Grievance Procedure Process FAQs

A grievance procedure is the formal process an organisation follows to address and resolve concerns or complaints raised by employees.

The procedure provides a structured way for employees to report issues (such as workplace problems, unfair treatment, or disputes) and ensures concerns are managed fairly, consistently, and in line with employment law and organisational policy.

Organisations should have a formal grievance procedure because it provides a clear, fair way for employees to raise concerns and ensures those concerns are handled consistently.

A formal process helps resolve issues before they escalate, supports good working relationships, and demonstrates compliance with the ACAS Code of Practice. It also reduces legal risk by showing that the organisation follows a structured and transparent approach when managing complaints.

A grievance procedure itself is not legally required, but employers are legally required to tell employees how they can raise a grievance. Under the Employment Rights Act 1996, details of an organisation’s grievance arrangements must be included in the written statement of employment particulars. The law does not dictate exactly what the procedure must look like, but it does require employers to explain the process they use.

Although having no formal procedure is not unlawful, employers must still follow a fair process when handling concerns, and the ACAS Code of Practice sets out the standards expected.

Failing to follow a fair process can increase compensation awarded at tribunal and make cases harder to defend.

A valid grievance is a genuine concern raised by an employee about a workplace issue that affects their employment or working conditions. This can include problems such as unfair treatment, bullying or harassment, discrimination, disputes over pay or hours, unsafe working conditions, or concerns about how policies are applied.

For a grievance to be valid, it should relate to something the employer can reasonably investigate and resolve, and the employee should explain the issue clearly enough for the organisation to understand and respond.

There is no single legally defined set of “five tests for a grievance,” but organisations often use a series of checks to determine whether a grievance should proceed formally. A clear and commonly used approach is to assess whether the grievance:

1. Relates to a workplace issue – such as treatment, conditions, conflict, or policy.
2. Is specific and clearly explained – the employee provides enough detail to understand the concern.
3. Falls within the employer’s responsibility – the issue is something the organisation can investigate or act on.
4. Is raised in good faith – the concern appears genuine rather than malicious or frivolous.
5. Requires formal action – the matter cannot be resolved informally or is too serious for informal steps.

These tests help organisations decide how to handle a complaint and ensure the grievance process is fair and proportionate.

Common examples of grievances at work include:

• Bullying, harassment, or discrimination by colleagues or managers.
• Unfair treatment, such as inconsistent application of policies or favouritism.
• Concerns about pay, hours, or holiday entitlements.
• Disputes over workload, roles, or responsibilities.
• Breakdowns in working relationships.
• Unsafe working conditions or inadequate health and safety measures.
• Issues with performance management, such as unfair assessments or targets.

These are all issues that can significantly affect an employee’s experience and may require formal investigation through a grievance procedure.

Unfair treatment at work is any behaviour or decision that disadvantages an employee without a fair or legitimate reason. This can include inconsistent application of rules, favouritism, being denied opportunities others receive, unreasonable workload demands or being spoken to or managed in a disrespectful way.

Unfair treatment may also relate to discrimination if it is connected to a protected characteristic under the Equality Act 2010.

An informal grievance is when a concern is raised and addressed without using the organisation’s formal grievance procedure. This often involves a quiet conversation with a manager or HR to try to resolve the issue quickly and cooperatively. ACAS encourages informal resolution wherever possible, as many problems can be sorted out early without escalation.

A formal grievance is raised in writing and follows the organisation’s grievance procedure. It is used when an issue is serious, ongoing, or has not been resolved informally. A formal process involves a grievance meeting, an investigation if needed, a written outcome, and the right to appeal.

Yes, you can raise a grievance anonymously, but this can make it difficult for an employer to investigate the issue properly and take action. Without knowing who raised the concern, it may be hard to gather evidence, ask follow-up questions, or provide feedback on the outcome.

Where possible, raise a grievance openly so it can be handled fairly and effectively. Employers are expected to treat grievances sensitively and protect employees from victimisation. In some cases, concerns may be better raised under a whistleblowing procedure, which offers specific legal protections.

If your grievance is against your direct manager, you should not be required to raise or resolve it with them. The grievance should instead be handled by someone impartial, such as another manager or HR.

The meeting and any investigation should be led by a person who is not involved in the complaint, to ensure fairness and avoid conflicts of interest. You should be told who will address your grievance and how the process will work before it starts.

The grievance process usually involves submitting a written complaint, attending a meeting to discuss the issue, and allowing the employer to investigate and reach a decision. Employees are normally offered the right to appeal if they are not satisfied with the outcome.

Each step should follow the organisation’s grievance policy and the principles of the ACAS Code of Practice to ensure fairness and consistency.

The steps of a grievance procedure process usually include:

1. Raising the grievance – the employee submits their concern, often in writing.
2. Acknowledgement and preparation – the employer reviews the complaint and plans the investigation.
3. Investigation – gathering facts, speaking to relevant people, and reviewing evidence.
4. Grievance meeting – the employee discusses their concerns and can be accompanied by a colleague or trade union representative.
5. Decision – the employer considers the evidence and provides a written outcome.
6. Appeal – the employee can challenge the decision if they believe it was unfair or the process was not followed correctly.

These steps should reflect the organisation’s policy and the principles of the ACAS Code of Practice.

After a grievance is filed, the employer will normally acknowledge it and decide whether it should proceed formally. The next steps usually include an investigation to gather facts, followed by a grievance meeting where the employee can explain their concerns.

Once the investigation and meeting are complete, the employer will issue a written decision explaining the outcome and any actions to be taken. The employee then has the right to appeal if they believe the decision is incorrect or the process was not followed fairly.

There is no fixed legal timeframe for a grievance procedure, but it should be handled as promptly as reasonably possible. Employers need time to investigate the issues, hold meetings, and consider the evidence before reaching a decision.

The ACAS Code of Practice emphasises avoiding unnecessary delays, so the length of the process will depend on the complexity of the grievance and how many people are involved.

You can bring either a work colleague or a trade union representative to a formal grievance meeting.

You cannot usually bring a friend, family member, or legal representative unless the organisation agrees to this as a reasonable adjustment or in exceptional circumstances. The companion’s role is to support you, take notes, and help you present your case, but they cannot answer questions on your behalf.

If you are too stressed to attend the meeting in person, you should tell your employer as soon as possible and explain how you are feeling. Employers are expected to consider reasonable adjustments where stress, anxiety, or another health issue is involved.

This may include holding the meeting remotely, allowing you to submit written information instead of attending in person, rearranging the meeting to a later date, or allowing extra support to be present.

You should not record a grievance meeting without the employer’s knowledge or consent.

If you want to record a grievance meeting, this must be discussed and agreed in advance. Secret recordings can damage trust and may be treated as misconduct. Instead, consider bringing a companion to take notes and share notes afterwards.

Grievances should be handled as confidentially as possible, but complete confidentiality cannot always be guaranteed. Information may need to be shared on a need-to-know basis so the issue can be properly investigated, for example with HR, managers, or witnesses.

Employers are expected to limit who has access to the information, handle it sensitively, and take steps to protect you from victimisation for raising a grievance.

Possible outcomes of a grievance procedure include:

• No action, if the grievance is not upheld.
• Informal resolution, such as mediation or changes to working arrangements.
• Formal action, including adjustments to duties, processes, or management practices.
• Further investigation or review, if more information is needed.
• Action taken against another employee, if misconduct or inappropriate behaviour is identified (handled through a separate disciplinary process).

The outcome should always be confirmed in writing and explain any next steps, including the employee’s right to appeal.

If you’re not happy with the outcome of a grievance process, you have the right to appeal. This is usually done by submitting an appeal in writing within a set timeframe, often stated in the organisation’s grievance procedure.

The appeal should be heard by someone who was not involved in the original decision, where possible. This gives the employer a chance to review the decision, consider any new information, and ensure the grievance process was addressed fairly.

The role of HR in a grievance is to ensure the process is fair, consistent, and carried out in line with organisational policy and employment law.

HR may guide managers on procedure, support the investigation, organise meetings, and keep records. They act as a neutral party, helping to ensure both sides are heard and that decisions are based on evidence. HR may also oversee appeals and advise on any follow-up actions needed to resolve the issue.

You cannot lose your job simply for raising a grievance. UK law protects employees from being dismissed or treated unfairly for making a genuine complaint, and doing so could amount to victimisation under the Equality Act 2010 or unfair dismissal under the Employment Rights Act 1996.

If a grievance uncovers serious misconduct by the employee who raised it, the employer may investigate that separately, but this must be based on evidence and not the act of raising the grievance itself.

You don’t receive compensation for raising a grievance. A grievance is a process for resolving workplace concerns, not a route to payment.

Compensation only becomes possible if the issue leads to a successful employment tribunal claim, for example, for discrimination, unfair dismissal, or breach of contract. In those cases, a tribunal may award financial compensation if it finds the employer acted unlawfully.

Employers and employees should focus on rebuilding working relationships once a grievance process has finished. This may involve agreeing clear next steps, resetting expectations, or using mediation to help resolve any remaining tension.

Open communication, support from HR or management, and a willingness on both sides to move forward are key to creating a positive working relationship after the process concludes.