Grievance
An employee has raised a grievance. Here's what to do.
The way you handle it now matters more than what caused it.
A formal grievance is on the record. How you respond, the process, the investigation, the outcome, determines whether this stays manageable or escalates into something much more expensive.
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Written and reviewed by Samantha Newton FCIPD, Chartered Fellow CIPD · 25+ years' employee relations experience · Last reviewed August 2026
If this sounds familiar, you're not alone
You've received a complaint, written or verbal, that has now become formal. It might be about a manager, a colleague, working conditions, or something that's been building for some time.
Your instinct may be to defend the decision or explain why the complaint is unfounded. That instinct is understandable. But acting on it without following a proper grievance process is one of the most common ways manageable complaints become expensive tribunal claims.
The grievance process gives the employee a fair hearing. Done correctly, it also gives you the best chance of resolving things without further escalation, and demonstrates procedural fairness if it does go further.
Typical situations supported
If any of these sound familiar, you're in the right place.
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Where grievances go wrong for employers
Most grievance problems aren't about the original complaint. They're about how the employer responded to it. Common mistakes include:
Dismissing the complaint without a proper investigation
Letting the manager implicated in the grievance conduct the hearing
Responding defensively rather than factually
Failing to keep adequate records of the process
Missing the employee's right of appeal
A grievance handled correctly, even when the outcome is 'not upheld', substantially reduces your legal exposure. A grievance handled dismissively creates problems, even if the original complaint was without merit.
What's at stake
What's actually at risk
Procedural failures routinely result in findings against employers, even when the underlying complaint was weak. Failure to follow the ACAS Code of Practice can increase any tribunal award by up to 25%.
A poorly handled grievance can also escalate significantly. If an employee feels their complaint was ignored or handled unfairly, they may resign and allege they had no choice but to leave, which creates additional legal risk for the business.
Most grievances that end in tribunal proceedings had a point where the right process, followed properly, would have resolved or significantly contained the situation.
How Magenta HR helps
In a single session, Samantha assesses the grievance, identifies the legal risk within it, and gives you a clear plan:
Assessment of the grievance and any legal exposure
Advice on who should hear it and how to structure the investigation
Guidance on conducting the hearing and what to record
Support drafting the outcome letter and managing the appeal stage
Written summary of process and next steps within 48 hours
You deal directly with Samantha throughout, someone who has handled hundreds of these situations.
The Magenta Method
From problem to sorted, in four clear steps
A clear, four-step approach so you always know where you stand and what happens next.
Understand
We get a clear, honest picture of what's really going on, beneath the surface.
Assess the risk
Your legal exposure and commercial impact, explained in plain English.
Plan the right path
Realistic options and the correct steps, in order, written up within 48 hours.
Resolve & protect
Support through it, then keep you protected so the next issue is caught early.
Real situation · anonymised
Grievance
Resolved before it escalated further
A formal complaint landed on a Friday afternoon.
Situation
An employee raised a grievance against a line manager. The owner had never handled one before and was worried about saying the wrong thing and making it worse.
What changed
A properly structured investigation and hearing. The right questions asked. Both parties treated fairly and the process documented throughout.
Outcome
Resolved without escalation. The employee stayed. The line manager got clear guidance. The business avoided tribunal risk.
Director, professional services
Reviewed by Samantha Newton FCIPD, Chartered Fellow of the CIPD, with 25+ years handling situations like this.
Common questions
Do I have to follow the ACAS Code of Practice?+
It isn't legally binding, but employment tribunals take it seriously. Failure to follow it can result in tribunal awards being increased by up to 25%. In practice, it sets the standard against which your process will be judged.
Can the line manager hear the grievance if the complaint is about them?+
No. The person hearing the grievance must be independent of the complaint. If that is difficult in a small business, Samantha can advise on how to manage this.
What if the employee goes off sick during the grievance?+
This is common and adds complexity. You can't push through a process in a way that worsens the situation, but you also can't pause indefinitely. How you manage this period matters, get advice before proceeding.
What if the grievance appears to be unfounded?+
You still need to follow the process. A grievance that isn't upheld isn't the same as one that was dismissed without investigation. Skipping the process, even when the complaint appears without merit, creates legal risk you didn't have before.
Ready to sort this out
Get a clear, honest read on your situation
Start with the free Situation Check to understand exactly what you're dealing with, or book a free consultation and talk it through with Samantha directly.
Not ready to book? Just tell me what's going on and I'll come back to you.
You deal directly with Samantha, no call centre, no junior, and if you can handle it yourself, she'll tell you. Getting it wrong can run to five figures; a focused session starts from £495 + VAT, with a written plan in 48 hours.
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