If an employee brought up a grievance, would you know how to handle it? Regardless of how good your HR practices may be, and how capable your managers are, you might find yourself in a situation whereby you need to follow a formal grievance procedure.
The grievance procedure should always be included in your employee handbook and be followed to the letter. This is crucially important because it can help you nip any problems in the bud, and keep your business out of costly employment tribunals.
Here, we outline the five critical steps that you need to cover.
- Informal discussion
All grievances should be taken seriously, so it’s essential you address the problem head-on rather than attempt to brush the issue under the carpet, in the hope that it will just disappear or fix itself. However, there’s no need to blow things out of proportion. Many problems can be handled with an informal chat between the employee and their manager.
If a suitable outcome can’t be reached, then the employee should be asked to submit a formal grievance letter, if they haven’t already done so.
- Formal meeting
At this stage, the issue needs to be discussed in more depth. The meeting should be held in a confidential setting, chaired by the manager designated to handle the full grievance process, and your employee should be advised that they can bring along a colleague or trade union representative.
In the meeting collect as much information as possible, and ask plenty of questions. It’s always wise to remain impartial, and treat the meeting as a fact-finding operation before going away to tie up loose ends and verify the finer details.
If the issues being discussed are particularly complex, then it may be necessary for you to pause proceedings for a short period of time to gather more information, and cross-reference the accounts that you’ve received.
Though it’s important that you’re thorough here, be mindful that the time is ticking. Having unresolved grievance procedures carrying on can have a real, tangible negative impact on your workforce. Wherever possible, give your employee a date that they can expect to hear an outcome. Managing expectations is critical, and shows that you’re treating the situation with importance.
- Communicating your final decision
At this stage, the employer must decide whether to uphold or dismiss the grievance. The decision should be communicated to the employee in writing, and they should also be provided with notes and minutes from any formal grievance meetings that were held as part of the process.
To fulfill your obligations here, you’ll need to make sure that all paperwork is carefully collated throughout the procedure. It should go without saying that your records need to be timely, accurate, and confidential.
- Right to appeal
It would be easy to assume that once the final decision has been communicated, everything is done and dusted. Although, this isn’t always necessarily the case. So you need to offer the option of an appeal, which would essentially restart the entire process.
To minimise the potential impact of bias, the case should be handed over to another manager wherever possible.
The very nature of grievance procedures means that they can be uncomfortable for everyone involved. However, they’re sometimes unavoidable, and you need to be sure that you can handle the situation in line with your responsibilities as an employer.
If you’re handling a particularly contentious grievance procedure, or it’s your first time navigating your way through the process, then speak to one of our HRRev Consultants to help ease the load and get the best possible outcome.