An employee says their manager is bullying them, their pay is wrong or a promised adjustment has not happened. The first response can determine whether the concern is resolved or becomes a larger dispute. A sound employee grievance procedure establishes what has been raised, protects relevant people and evidence, gives each side a fair opportunity to be heard and produces a reasoned outcome.
The current Acas Code still applies
The Acas Code of Practice on disciplinary and grievance procedures sets the minimum practical framework for formal grievances. Employers should deal with issues promptly and consistently, investigate where necessary, allow the employee to explain their case, permit accompaniment at qualifying formal meetings and provide an appeal.
The Code does not create a claim by itself, but tribunals take it into account and may adjust relevant awards by up to 25% for unreasonable non-compliance. Size and resources matter; fairness still does.
1. Acknowledge the concern and triage it
Acknowledge the grievance promptly and identify the policy, decision-maker and likely timetable. If the complaint concerns the employee's manager, provide another route. Do not insist on an informal conversation where the employee has chosen the formal procedure or the issue is too serious for it.
Triage the content before arranging the meeting. A grievance may also contain a discrimination allegation, whistleblowing disclosure, safeguarding concern, health and safety issue, data-protection problem or possible criminal conduct. More than one procedure may need to operate. Put immediate protections in place where necessary without deciding the allegation in advance.
Preserve messages, payroll information, CCTV and other time-sensitive evidence. Explain that information will be shared only as far as reasonably necessary; do not promise absolute confidentiality.
2. Define what the grievance is about
The current Code expects a formal grievance to be in writing and to describe its nature. A short complaint may still be valid. Clarify the allegations, relevant dates, people involved, evidence identified and the outcome the employee wants. Confirm that scope in neutral language so both sides know what will be examined.
Do not decide the legal label from the heading alone. Record the employee's words, establish the facts and assess each applicable duty. A genuine concern is not invalid because the wrong term was used.
3. Choose an impartial manager and investigation plan
The person chairing the grievance should be as impartial as practicable and should not be the subject of the complaint. Decide whether that person can also investigate or whether a separate investigator is needed. In a small business, the owner may have no uninvolved manager; an external HR investigator can preserve independence and leave somebody suitable to hear an appeal.
Plan the questions, documents and relevant witnesses proportionately. Gather evidence that supports and challenges the grievance, then apply the relevant policy and obligations.
Set the grievance procedure up fairly before interviews begin.
HR + SAFETY can review the complaint, identify overlapping duties, define the investigation questions and prepare a proportionate meeting and evidence plan.
Discuss a live grievance4. Hold the grievance meeting fairly
Arrange the formal meeting without unreasonable delay and give enough information for the employee to prepare. The meeting is their opportunity to explain the concern, provide evidence, identify witnesses and discuss possible resolution. Ask open questions, take accurate notes and avoid announcing a conclusion in the room. Adjourn where further investigation is required.
A worker has a statutory right, on a reasonable request, to be accompanied at a qualifying grievance hearing by a fellow worker, a trade union representative or an employed trade union official. If the chosen companion is unavailable, the employer must postpone to a reasonable alternative proposed by the worker that is no more than five working days later. A policy may allow a wider companion, and reasonable adjustments may require changes to how the process is conducted.
The companion may put and sum up the case, respond to points and confer with the worker, but cannot answer questions for them or prevent the employer explaining its position.
Employment Relations Act 1999: right to be accompanied ↗ · Acas: grievance meetings ↗
5. Investigate before deciding
Test relevant documents and witness accounts. Give a person criticised in the grievance a fair opportunity to answer the substance of the allegations, while limiting disclosure to what is necessary. Record conflicts in the evidence instead of selecting the account that is most convenient.
A grievance investigation and disciplinary process serve different purposes. If the evidence suggests misconduct, decide the grievance on its own terms and then use the proper disciplinary route before imposing a sanction. The current Code allows related grievance and disciplinary matters to be handled concurrently in suitable cases, or the disciplinary case may be paused. Record why the chosen structure is fair.
For sexual harassment, health, disability or whistleblowing complaints, apply the separate duties and protections as well.
Related guide: workplace sexual harassment duties → · Related guide: responding to a health condition →
6. Give a reasoned written outcome
Decide whether each part of the grievance is upheld, partially upheld or not upheld, using the evidence and the balance of probabilities. Explain the findings, the main reasons and what action will follow. A grievance can expose a real management or process weakness even where the most serious allegation is not established.
Outcomes may include correcting pay, clarifying responsibilities, training managers, reviewing a policy, making an adjustment or offering mediation. The complainant need not receive every detail of another employee's confidential disciplinary outcome.
Send the decision without unreasonable delay and explain any unavoidable hold-up. Include how and when to appeal.
7. Hear the appeal and close the actions
Ask the employee to set out their appeal grounds in writing. An appeal should review whether the procedure and outcome were fair, examine new evidence where relevant and consider whether the decision should change. Wherever possible, use a manager who was not involved before and remember that the statutory accompaniment right also applies at the appeal hearing.
Confirm the final decision in writing and track promised actions. Keep grievance, evidence, meeting, decision and appeal records securely under a defined retention approach.
Seven-point grievance checklist
Use this checklist as a control record, not a substitute for judgment. Complex complaints need a tailored plan, particularly where senior managers are involved or several employees have related concerns.
- Acknowledge the written concern and give a realistic timetable.
- Identify urgent protections and any overlapping legal procedure.
- Confirm the allegations, evidence, witnesses and requested resolution.
- Appoint an impartial chair and a proportionate investigator where needed.
- Invite the employee to a formal meeting and explain accompaniment rights.
- Investigate, decide each allegation and give the reasons in writing.
- Offer an impartial appeal and complete every promised action.
What the 2026 Acas consultation may change
Acas published a draft replacement Code on 30 July 2026 and its consultation remains open until 11:59pm on 23 September 2026. The draft is not in force. Employers must continue to follow the current 2015 Code and their own procedure.
The draft keeps the main formal steps but proposes stronger emphasis on informal resolution, equality, adjustments, training and mediation. It also suggests a short initial explanation, the informal steps tried and the resolution sought. These proposals may change before any new Code takes effect.
Treat a grievance as a structured decision, not a conversation to be closed quickly. Define the concern, protect people and evidence, use an impartial process, allow accompaniment, give both sides a fair opportunity to respond, explain the outcome and provide a genuine appeal.
This guide provides general information for UK employers. It is not legal advice and should not replace advice based on the facts of a specific matter.