This policy should, as a minimum, be based on the ACAS code of practice on disciplinary and grievance procedures. This sets out the basic processes and principles that all organisations should follow when handling employee concerns.

In the first instance, a grievance policy should encourage the situation to be dealt with, and hopefully resolved, in an informal manner. This is the best approach for minor grievances, as instigating a formal procedure is a form of escalation that might unnecessarily inflate the grievance.

This process involves the relevant line manager (or if the complaint is about them, another manager or HR representative) talking to the individual with the concern, establishing if they would agree to the matter being dealt with informally, finding out what they want to achieve, and doing some preliminary investigations into the issue. Hopefully, the manager will be able to respond informally satisfactorily to the aggrieved employee, and the matter can be dealt with quickly and efficiently.

However, not all issues can be dealt with informally. Some are too significant, as with bullying or harassment (for which many organisations have a separate and specific policy), where a senior employee is involved, or if the employee has become particularly upset by the issue. If that is the case, a formal procedure is needed, and it's best for this to be arranged without delay.

Case law has shown us that the longer a grievance is delayed, the more upset by it an employee can become. If the organisation delays dealing with a matter, and the original reason for the grievance continues, the impact can be so great on the employee that they resign and claim constructive unfair dismissal (if they have over two years' service) or potentially bring some other claim, such as discrimination.

Resolving workplace grievances effectively

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Vicky Kitney

Resolving workplace grievances effectively