Description
Solution
(AC2.3) Distinguish between third-party conciliation, mediation and arbitration.
Short references should be added into your narrative below. Please remember to only list your long references in the reference box provided at the end of this section. Word count: Approximately 400 words |
The UK’s Advisory, Conciliation and Arbitration Service (Acas, 2022) provides guidance on three key ADR approaches: The UK’s dispute resolution organisation Acas promotes conciliation mediation and arbitration as separate ADR methods. ADR techniques make disagreements easier to handle for both workforce members and their employer at work so legal expenses and job performance stay strong.
Third-Party Conciliation Conciliation is a voluntary process where an independent conciliator assists disputing parties in finding a mutually agreeable solution. Unlike mediation, conciliation often involves more active guidance from the conciliator, who may propose solutions rather than just facilitating discussion. This method is commonly used in cases involving employment rights disputes, such as unfair dismissal or discrimination claims, before they escalate to an employment tribunal. For example, ACAS helps workers take early steps towards resolving legal problems through its settlement programmes. A conciliator works with both sides to find a resolution which stops a tribunal hearing from taking place (ACAS, 2022). Using this technique brings positive results when work rules or legal obligations need clarification to solve workplace conflicts.
Mediation A neutral third-party mediator works with conflicting parties in private sessions to create an environment where they solve their own issues without formal rules and guaranteed privacy. During mediation sessions mediators help parties speak their minds to find common solutions instead of proposing answers. Mediators succeed at resolving personal conflicts between workplace colleagues and managers and employees (CIPD 2022). A mediator can facilitate better work relationships when two employees disagree to the point both teams suffer low morale. This system helps people communicate better and keeps small problems from getting serious. Arbitration In formal mediation parties present evidence to an unbiased arbitrator who decides their case and renders either final or non-final results. The system works like court proceedings yet runs faster, cheaper, and offers privacy to participants. Trade unions and employers use arbitration to solve their disputes spanning wage discussions and work policies (Source: Mondaq.com, 2019). When a trade union and employer cannot settle wage differences they both accept an arbitrator’s final decision. In response to the input provided by both sides the arbitrator creates an enforceable ruling to avoid work stoppages. Key Differences Each approach exists to solve conflicts yet remains different in how parties work together and what results from the process. While conciliators may support parties toward agreement during mediation both processes rely only on voluntary settlement decisions. In arbitration parties receive a legally enforceable outcome. The selection of these processes depends mainly on the type of conflict, how much parties want to negotiate, and whether a fixed ruling is needed. |
Please click the following icon to access this assessment in full
Related Papers
(Solution) Oakwood Assessment ID / CIPD_3CO04_24_01 3CO04 Essentials of people practice
(Solution) 5CO03 Recognise when and how you would raise matters which conflict with ethical values or legislation. (AC1.4)
(Solution) CIPS ADNOC APCE Advanced Practitioner Corporate Award
- In summary, this assessment has focused on developing an evaluation of the contractual terms and impact on power distribution in Abu Dhabi National Oil Company (ADNOC) and risk of supplier and organisation has been evaluated.
- A general contract used in ADNOC purchasing of goods has been used for achieving the aim of this assessment. Also, desk research and statistics have been used for the purpose of generating the expected findings.
- The findings indicate that the terms and conditions clearly stipulate on risks and power distribution between ADNOC and their suppliers of the gas turbines. This has been identified by application of various tools and models relevant for this assessment.
(Solution) Level 7 7C001 Question 12- Promoting Creativity and Innovation by People Management practices
(Solution) CIPS ROSHN Commercial Negotiation Plan-PIN
- This was established after the post-negotiation review which brought out fundamental lessons about the supplier and our company’s negotiation pattern.
- As for certain important aspects, we indeed secured favourable financing conditions; yet, problems arose in attempting to synchronize delivery schedules since such conditions are affected by external supply chain factors.
- The supplier had the better BATNA and acted in a cooperative but very assertive way, and elaborated why the correct approach to negotiations is more equal.
- Further, the experience showed how flexible one has to be, how innovative, and how it pays to be more interested in long-term partnership rather than quick profit. Therefore, it will be useful in the future to improve the techniques of negotiation, improve the knowledge about the actions of suppliers, and improve intercompany and supplier cooperation.
- This will ensure that in future procurement negotiations; better outcomes are achieved.
- ROSHN should ensure that all negotiations within the next 6 months include specific metrics for delivery timelines, quality standards, and service levels, aiming for a 90% satisfaction rate in supplier compliance with these criteria. This approach will help secure more balanced and sustainable agreements.
- Over the next 12 months, ROSHN should develop a supplier relationship management program with bi-annual assessments to track and improve partnership quality. Target at least a 15% increase in supplier engagement scores by the end of the year to gain favorable bargaining positions during market downturns.
- Within 1 month of each major negotiation, conduct debriefing sessions to analyze performance, identify strengths, and address weaknesses. The goal is to improve negotiation effectiveness by at least 10% in the subsequent quarter through targeted adjustments based on these evaluations.
- Within the next 4 months, involve at least 80% of key stakeholders in sourcing strategy meetings to ensure alignment and gather input on critical decisions. This engagement aims to reduce misalignment issues by 20% within the year, resulting in smoother implementation of sourcing strategies.