Workplace Fairness is based on the assumption that all participants should be treated with equality of concern and respect in the management of workplace conflict.
A Workplace Fairness system seeks to manage conflict in the workplace.
Every workplace has a system.
Some externally imposed.
Others more deliberate and internally generated.
This slide deck explains how the Workplace Fairness System is measured.
2. The Workplace Fairness Institute is a
Canadian organization that provides people
and organizations with fair, effective and
sustainable solutions for preventing,
resolving and managing workplace conflicts.
(c) Blaine Donais, Workplace Fairness Institute 2007
3. Blaine Donais B.A., LL.B., LL.M.
(ADR), RPDR, C.MED, WFA., President and
Founder.
Author of ‘Workplaces That Work’ and
‘Engaging Unionized Employees’. Wrote the
WFI WHITE PAPER on Workplace Conflict
Management in Canada.
(c) Blaine Donais, Workplace Fairness Institute 2007
4. Marjorie Munroe, C.Med, W.F.A.
The PULSE Institute
Michelle Phaneuf, P.Eng Q.Med
REA - Reaching Enduring Agreements
(c) Blaine Donais, Workplace Fairness Institute 2007
5. What is Workplace Fairness?
All participants should be treated with equality of
concern and respect in the management of
workplace conflict.
What is a Workplace Fairness System?
The system that seeks to manage conflict in the
workplace.
Every workplace has a system.
Some externally imposed.
Others more deliberate and internally generated.
(c) Blaine Donais, Workplace Fairness Institute 2007
6. To assist organizations in dealing with culture, change,
respect, diversity and resources.
To manage conflict.
To enhance organizational image.
To attract/retain and engage quality employees.
To save money.
To prevent litigation and meet legislative requirements.
To promote health and wellness of staff.
(c) Blaine Donais, Workplace Fairness Institute 2007
7. Four Measures of the Fairness System Evaluation:
A. Justice
B. Efficiency
C. Engagement
D. Resources
(c) Blaine Donais, Workplace Fairness Institute 2007
9. 1. Access : How accessible is this system to
all the workplace participants?
2. Applicability : How far does the system go
to cover employer actions?
3. Independence : How independent is the
system from manipulation?
4. Protection : How well does this system
protect its participants?
(c) Blaine Donais, Workplace Fairness Institute 2007
10. 4. Support : How well does this system
support its participants?
5. Procedural Fairness : How well does this
system accommodate due process?
6. Enforcement : How well does the system
enforce agreements and decisions?
7. Legal : How well does the fairness system
protect the legal rights of the participants?
(c) Blaine Donais, Workplace Fairness Institute 2007
11. 1. Interests :
Is there enough
emphasis placed
upon meeting the
workplace
participants’
interests or
needs?
2. Alternatives : How
well does the fairness
system provide for
alternative measures?
3. Self-Help : How well
does the fairness
system encourage
individuals to resolve
their own conflicts?
(c) Blaine Donais, Workplace Fairness Institute 2007
12. 4. Cost : How cost
effective is the
fairness system?
5. Flexibility : How
flexible is the
fairness system in
allowing managers
to craft good
solutions?
6. Education : How
well does the
system educate
participants?
7. Timeliness : How
quickly are matters
resolved?
(c) Blaine Donais, Workplace Fairness Institute 2007
13. 1. Participant Buy-in :
How well does this
system achieve
participant buy-in?
2. Involvement :
Has there been
appropriate
stakeholder
consultation
throughout
development,
implementation and
monitoring of the
process?
(c) Blaine Donais, Workplace Fairness Institute 2007
14. 1. Human Focus: How well is the system
supported by professionals, support staff
and external consultants?
2. Facilities : Does the system have
adequate facilities and services?
3. Financial : Does the system have
adequate financial resources?
4. Continuous Improvement : How well does
the system improve itself through self-
evaluation and system change?
(c) Blaine Donais, Workplace Fairness Institute 2007
15. Stage 1 - Environmental Analysis
Workplace Culture Checklist
Workplace Staffing Resources Template
Workplace Conflict Checklist
Stage 2 – System Identification and Evaluation
Fairness System Checklist
Fairness Cost Analysis Tool
Testing Instrument for Fairness Systems
Stage 3 – System Amendment Process
Amended Fairness System Checklist
Amended Testing Instrument for Fairness Systems
(c) Blaine Donais, Workplace Fairness Institute 2007
16. Stage 1: Environmental Analysis
Workplace Culture - size, sector, industry, governing laws,
language, fashion, union, conventions, power
relationships
Workplace Staffing Resources – What are the key roles in
the organization? What training and interest in conflict is
evident?
Workplace Conflict – Explore common sources of conflict
including interpersonal, organizational, and external
factors.
17. Stage 2: System Identification and Evaluation
Fairness Systems: What are the existing procedures and
options for addressing conflict?
Fairness Cost Analysis: what is the current cost of conflict?
Consider absenteeism, management, HR
costs, productivity.
Testing Instrument for Fairness Systems: Evaluate against
four measures –
Efficiency, Justice, Engagement, Resources.
18. Stage 3: System Amendment Process
Suggest changes to Fairness System
Evaluate against the four measures once again.
19. Phase I
Needs Exploration -
Assessment
Organization strikes a team
to assess present fairness
system and determine need
for changes
Phase II
System Design
Team designs a new system
and builds a contract with
the organizational leadership
Phase III
Implementation
Team pilots, markets and
implements the new
system
Phase IV
Monitoring
Team monitors, assesses
and reinforces the new
system. Where need for
total system review occurs,
cycle back to phase I.
Four Phase
Systems Design Process
(c) Blaine Donais, Workplace Fairness Institute 2007
Workplace Fairness Design Process
20. (c) Blaine Donais, Workplace Fairness Institute 2007
2.34
2.26
2.48
1.92
Score out of 5 for typical Non-Union
Workplace
Justice
Resource
Efficiency
Engagement
21. Hire a Workplace
Fairness Analyst
Read Workplaces
That Work
Visit the Workplace
Fairness Institute
www.workplacefairness.ca
Become a Fairness
Consultant
(c) Blaine Donais, Workplace Fairness Institute 2007
22. Marjorie Munroe, C.Med, W.F.A.
The PULSE Institute 403.542.6998
www.pulseinstitute.com
Michelle Phaneuf, P.Eng, Q.Med
REA - Reaching Enduring Agreements 403.243.0147
www.rea-agreements.com
(c) Blaine Donais, Workplace Fairness Institute 2007
