Up to 30,000 suppliers, many of them small businesses, are owed money by the failed construction...
If your employees want to file a grievance, there should be a fair and clear way to do this. Read our tips on setting up a grievance procedure.
- Produce a simple, written procedure for employees - written complaint, face-to-face interview, appeal - this should comply with the Acas Code of Practice.
- Give the name or job title of the person employees should contact in the case of a grievance in the written terms of employment.
- Encourage employees to handle grievances informally - without triggering your formal grievance procedure if possible - but to take them further if necessary.
- Tell employees they must present a written grievance to their immediate supervisor as the first step of a formal complaint.
- Arrange a face-to-face meeting to discuss the complaint in every case. Allow the employee at least three working days’ notice to prepare their case.
- Ensure you respond to any grievance in writing where it is not possible to meet the employee face-to-face (for example, where the employee has already left).
- Stress the importance of addressing grievances and trying to analyse the root cause of apparently trivial grievances.
- Decide whether you want to involve an external adviser or body, such as Acas, for grievances which cannot be handled internally.
- Set rules for handling special cases: for example, if the grievance relates to the supervisor, or is particularly sensitive (eg discrimination).
- Set a procedure for addressing collective grievances (eg through a recognised trade union).
- Set a time limit for producing a written response to any grievance.
- Provide for confidential interviews, if necessary, particularly where grievances relate to other employees. Clarify the right to be accompanied to the interview (eg by a union representative).
- If grievances arise in connection with a disciplinary issue, hear them as part of the disciplinary appeal; otherwise keep disciplining separate.
- Encourage employees to raise legitimate grievances; reassure them that it will be kept confidential and that they will not be victimised as a result.
- Train managers to discuss grievances openly, calmly and fairly, and to make considered decisions.
- Explain that the employee has the right to appeal; if possible, any appeal should be heard by someone senior who has not been involved in the initial hearing.
- Keep simple, confidential records.