1. Encourage employees to handle grievances informally - without triggering your formal disciplinary procedure if possible, but to take them further if necessary.

2. Ask employees to present a written grievance written grievance to their immediate supervisor as the first step of a formal complaint.

3. Allow for one or two further steps, involving more senior managers, if the employee is not happy with the result.

4. Decide whether you will want to be able to involve an external adviser or body, such as ACAS, for grievances which cannot be handled internally.

5. Set rules for handling special cases: for example, if the grievance relates to the supervisor, or is particularly sensitive (eg discrimination).

6. Set a procedure for addressing collective grievances (eg through a recognised trade union).

7. Set a time limit for producing a written response to any grievance; include information on further steps available to the employee.

8. Provide for confidential interviews, if necessary, particularly where grievances relate to other employees.

9. Provide for any disciplinary issues which may arise to be handled separately (using your disciplinary procedure).

10. Produce a simple written procedure for employees; clarify the right to be accompanied by a colleague (or union representative) to the interview.

11. Encourage employees to raise legitimate grievances; reassure them that it will be kept confidential and that they will not be victimised as a result.

12. Train managers to discuss grievances openly, calmly and fairly, and to make considered decisions.

13. Stress the importance of addressing grievances and trying to analyse the root cause of apparently trivial grievances.

14. Keep simple, confidential records.

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Do's & Don'ts

Do:

Encourage informal resolution where possible.

Prepare a simple written procedure.

Identify special cases.

Respond quickly to any grievance.

Train managers and supervisors to handle grievances.

Treat grievances confidentially.

Don’t:

Ignore grievances, no matter how trivial they seem.

Take grievances as personal criticism.

Allow grievance hearings to become disciplinary interviews.

Victimise employees who raise legitimate grievances.

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