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News Release from: CIPD Chartered Institute of Personnel and Dvt
Edited by the Manufacturingtalk Editorial
Team on 18 November 2004
Mediation reduces disciplinary and
grievance cases
According to a recent survey from the Chartered Institute of Personnel and Development (CIPD), training in mediation skills can reduce the disciplinary and grievance cases by 50%.
According to a recent survey from the Chartered Institute of Personnel and Development (CIPD), training in mediation skills can reduce the number of disciplinary and grievance cases by 50 per cent But, despite this, employers (288 of whom came from the manufacturing sector)experienced an increase (17 per cent) in employment tribunals in the last year
This article was originally published on Manufacturingtalk on 28 Aug 2002 at 8.00am (UK)
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However, the number of employment disputes being referred to CEDR Solve doubled last year.
"Mediation is making some positive impact in the manufacturing sector but it could be far greater," argues Antonia Evans, CEDR Development Manager.
"The survey suggests that only one third of employers provide any form of mediation training and, where they do, they seldom train the first point of contact for most disputes - the line managers." When looking at factors most likely to impact a successful resolution of harassment at work, the survey ranks line managers as highly important (39 per cent).
With the right training in mediation skills, line managers could prove a useful weapon in dispute avoidance.
In its conclusion to the survey, the CIPD recommends that employers need to be more systematic about how they train employees to deal with disputes in the important early stages.
"In our experience", adds Evans, "employers need to be more proactive and pragmatic by including mediation in their grievance and disciplinary procedures.
Too often emphasis is placed on legal compliance rather than on introducing procedures that will systematically help reduce disputes." The survey backs this up citing that only eight per cent of those surveyed include dispute resolution procedures in their employment policies.
"We advocate that employers can take this even further by adopting distinct dispute resolution procedures that can be invoked prior to formal grievance or disciplinary procedures, when parties may already have become entrenched", Evans says.
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