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Grievance

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Grievance

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What is a grievance in HR?

A grievance is a formal complaint raised by an employee about a problem they are experiencing in the workplace. It provides staff with an official channel to have concerns investigated and resolved when they cannot be addressed informally.

Grievances often cover issues such as bullying, harassment, discrimination, unsafe working conditions, or disputes about pay and working hours.

In short, a grievance procedure is the framework that ensures employees are listened to, and that their complaints are handled in a fair and consistent way.

Grievance in the workplace – meaning and context

In everyday workplace practice, grievances can range from relatively simple issues — such as disagreements with colleagues — to serious matters involving breaches of employment law.

Common causes of grievances include:

  • Perceived unfair treatment or favouritism
  • Pay or benefits disputes
  • Unsafe or unhealthy working conditions
  • Allegations of discrimination or harassment
  • Concerns about workload or unreasonable management behaviour

From an HR perspective, having a clear grievance procedure is vital. UK law does not prescribe an exact process, but employers are expected to follow the Acas Code of Practice on Disciplinary and Grievance Procedures. Tribunals place significant weight on whether an employer has acted fairly, reasonably, and consistently when dealing with employee complaints.

  • Why Grievance procedures matter for your business

    The way grievances are handled has a direct impact on employee trust, engagement, and retention. If a grievance is ignored, brushed aside, or handled poorly, employees may feel undervalued or even forced out of the organisation.

    From a business perspective, the risks include:

    • Employment tribunal claims: mishandling grievances can lead to claims for constructive dismissal, discrimination, or victimisation.
    • Lower morale and productivity: unresolved issues create tension and damage team cohesion.
    •  Reputation damage: word spreads quickly, both internally and externally, about how an employer treats its people.
    • Financial costs: defending a tribunal case is expensive, even if the employer ultimately succeeds.

    By contrast, when grievances are handled fairly and consistently, employees are more likely to feel respected, even if the outcome is not entirely in their favour. This strengthens the organisation’s reputation as a fair and responsible employer.

  • Grievance best practices for UK employers

    The best way to manage grievances is to prevent them from escalating in the first place. Employers should:

    • Develop a clear, written grievance policy that complies with the Acas Code.
    • Train managers to listen effectively and resolve issues early.
    • Promote a culture of openness where staff feel safe raising concerns.
    • Keep thorough records of all grievance cases, investigations, and decisions.
    • Use mediation services when relationships break down.
    • Seek HR support for complex, sensitive, or high-risk cases.

The grievance process – step by step guide

A typical grievance process for UK employers involves several key stages.

  • 1. Informal resolution

    Many issues can be resolved quickly through open and honest conversations. Employees should be encouraged to raise concerns with their line manager in the first instance. If handled early, grievances often do not need to progress to a formal stage.

  • 2. Formal grievance submission

    Where informal efforts fail, the employee should submit their complaint in writing. This creates a formal record of the issue and triggers the employer’s grievance procedure.

  • 3. Investigation

    Once a formal grievance is received, the employer must conduct a fair and thorough investigation. This might involve interviewing witnesses, reviewing documents, and giving all parties the chance to share their perspective.

  • 4. Grievance hearing

    The employee should then be invited to a formal meeting to discuss their grievance. They have the right to be accompanied by a colleague or trade union representative. The hearing provides the employee an opportunity to present their concerns and any supporting evidence.

  • 5. Decision and outcome

    After considering all the evidence, the employer should decide on the most appropriate outcome. This decision must be communicated in writing, along with the reasons for the conclusion and any actions to be taken.

  • 6. Right of appeal

    Employees must be given the chance to appeal if they are unhappy with the outcome. An appeal should be heard by someone not previously involved in the case, to ensure impartiality.

Pitfalls of mishandling grievance procedures

Employers who do not follow a fair grievance process expose themselves to significant risks.

Common mistakes include:

  • Not taking complaints seriously: Dismissing concerns without proper investigation can be seen as neglectful and discriminatory.
  • Delays in handling grievances: Prolonged processes create frustration and may worsen conflict.
  • Lack of impartiality: Allowing managers with a vested interest to oversee investigations can undermine credibility.
  • Poor communication: Failing to provide updates or explain decisions damages trust and transparency.
  • Retaliation against employees: Any negative treatment linked to raising a grievance may amount to victimisation, which is unlawful under the Equality Act 2010.

The consequences of these mistakes can include successful tribunal claims, higher compensation awards, reputational harm, and a long-lasting breakdown of employee relations.

Possible outcomes of a grievance

The outcome of a grievance will depend on the nature of the complaint and the evidence available. Possible outcomes include:

  • Resolution through mediation: For interpersonal conflicts, a facilitated conversation may help rebuild working relationships.
  • Changes to policies or processes: If a grievance highlights a weakness in company systems, adjustments may be needed.
  • Managerial action: This might include team restructuring, additional training, or closer supervision.
  • Disciplinary action: Where a grievance uncovers misconduct by another employee, disciplinary proceedings may follow.
  • Escalation: In serious cases, employers may need to involve external regulators, such as the Health and Safety Executive or the Equality and Human Rights Commission.

Importantly, even when a grievance is not upheld, the employee must feel that their concerns were taken seriously and addressed in a fair way.

Your Questions Answered

FAQs on Grievance

  • Who should handle grievances in a business?Reveal

    While line managers may address informal concerns, HR or senior management should oversee formal grievances to ensure impartiality and compliance.

  • Can an employee be disciplined for raising a grievance?Reveal

    No. Retaliation for raising a grievance is unlawful and may constitute victimisation. Even if the grievance is not upheld, the employee has the right to raise concerns without fear of reprisal.

  • How quickly should a grievance be handled?Reveal

    Employers should act promptly. Unnecessary delays increase risks of escalation and can be used as evidence of poor practice in a tribunal.

  • Do grievances have to be in writing?Reveal

    Yes. A formal grievance should be submitted in writing, but employers should still record and address verbal concerns appropriately.

  • What’s the legal requirement for grievance procedures in the UK?Reveal

    Employers must follow a fair process in line with the Acas Code of Practice. While the Code is not legally binding, tribunals can increase compensation by up to 25% if it is not followed.

  • How should I handle a grievance?Reveal

    Follow your company’s grievance procedure: acknowledge, investigate, hold a meeting, decide on an outcome, and allow an appeal.

Where to find out more A collection of hand-picked useful resources in relation to Grievance from impact HR and beyond

Need support with managing a grievance?

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