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.

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