A - For more information, contact Caras
and Associates, Inc.
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