Let’s be honest, even in the best workplaces, clashes can and do happen. A thoughtless comment, a misunderstanding over roles, or simply two personalities rubbing up the wrong way, conflict is part of human nature.

A clear grievance process is valuable, it gives employees and managers a structured, fair way to air concerns, reach a resolution and move forward together.

Below, The Little HR Department shares our top tips for handling grievances effectively, giving you the best chance of resolving conflict and minimising risk.

1. Start with a clear, written policy

It may sound obvious, but having a solid grievance procedure on paper is essential; having one is also a mandatory, legal requirement in the UK. Think of the policy as a roadmap: who to talk to, how to raise concerns, expected timescales, your appeal process, and the right to be accompanied. Clarity here avoids confusion later.

Don’t have a policy yet? Give us a shout and we can help.

2. Encourage informal chats first

Don’t feel you have to jump straight into a formal meeting if it’s not necessary. Often, a quick, informal chat can clear the air and defuse tension. This approach is faster, gentler and most people appreciate being heard without the bureaucracy. It also shows you’re committed to finding a solution rather than escalating the process unnecessarily.

However, don’t downplay a serious complaint; if there’s a genuine risk to someone’s wellbeing or a problem is likely to linger or worsen, we’d suggest moving to a formal grievance procedure straight away.

3. Keep things fair, confidential, and impartial

Everyone should feel that the process is reasonable. That means only involving the necessary people, sticking to your policy and the ACAS Code, and using a neutral investigator if necessary (especially if a manager’s involved).

Keep thorough notes under lock and key; confidentiality isn’t just courteous, it’s vital to protect personal data and comply with data protection law. In some cases it’s worth bringing in an impartial, experienced party (such as an independent HR consultant) to investigate or hear the grievance. Having someone removed from the situation can reassure everyone that the process is unbiased and fair (and if you need that kind of support, of course The Little HR Department can help!).

4. Be organised: plan each stage

A fair and compliant grievance process should flow through the following stages:

Acknowledge the grievance promptly

Investigate fully

Hear the employee’s case (with them having the right to bring someone)

Issue a written decision

Offer an appeal by someone unlinked to the original outcome

To make the process seamless, clarify who will handle each stage (acknowledgement, investigation, hearing and appeal) and maintain secure, well‑organised records.

Communicate realistic timelines to the employee, avoid unnecessary delays and provide regular updates. Handle each step sensitively and signpost staff to support if needed, clarity, transparency and care go a long way in ensuring trust and compliance.

5. Learn from common pitfalls

Avoid the traps we see all too often: ignoring your own policies, weak (or zero) note-taking, breaching confidentiality, not informing someone about their right to bring a peer or rep, and leaving grievances to fester. That’s the fastest route to distrust—and possibly legal trouble.

It’s worth noting that failure to follow the ACAS code for grievances (which your policy should mirror) could lead to an increase in tribunal awards of up to 25%.

6. Use mediation when appropriate

Sometimes it’s better to bring in a neutral mediator, either internal or external, before things escalate. Mediation can restore relationships, reduce stress on the organisation, and save time and money.

If you don’t have an in‑house HR team, mediation could come from either a neutral manager not involved in the dispute, provided they have the skills to handle it. Otherwise it may be more appropriate to look externally and bring in a professional mediator or experienced HR consultant to ensure impartiality.

7. Treat each grievance as a learning opportunity

After hearing a grievance case, take a step further: is there a pattern emerging? Could training fix similar issues in future? Sharing anonymised insights with leadership means you’re not just responding, you’re proactively improving things for the future.

Why It Matters to Get Grievances Right - for Your Team and Business

Handling grievances properly sends a powerful message that your business genuinely values fairness and openness. It helps build trust, maintains morale and reduces the risk of costly tribunal claims. By listening, learning and taking action when issues arise, you position your business as one that respects its people and is committed to continuous improvement.

Let’s talk

Need help revising your grievance procedure, training your managers, or actually hearing a grievance? We’ve got lots of experience guiding businesses through these situations. Give the experts at The Little HR Department a shout at hello@thelittlehrdepartment.com.