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by United States General Accounting Office An ombudsman office can be an integral part of an organization’s human capital management strategy to create a fair, equitable, and nondiscriminatory workplace. Because of the important role that ombudsmen can play in an agency’s management of its human capital, the General Accounting Office has prepared an up-to-date perspective on the role of ombudsmen in resolving workplace issues. Click here to view full text in pdf format. Report Of The Interagency ADR Working Group To The President (2001) by The Interagency ADR Working Group The Interagency Alternative Dispute Resolution Working Group was created by Presidential Memorandum dated May 1, 1998, to assist agencies in utilizing these more effective ways to handle conflict. This Report sets forth the activities and successes of the Working Group thus far. Evaluating ADR Programs (2001) by Federal Alternative Dispute Resolution Council For the past ten years the practice of ADR, the creation of ADR programs, and the discipline of ADR evaluation have been developing in tandem. We have learned that organizations best design and develop ADR programs by knowing an organization’s conflict resolution culture, we see that evaluation can and should be a reflective feedback mechanism for ADR program development, and that evaluation belongs at the beginning of ADR program design. While evaluation is ideally present at the beginning of ADR program development, we recognize that there are many ADR programs already up and running that do not have evaluation components. This chapter will address ADR programs at any stage along the way of program development. Guidelines For The Design Of Integrated Conflict Management Systems Within Organizations (2000) by Spidr's ADR in the Workplace,Track I Committee A committee of the ADR in the Workplace Initiative of the Society of Professionals in Dispute Resolution (SPIDR) prepared these guidelines for employers, managers, labor representatives, employees, civil and human rights organizations, and others who interact with organizations. This document explains why organizations should consider developing integrated conflict management systems and provides practical guidelines for designing and implementing such systems. Confidentiality in Federal Alternative Dispute Resolution Programs (2000) by Federal Alternative Dispute Resolution Council The document contains detailed guidance on the nature and limits of confidentiality in Federal ADR programs and also includes guidelines for a statement on these issues that Federal neutrals may use in ADR proceedings. Click here to view full text in pdf format. Best Practices of Private Sector Employers (1997) by Equal Employment Opportunity Commission A summary of the EEOC report entitled, "Best Practices of Private Sector Employers" is available at this site, along with a link to the full text of the report. Employers' Experiences With ADR In The Workplace (1997) by United States General Accounting Office The term ADR covers a variety of dispute resolution techniques, usually involving intervention or facilitation by a neutral third party. ADR methods—arbitration and mediation in particular—date back to the early 1900s. Originally, ADR was used mostly to resolve disputes involving employees who were covered by collective bargaining agreements. More recently, organizations began applying ADR methods to disputes involving other employees as well. Click here to view full text in pdf format. Employment Discrimination: Most Private-Sector Employers Use ADR (1995) by United States General Accounting Office This report, written in 1995, examines the extent to which private-sector employers use ADR approaches, especially arbitration. Questionnaire results suggested that most employers with 100 or more employees use one or more ADR approaches. Arbitration is one of the least common approaches reported. Click here to view full text in pdf format. An Evaluation of the Equal Employment Opportunity Commission Mediation Program
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