Handling an Employee Grievance

Handling an Employee Grievance

When an employee raises a grievance, it is essential to act quickly, consistently and fairly. Establishing a clear process preserves trust, prevents escalation and reduces the risk of legal claims. This guide walks you through the practical steps you can take.

Understand Your Legal Duties

Employers should have a written grievance procedure/policy in place and it should be easily accessible to employees. It should include:

• Who the employee should contact.
• How to submit a grievance.
• What to do if the normal person of contact (usually line manager) is involved in the grievance.
• The right to be accompanied to grievance meetings.
• The appeal process.

Step 1: Encourage Informal Resolution

Before entering into formal procedures, employees should be encouraged to discuss problems informally with their line manager (or alternative manager if the grievance involves their line manager). Many issues can be resolved with a conversation and prevent unnecessary escalation. As previously mentioned, if the issue involves the line manager, then the employee should be encouraged to discuss problems informally with their line managers manager.

Consider Mediation Where Possible

Mediation can be a constructive, voluntary and confidential way to resolve disputes.

Step 2: A Formal Grievance

If informal resolution fails or the issue is too serious, such as harassment or whistle‑blowing, the employee should submit a formal grievance in writing. That should include:

• A clear description of the issue/s.
• Relevant dates, facts and any supporting evidence.
• What outcome the employee is seeking.
  
  

You should acknowledge receipt of the grievance promptly, ideally within one working day.

Step 3: Appoint the Right Person to Manage the Case

Decide who will handle the grievance. Avoid conflicts of interest. Choose someone who is:

• Fair and unbiased.
• Senior enough to make considered decisions.
• Not involved in the grievance or named within it.

It may be beneficial to engage an HR consultant.

Ensure someone more senior or completely independent is available to consider an appeal.

Step 4: Arrange and Hold the Grievance Meeting

Invite the employee to a formal meeting within a reasonable timeframe, typically within 1 week of receiving the grievance, unless your policy states otherwise. Include:

• Date, time and location of the meeting.
• Who will be in attendance at the meeting.
• Their right to be accompanied (colleague or union rep).
  
  

During the meeting:

• Listen carefully.
• Ask clarifying questions.
• Avoid showing bias.
• Seek to understand both the grievance and the desired outcome.

Step 5: Investigate if Necessary

Not all grievances require formal investigation. But when facts are unclear or involve others, gather relevant documents and speak to potential witnesses. You may need a follow‑up meeting for clarification.

Step 6: Decide on Outcome and Communicate It

Once all information is gathered, decide whether to:

• Uphold the grievance (fully or partially).
• Not uphold the grievance.

Explain your decision clearly, in writing and include the reasoning and any corrective action planned.

Step 7: Offer the Right to Appeal

Offer a right to appeal. If the employee disagrees with the outcome, they have the right to appeal. The appeal should be considered by someone more senior and ideally not involved in the initial procedure.

The person handling the appeal may wish to hold further meetings before making a decision.

Provide a written outcome of the appeal. When the appeal is settled, state that it is the final internal decision.

Keep Documents

• Copies of written grievances.
• Meeting notes and invitations.
• Outcome letters and appeal correspondence.

These should be kept confidential, and in line with data protection obligations.

Why is this important?

A structured, fair grievance process:

• Maintains employee trust and morale.
• Helps resolve issues early and effectively.
• Demonstrates that the organisation takes concerns seriously.
• Reduces the risk of legal proceedings.

Following these steps should ensure your organisation handles grievances in a way that is transparent, equitable and compliant with best practice. We offer support with handling grievances; you can contact us for support for all manner of HR/People issues via the following link: Contact | A Human Resource | AHR.

The following organisations provide helpful codes of practice for handling grievances in the following jurisdictions:

GB: Acas | Making working life better for everyone in Britain

NI: Labour Relations Agency - Official | Improving employment relations in Northern Ireland

IE: Home - Workplace Relations Commission