EEOC Mediation Processdas.ohio.gov/Portals/0/DASDivisions/EqualOpportunity/pdf/EEO Academy...
Transcript of EEOC Mediation Processdas.ohio.gov/Portals/0/DASDivisions/EqualOpportunity/pdf/EEO Academy...
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The EEOC’s Mediation Process UTILIZING MEDIATION TO RESOLVE EMPLOYMENT DISPUTES
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Happy Conflict Resolution Month!
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FAMOUS CONFLICTS
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Conflict in the Workplace
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Conflict in the workplace
SOURCES OF CONFLICT
Poor Communication Changes in the workplace Interpersonal Relationships Differing Values Scarce Resources Poor Leadership
COSTS ASSOCIATED WITH CONFLICT IN THE WORKPLACE
Loss of Productivity Absenteeism Low morale Strained Relationships Employee Turnover
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M E D I A T I O N A process where parties in dispute agree to discuss ways to resolve the
dispute with the assistance of a neutral third party who is trained to help people discuss and resolve their differences.
EEOC’s Mediation Process
Began as a pilot program in 1991. Fully implemented in 1999. Voluntary Confidential Effective – 96% of participants would participate again Occurs early in the process – prior to investigation Most cases resolve in only one meeting
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EEOC CHARGE PROCESSING Timely charge
filed
MEDIATION INVESTIGATION
NO Settlement (Case returned to
investigation)
No violation (NRTS issued)
Request NRTS
Conciliation successful (Case closed)
EEOC litigates
Settlement Reached
(Case closed)
Decision on merits of charge
Settlement Reached
(Case closed)
VIOLATION
Conciliation unsuccessful
EEOC decides not to litigate
(NRTS issued)
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EEOC’s Mediation Process
Determine eligibility of case for mediation Assign to a mediator (internal or external) Pre-mediation counseling
Discuss the mediation process
Explain expectations
Identify potential obstacles to settlement
Identify mediation participants
Verify authority
Answer any questions
Schedule date for mediation
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Stages of the EEOC’s mediation process
Joint session Opening Statements Caucuses Explore options for resolution Reality checks Reach agreement: Obtain signatures on settlement agreement Explain next steps in process if resolution is not reached
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Tips for a Productive Mediation
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Check your mindset. Keep the mediator informed. Have key people at the mediation.
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Be prepared to share your side of the story. Refrain from using inflammatory language.
Expect questions from the mediator.
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Negotiate in good faith. Acknowledge obvious weaknesses. Don’t take it personal.
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Come with realistic ideas for resolution. Listen!
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DON’T GIVE UP!
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Types of Resolutions
Termination changed to resignation
Accommodations
Compensation
Letter of reference (neutral or positive)
Reinstatement
Apologies
No contest of unemployment compensation
Training (for employee, agency or company)
Removal of disciplinary action from personnel file
Union representation
Offer of employment
… and many other creative resolutions
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Numbers don’t lie… FY 2014 Statistics
82.5% CHARGING PARTY’S
ACCEPTANCE RATE
24.2% RESPONDENT’S
ACCEPTANCE RATE
96 days AVERAGE CLOSURE AGE
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Numbers don’t lie… FY 2014 Statistics
10,421 MEDIATIONS
CONDUCTED
7993 RESOLUTIONS
76.7% PERCENTAGE
RESOLVED
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Deanna R. Jackson Mediator Cleveland Field Office
1240 E. 9th Street A.J. Celebrezze Federal Building – Suite 3001 Cleveland, Ohio 44199 (216) 522-7678 [email protected]