An employee's raised a grievance. What do I do?

First, breathe.  A grievance landing on your desk feels like an accusation but it isn't a tribunal claim, it isn't a fine, and it doesn't mean you've done anything wrong.  It's a formal way of someone saying “I'm not happy, and I want it dealt with properly.” 

Handle it properly and most grievances end right there.

The one thing not to do is ignore it, brush it off, or fire back a defensive reply. That's what turns a manageable complaint into a big problem.

Here's exactly what to do:

 

What to do in the first 48 hours

• Acknowledge it in writing.  A short, calm note: you've received it, you're taking it seriously, and you'll be in touch about next steps.  No comment on whether they're right or wrong; you don't know yet.
• Don't react to the person.  Carry on treating them normally.  Anything that looks like punishment for raising a grievance - a cancelled shift, a cold shoulder, being left off an email - can become a victimisation claim in its own right.  That's a second problem you don't want.
• Work out what they're actually asking for.  Read it twice.  Strip out the emotion and write down the specific points they want addressed.  Often there are two or three real issues buried in a long, angry letter.
• Decide who hears it. It should be someone who isn't the subject of the complaint and who can be reasonably objective.  In a small business that's not always easy; if the grievance is about you, you may need someone external to step in.
• Don't promise an outcome.  Not “don't worry, we'll sort it,” not “I'm sure it's a misunderstanding.”  You're promising a fair process, nothing more.

 

How the grievance process actually works

You don't need a 30-page policy to get this right.  A fair grievance process is really just four steps:

• Listen — A meeting where they explain the grievance and you ask questions.  They're allowed to bring a colleague or union rep.
• Look into it — Talk to anyone involved, gather any relevant facts, and always, always keep notes.
• Decide — Reach a reasonable conclusion and tell them in writing what you've decided and why.
• Offer an appeal — If they're unhappy with the outcome, they can appeal to someone more senior or independent.

That's it. The ACAS Code of Practice sets the standard, and following it matters.  If a grievance ever does reach a tribunal, a failure to follow it can increase any award by up to 25% whereas following it does the opposite.

Dealing with a grievance right now and want a steady second opinion?  We'll talk you through your specific situation today; no scripts, no call centre, the same named HR consultant every time.   [Book a confidential call here →]

 

The mistakes that turn a grievance into a tribunal claim

Most grievances never get near a tribunal.  The ones that do usually got there because of how they were handled, not what they were about.  The common ones:

• Sitting on it.  Delay reads as “they don't care,” and it's the single most common reason a frustrated employee escalates.
• Investigating to win.  The point is to find out what happened, not to build a case for your side.  Tribunals see through a stitch-up immediately.
• Letting it get personal.  Especially in a small team where everyone knows everyone.  Emotion is exactly why bringing in a neutral pair of hands often defuses the whole thing.
• No paper trail.  If it isn't written down, it didn't happen.  Keep notes of every meeting and decision.
• Treating them differently afterwards.  Covered above, but it bears repeating because it's where good employers trip up without meaning to.

 

When to get help

You can run a straightforward grievance process yourself.  You should think about picking up the phone when:

• The grievance is about you, or someone senior, and there's no one neutral to hear it
• It involves bullying, harassment, or discrimination
• There's a tribunal threat attached
• It's one of several, or it's clearly the opening move in someone trying to leave with a pay-out
• You simply don't have the time or headspace to do it justice right now

In any of those cases, getting it right first time is far cheaper than fixing it later.

 

Frequently asked questions

Do I have to respond to a grievance?

Yes.  You don't have to agree with it, but you do have to deal with it through a fair process.  Ignoring a grievance is one of the quickest ways to turn it into something worse.

How long do I have to deal with a grievance?

There's no fixed legal deadline, but “without unreasonable delay” is the standard.  Make sure to follow your own grievance policy (a grievance policy is required by UK employment law for all employers, regardless of headcount or turnover). A s a rule of thumb, acknowledge within a couple of days and aim to hold the meeting within a week or two.

Can I dismiss someone for raising a grievance?

No.  Raising a genuine grievance is a protected act, and dismissing or penalising someone for it is a separate, serious claim even if their original grievance was unfounded.

What if the grievance is about me?

Then you can't be the one who hears it.  You need someone neutral - another director, or an external HR professional - to run the process so it's seen to be fair.

Does a grievance have to be in writing?

Ideally yes, so everyone's clear on what's being raised.  But if someone raises something serious verbally, you can't pretend it didn't happen.  Ask them to put it in writing, or note it down yourself and confirm it with them.

Need this handled properly?

A grievance is one of those things that's simple to get right and expensive to get wrong.  If you'd rather not navigate it alone, we handle these every week for businesses just like yours; calmly, quickly, and with a nominated consultant who knows you and your business.

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