Grievance Procedure: Step-by-Step Guide
An employee has raised a formal grievance. They've complained about something: a manager, working conditions, unfair treatment, or a decision you've made. Now you have a legal obligation to handle it fairly.
Get it right and you might resolve it. Get it wrong and you have a tribunal claim.
What Is a Grievance?
A grievance is a formal complaint about your employment. Examples:
Manager is treating me unfairly
I wasn't given the promotion I deserved
Working conditions are unsafe
I'm being discriminated against
Pay hasn't been processed correctly
A decision has been made that affects me
A grievance is different from a complaint to HR or a chat with your manager. Once someone says "I want to raise a formal grievance", you have to follow a formal procedure.
Step 1: Acknowledge Receipt
When someone raises a grievance (verbally or in writing), acknowledge it immediately. Send them a letter that says:
Date you received it
What you understand the grievance is about (summarize it)
The process you'll follow
How long it will take (usually 4–6 weeks)
Who will handle it
That they can bring someone if there's a hearing
Confidentiality reminder
Do this within 2 working days.
Step 2: Listen to Their Full Account
Hold an initial meeting (or just ask them in writing) to get their full account. What's happened? When? Who was involved? What outcome do they want?
This isn't the grievance hearing yet. It's you understanding what they're complaining about.
Document what they say.
Step 3: Decide If Investigation Is Needed
If the grievance is straightforward (a decision they disagree with, a policy question), you might not need to investigate. You can review, decide, and respond.
If it's more complex (allegations about behaviour, interpersonal issues, policy questions that need facts), you'll need to investigate.
Step 4: Investigate (If Needed)
Get someone who's not involved in the complaint to investigate. Ask:
What exactly is being alleged?
Who has information about it?
What evidence exists?
Interview relevant people. Get their accounts in writing. Collate evidence (emails, records, policies).
Keep the investigation confidential.
Step 5: Hold a Grievance Hearing
Once you've gathered facts, hold a formal grievance hearing. This is different from the initial meeting. At this hearing:
Explain what you've found out (summarize the investigation)
Give them a chance to respond to what's been found
Listen to their response
Ask questions
Don't make a decision on the spot
The hearing should be chaired by someone senior (often the person deciding, or someone independent if you want extra credibility).
Step 6: Make a Decision
Review all the evidence. Decide:
Is the grievance upheld (was the complaint valid)?
Is it partially upheld (some of it was valid)?
Is it not upheld (there's no substance)?
If upheld: What will you do to put it right? This might be an apology, a process change, reversal of a decision, or action against someone.
If not upheld: Explain why you've decided the complaint wasn't valid.
Step 7: Communicate the Outcome
Send a formal outcome letter that includes:
What the grievance was
What you investigated
What you found
Your decision (upheld/partially upheld/not upheld)
What you'll do about it (if anything)
The right to appeal
Appeal timescale (usually 5–10 working days)
Keep it professional and factual.
Step 8: Handle the Appeal (If They Appeal)
If they appeal, hold an appeal hearing. This should be held by someone who wasn't involved in the first decision (for credibility).
Review the original decision. Consider whether you got the facts right or whether new evidence changes things.
Make an outcome decision. This is usually final.
Grievance vs. Complaint
Complaint: "I'm unhappy about X." Informal. Might be resolved with a conversation.
Formal grievance: "I want to raise a formal grievance about X." Formal. Requires the full procedure, investigation, hearing, appeal.
Some people use the word "complaint" to mean both. Watch out. Once someone says "formal grievance", you follow the full procedure.
What Counts as a Valid Grievance?
Anything that's about their employment:
Managerial decisions they disagree with
Working conditions
Fairness concerns
Pay or benefits issues
Treatment by colleagues or managers
Policy application
What doesn't count:
General grumbling (complaining but not making a specific allegation)
Complaints about things you can't control (the building being old, the market being competitive)
Confidentiality
Keep the grievance confidential. Only people who need to know (the person they're complaining about, witnesses, and anyone investigating) should be told.
If you gossip about it, you look unprofessional and you compromise fairness.
Common Mistakes
Dismissing it. "She just got upset. It's not a real grievance." Once it's formal, you have to treat it as such.
Moving too fast. Starting a hearing 3 days after they raised it. They need time to prepare.
Mixing investigation and decision. The person investigating becomes emotionally invested in their findings. Keep these separate.
Not investigating. Just talking to the person they're complaining about and asking them if it's true.
No appeal. Grievance process with no right to appeal. Unfair, full stop.
Retaliation. The person they complained about is hostile to them after. You must prevent this.
Timeline
Days 1–2: Acknowledge and outline process
Days 3–10: Gather full account and investigate
Days 11–15: Hold grievance hearing
Days 16–20: Review evidence and make decision
Day 21: Send outcome letter
Days 22–30: Appeal period
Days 31–35: Appeal hearing (if needed)
Day 36: Final outcome
Total: 5–6 weeks.
The Bottom Line
A grievance is formal. It requires a fair, documented process. It's not a punishment (there's no disciplinary in a grievance). It's a complaint that you listen to, investigate, and respond to.
Do it right and you might resolve a workplace issue. Skip steps and you're setting yourself up for tribunal.
Need help handling a grievance? We investigate, chair hearings, and manage the whole process.