Grievance Policy: UK Employer Guide (2026)

Dealing with complaints from employees is an inevitable part of managing a workforce. Even in well-run organisations, issues can arise concerning workplace relationships, management decisions, working conditions or organisational practices. When these concerns are not addressed properly, they can quickly escalate into workplace conflict, reduced morale or legal disputes.

For employers, having a clear and structured grievance policy is one of the most effective ways to manage workplace complaints. A well-designed policy ensures that employees understand how to raise concerns and that managers know how those concerns must be handled. This promotes fairness, transparency and consistency while helping employers reduce the risk of legal claims, including claims before an employment tribunal.

Employees must also feel confident that if they raise concerns, those concerns will be taken seriously and addressed appropriately. Employers should therefore ensure that grievances are handled professionally, confidentially and without retaliation. In particular, employees must not be subjected to detriment or victimisation for raising legitimate workplace concerns, especially where those concerns relate to discrimination or harassment. Employers should also remain alert to concerns that may fall under whistleblowing protections, as some complaints raised through grievance channels may amount to protected disclosures requiring careful handling.

What this article is about: This guide explains the role of a grievance policy in UK workplaces and how employers should design and operate grievance procedures in line with UK employment law and the ACAS Code of Practice on Disciplinary and Grievance Procedures. It looks at what a grievance policy is, what types of workplace complaints may fall within the procedure, the legal framework governing grievance handling and the steps employers should follow to ensure grievances are dealt with fairly and lawfully.

Section A: What Is a Grievance Policy?

A grievance policy is a workplace policy that explains how employees can raise concerns about issues affecting them at work and how those concerns will be handled by the employer. The policy typically sets out the steps employees should follow when raising a grievance, the process the employer will follow to investigate the complaint and how decisions will be reached.

While workplace complaints may arise informally in many situations, a grievance policy provides a formal framework for dealing with more serious concerns or issues that cannot be resolved through informal discussion. Having a clear policy in place helps ensure complaints are handled consistently and fairly across the organisation.

A grievance policy normally sits alongside the employer’s wider framework of employment documentation, including the employment contract, disciplinary procedures and other policies such as bullying and harassment and whistleblowing.

1. What is a grievance?

A grievance is a concern, problem or complaint that an employee raises with their employer relating to their work, working conditions or workplace relationships. Employees may raise grievances about a wide range of issues affecting their employment. While some grievances involve alleged breaches of statutory or contractual rights, many relate to workplace practices or management decisions that the employee considers unfair or unreasonable, even where no legal breach has occurred.

Common examples of workplace grievances include complaints relating to:

• workplace behaviour or treatment by colleagues or managers
• discrimination, harassment or victimisation
• pay, benefits or contractual terms
• workload, working hours or working practices
• health and safety concerns
• workplace changes or management decisions
• workplace relationships or conflicts between employees

The grievance policy and grievance procedure provide a route to address these concerns internally and, where possible, resolve issues early before positions harden. In some circumstances, the issues raised may overlap with other legal frameworks, for example where concerns amount to a protected disclosure and should be handled in line with the organisation’s whistleblowing policy.

2. Grievance policy vs grievance procedure

The terms grievance policy and grievance procedure are often used interchangeably, but they refer to slightly different things.

A grievance policy is the written document that explains how workplace complaints will be handled. It normally sets expectations on confidentiality, outlines how concerns should be raised and describes the stages of the process.

A grievance procedure is the process followed when an employee raises a complaint, including investigation, meetings, decisions and appeals. In practice, most employers describe the grievance procedure within the grievance policy itself, and the policy should align with other HR processes such as the disciplinary procedure where relevant.

3. Why employers need a grievance policy

Although UK employment law does not strictly require employers to maintain a standalone written grievance policy, employers must ensure employees know how to raise concerns and who to raise them with as part of the written statement of employment particulars under the Employment Rights Act 1996. Most organisations implement a written policy to promote consistency, support managers and reduce legal risk.

Employers should also follow the ACAS Code of Practice on Disciplinary and Grievance Procedures. The Code is not legally binding, but employment tribunals must take it into account in relevant cases. Where either party unreasonably fails to follow the ACAS Code, a tribunal may adjust compensation by up to 25 percent under section 207A Trade Union and Labour Relations (Consolidation) Act 1992.

From a risk perspective, grievance handling is also closely linked to claims such as unfair dismissal and constructive dismissal. A failure to investigate grievances properly, or to deal with complaints in a way that preserves mutual trust and confidence, can weaken an employer’s position and may contribute to claims where an employee resigns in response to the employer’s conduct.

Grievance policies also support better workplace outcomes. Clear procedures help employees understand how to raise a grievance at work, what information to provide and what timescales and steps to expect, including the right to appeal.

Section Summary

A grievance policy provides the framework through which employees can raise workplace concerns and have those concerns addressed in a structured and fair manner. By establishing a clear process for managing complaints, employers can resolve disputes early, maintain workplace trust and reduce the risk of legal claims.

Section B: UK Legal Framework for Grievance Policies

Employers dealing with workplace grievances must operate within a clear legal framework. While there is no single statute that prescribes how grievances must be handled in every circumstance, several key areas of UK employment law shape how employers should manage employee complaints.

The most important sources of guidance and legal risk in grievance handling are the ACAS Code of Practice on Disciplinary and Grievance Procedures, the Employment Rights Act 1996 and the Equality Act 2010. Employment tribunals regularly assess grievance procedures against these standards when determining whether employers have acted fairly and lawfully.

Understanding this framework is essential when developing or operating a grievance policy, as failure to follow fair procedures can significantly increase the risk of tribunal claims.

1. ACAS Code of Practice on Disciplinary and Grievance Procedures

The ACAS Code of Practice on Disciplinary and Grievance Procedures provides the central framework for handling workplace grievances in the UK. Although the Code is not legally binding in itself, it carries significant legal weight.

Employment tribunals must take the ACAS Code into account when considering relevant claims. Where either an employer or employee unreasonably fails to follow the Code, a tribunal has the power to adjust compensation by up to 25 percent. This power arises under section 207A of the Trade Union and Labour Relations (Consolidation) Act 1992.

The Code sets out the fundamental principles employers should follow when dealing with grievances. These include:

• allowing employees to raise grievances without fear of retaliation
• addressing complaints promptly and fairly
• carrying out appropriate investigations before reaching decisions
• holding a grievance meeting to discuss the complaint
• allowing employees to be accompanied at formal grievance meetings
• communicating decisions clearly and providing reasons
• allowing employees the right to appeal

The Code also encourages employers to consider whether alternative dispute resolution, such as mediation, may be appropriate in some cases to help repair working relationships and resolve conflict.

2. Employment Rights Act 1996 requirements

The Employment Rights Act 1996 requires employers to provide employees with certain written information about disciplinary and grievance arrangements as part of the written statement of employment particulars.

Employers must inform employees how they can raise a grievance relating to their employment and who they should contact if they wish to raise such concerns. While this does not strictly require a detailed written grievance policy, most organisations adopt one to ensure clarity, consistency and alignment with the ACAS Code.

A written grievance policy also helps ensure that employees understand the workplace complaint procedure and that managers apply the organisation’s process consistently.

3. Equality Act 2010 protections

Many workplace grievances relate to allegations of discrimination, harassment or victimisation. In these cases, employers must ensure that grievance procedures are handled in a way that complies with the Equality Act 2010.

Employees who raise complaints about unlawful discrimination are protected against victimisation. Victimisation occurs when an employee suffers a detriment because they have carried out a protected act, such as complaining about discrimination, supporting another employee’s complaint or giving evidence in discrimination proceedings.

If an employee is subjected to detrimental treatment because they raised a discrimination grievance, the employer may face liability for victimisation. Employers should therefore ensure that grievance handling does not result in retaliation, adverse treatment or disadvantage for the employee, and that managers understand the legal risks associated with victimisation at work. For further context, see victimisation at work.

4. Whistleblowing and grievance overlap

Some complaints raised through grievance channels may also qualify as protected disclosures under whistleblowing legislation. This may arise, for example, where an employee raises concerns about unlawful activity, health and safety risks or regulatory breaches in the public interest.

Employers should be alert to this overlap, as protected disclosures can give rise to separate legal protections and risks, including claims for whistleblowing detriment. Where relevant, employers should consider whether the issue should be handled under the grievance procedure, the whistleblowing procedure or in a coordinated way consistent with both.

5. The role of employment tribunals

Where workplace grievances cannot be resolved internally, employees may choose to bring claims before an employment tribunal. Tribunals frequently examine how an employer handled any grievance raised prior to the legal claim.

Poor grievance handling can significantly weaken an employer’s position in tribunal proceedings. A failure to investigate complaints properly, to provide a fair opportunity for the employee to explain their concerns or to allow a meaningful right of appeal may contribute to findings in claims such as unfair dismissal, discrimination or breach of the implied term of mutual trust and confidence.

Grievance handling is also frequently considered in constructive dismissal cases. If the employer’s approach to the grievance amounts to a serious breach of contract or undermines trust and confidence, this can support an employee’s argument that they were entitled to resign and treat themselves as dismissed.

Tribunals will also consider whether the employer followed the ACAS Code and whether any procedural failures were reasonable in the circumstances.

Section Summary

Grievance policies operate within an important legal framework shaped by the ACAS Code of Practice, the Employment Rights Act 1996 and the Equality Act 2010. Although employers have flexibility in designing their procedures, they must ensure workplace complaints are handled fairly, investigated properly and resolved in accordance with recognised employment law principles.

Section C: Grievance Procedure Steps Employers Should Follow

When an employee raises a grievance, employers should follow a structured process that ensures the complaint is handled fairly, consistently and without unnecessary delay. While organisations may adopt procedures tailored to their size and structure, most grievance policies follow the same core stages outlined in the ACAS Code of Practice on Disciplinary and Grievance Procedures.

A clearly defined grievance procedure helps ensure that complaints are properly investigated, that employees are given an opportunity to explain their concerns and that decisions are reached based on the available evidence.

Following a consistent process also protects employers by demonstrating procedural fairness if the matter later forms part of an employment tribunal claim.

1. Employee raises the grievance

The grievance process normally begins when an employee informs their employer that they have a workplace concern or complaint. In many cases, issues may first be raised informally with a line manager or HR representative.

Informal discussions can often resolve minor issues quickly without the need to raise a formal grievance. Employers should encourage early dialogue where appropriate, as addressing problems at an early stage may prevent workplace conflict from escalating.

Where informal resolution is not possible, or where the complaint is serious, the employee may raise a formal grievance. This is usually confirmed in writing and should outline the nature of the complaint and the outcome the employee is seeking. Employers should acknowledge receipt promptly and explain the next steps, including indicative timescales.

Where the complaint concerns alleged misconduct, employers should also consider whether the issue is better addressed under the grievance procedure or through the disciplinary procedure, recognising that grievances and disciplinary action are different processes even where they may run alongside each other.

2. Investigation stage

Before holding a formal grievance meeting, the employer should carry out any investigation that is reasonably necessary to establish the facts. The investigation should be proportionate to the issues raised and should focus on gathering relevant evidence, which may include documents, emails, records and witness accounts.

The scope of the investigation will depend on the nature and seriousness of the grievance. In some cases, a simple review of the circumstances may be sufficient. In other cases, employers may need to interview multiple witnesses and review a substantial body of evidence. The aim is to ensure the employer has a reasonable basis for its decision.

Employers should seek to ensure investigations are impartial. Where possible, the investigator should not be someone who is directly involved in the matters complained of. In more complex cases, it may be appropriate to separate the roles so that the person investigating is not the same person who decides the outcome. Employers should also ensure that confidentiality is maintained as far as reasonably practicable.

For practical guidance on conducting workplace investigations, see workplace investigations and workplace investigation process.

If the grievance indicates possible breaches of contract or disputes about terms, employers may also need to consider the contract position, including the employee’s employment contract, and whether there is an alleged breach of employment contract.

3. Grievance meeting

Once the necessary investigation has been carried out, the employer should arrange a grievance meeting with the employee to discuss the complaint. The purpose of the meeting is to allow the employee to explain their concerns, present any supporting evidence and clarify what outcome they are seeking. The employer should also have an opportunity to ask questions and explore the issues raised during the investigation.

Under the Employment Relations Act 1999, employees have a statutory right to be accompanied at formal grievance meetings by either a fellow worker or a trade union representative. Employers should explain this right in the grievance policy and confirm it when inviting the employee to the meeting.

The meeting should be conducted fairly and respectfully, allowing the employee a reasonable opportunity to present their case. Employers should keep a written record of the meeting and any agreed next steps.

Where there are serious allegations and related disciplinary issues, employers may need to run a separate process under the disciplinary procedure, and in that context a disciplinary investigation and disciplinary hearing may be required for the employee accused of misconduct.

4. Decision and outcome

After the grievance meeting and any further investigation steps, the employer should reach a decision on the complaint. The outcome should be communicated to the employee in writing and should explain the findings, whether the grievance is upheld, partially upheld or rejected, and the reasons for the decision.

Where the grievance is upheld, employers should set out the steps they will take to address the issue and, where appropriate, any timescales for implementing changes. Possible outcomes may include changes to working arrangements, management guidance, training, mediation between employees or other remedial action.

Employers should also be alert to situations where a grievance reveals misconduct that may require separate disciplinary action. Where this happens, the grievance process should remain focused on resolving the complaint, while any disciplinary process should be managed separately under the employer’s disciplinary procedure to ensure fairness.

In disputes about alleged breach of terms by the employer, employers should consider whether the grievance engages issues such as breach of employment contract by employer and whether remedial steps are needed to reduce legal risk.

5. Appeal process

Employees should be given the opportunity to appeal the grievance outcome if they believe the decision was incorrect or that the procedure was not handled fairly.

An appeal should normally be heard by a manager who was not previously involved in the grievance process, where this is reasonably practicable. The appeal stage provides an opportunity to review the original decision and consider any new evidence or concerns raised by the employee.

Following the appeal meeting, the employer should communicate the final decision in writing. In most cases, this will conclude the internal grievance process. Employers should keep records of the grievance, investigation, outcome and appeal, as these may be relevant in any later employment tribunal proceedings.

Section Summary

A well-structured grievance procedure ensures workplace complaints are handled in a fair, transparent and consistent manner. By following recognised steps such as investigation, grievance meetings, written decisions and appeal opportunities, employers can resolve disputes effectively while demonstrating compliance with the ACAS Code and broader employment law principles.

Section D: How to Create a Grievance Policy

A grievance policy should provide a clear and practical framework for managing workplace complaints. While the core principles of grievance handling are set out in the ACAS Code of Practice, employers have flexibility in designing policies that reflect the size, structure and operational needs of their organisation.

An effective grievance policy should be easy for employees to understand and straightforward for managers to apply in practice. The policy should also ensure that grievances are handled consistently across the organisation and in a way that complies with UK employment law.

When developing a grievance policy, employers should focus on creating a process that promotes early resolution of workplace concerns while maintaining fairness and transparency.

1. Key elements every grievance policy should include

A grievance policy should clearly explain how employees can raise concerns and how those concerns will be addressed by the organisation. At a minimum, the policy should outline:

• how employees can raise a grievance and who they should contact
• the difference between informal complaints and formal grievances
• the stages of the grievance process
• how investigations will be conducted
• how grievance meetings will be arranged and conducted
• the employee’s right to be accompanied at formal meetings
• how decisions will be communicated
• the right to appeal and how appeals will be handled

Clear guidance on these points helps employees understand what to expect from the process and helps managers apply the procedure consistently.

Employers should also ensure that the grievance policy aligns with other workplace policies and procedures, including the disciplinary procedure and any policies dealing with bullying, harassment and whistleblowing.

2. Encouraging informal resolution

Not every workplace concern needs to become a formal grievance. Many issues can be resolved through informal discussion between employees and managers.

Encouraging informal resolution can help prevent minor issues from escalating into formal disputes. For example, misunderstandings about workload, communication issues between colleagues or minor workplace disagreements may often be resolved through early conversation.

Grievance policies should therefore encourage employees to raise concerns promptly and discuss issues informally with their manager or HR where appropriate. Employers may also consider whether mediation is suitable in some situations, particularly where workplace relationships have broken down and the aim is to restore effective working arrangements.

However, informal resolution may not be suitable in every situation. Serious complaints involving discrimination, harassment, bullying or alleged misconduct may require immediate formal handling and a structured investigation process.

3. Handling serious complaints

Some workplace complaints involve more serious issues that require careful handling. These may include allegations of discrimination, harassment, bullying, victimisation, or breaches of workplace policies.

Employers should ensure that their grievance policy allows such complaints to be investigated thoroughly and impartially. In some cases, the grievance process may lead to a separate disciplinary investigation where misconduct is alleged. Employers should take care to avoid conflating grievance and disciplinary processes, ensuring each is conducted fairly and in accordance with the relevant procedure.

Many employers support their grievance procedures with separate workplace policies addressing bullying and harassment, dignity at work and equality and diversity. For example, allegations of bullying and related conduct risks may also be managed through separate processes, and employers may wish to cross-refer in the grievance policy to relevant policies and supporting guidance such as accused of bullying at work.

Employers should also remain alert to whether a grievance is, in substance, a whistleblowing concern. Where an employee is raising concerns about wrongdoing in the public interest, the matter may qualify as a protected disclosure, and employers should ensure it is handled appropriately, including with reference to the organisation’s whistleblowing policy.

4. Communicating the grievance policy to employees

For a grievance policy to be effective, employees must know that it exists and understand how to use it.

Employers should ensure the grievance policy and procedure are clearly communicated to staff. This is typically done by including the policy in employee handbooks, internal HR policies, onboarding materials for new employees and workplace intranet systems.

Managers should also receive training on how to handle grievances appropriately. The effectiveness of the procedure often depends on how well managers understand their responsibilities, including the need for confidentiality, impartiality and procedural fairness. This is particularly important where grievance handling intersects with disciplinary action, dismissal risk, or workplace disputes.

Employers should also ensure that grievance procedures reflect the employment relationship and key terms, including the employment contract, as contractual processes and implied obligations of trust and confidence often underpin grievance handling decisions.

Section Summary

A well-designed grievance policy provides employees with a clear route to raise workplace concerns while ensuring employers manage complaints consistently and lawfully. By setting out a structured process for resolving disputes and communicating the policy clearly to staff, organisations can address problems early, maintain workplace trust and reduce the risk of legal disputes.

Grievance Policy FAQs

What is a grievance policy?

A grievance policy is a workplace policy that explains how employees can raise concerns or complaints about issues affecting them at work and how those concerns will be handled by the employer. It sets expectations around the steps involved in raising a grievance, how the employer will investigate the issues and how outcomes and appeals will be managed.

Is a grievance policy required by UK law?

UK employment law does not specifically require employers to have a standalone written grievance policy. However, employers must provide employees with information about how to raise grievances and who they should raise them with as part of the written statement of employment particulars. Most employers adopt a written grievance policy to ensure clarity, consistency and compliance with the ACAS Code of Practice on Disciplinary and Grievance Procedures.

What is the difference between a grievance policy and grievance procedure?

A grievance policy is the written document that explains how workplace complaints will be handled. A grievance procedure refers to the process followed when an employee raises a grievance, including investigation, grievance meetings, decisions and appeals. In practice, the procedure is usually set out within the policy.

How should an employee raise a grievance?

Employees are usually encouraged to raise concerns informally with their line manager first where appropriate. If the issue cannot be resolved informally or the matter is serious, the employee can raise a formal grievance, normally confirming the complaint in writing and setting out the issues and the outcome they are seeking. Employers should make clear in the grievance policy how complaints should be submitted and to whom.

Can an employee be punished for raising a grievance?

Employers should not subject employees to unfair treatment or retaliation for raising legitimate workplace concerns. Employees who raise complaints about discrimination are protected from victimisation under the Equality Act 2010. Retaliatory treatment may also expose employers to claims depending on the circumstances, including constructive dismissal or whistleblowing detriment where relevant.

Does an employee have the right to be accompanied at a grievance meeting?

Yes. Under the Employment Relations Act 1999, employees have the right to be accompanied at formal grievance meetings by either a fellow worker or a trade union representative. Employers should confirm this right when arranging grievance meetings.

How long should a grievance procedure take?

There is no fixed legal timeframe. Employers should handle grievances without unreasonable delay while allowing enough time for a fair investigation. Employers should set realistic timescales in the grievance policy and keep employees informed throughout the process.

What happens if a grievance is not resolved?

If the employee is dissatisfied with the outcome, they should be given the opportunity to appeal internally. If the matter remains unresolved, the employee may choose to pursue a legal claim before an employment tribunal depending on the nature of the complaint. In many cases, ACAS early conciliation will be required before a tribunal claim can proceed.

Can a grievance lead to disciplinary action?

Yes. If a grievance investigation reveals evidence of misconduct, the employer may initiate a separate disciplinary process for the employee or employees concerned. Employers should keep the grievance and disciplinary processes distinct to ensure procedural fairness, even where they may run alongside each other.

Can multiple grievances be investigated together?

Where several employees raise complaints about related issues or the same individuals, employers may investigate the grievances together where appropriate to ensure consistency and efficiency. However, each grievance should still be considered on its own facts and handled fairly, including allowing each employee to present their concerns and appeal any decision.

Conclusion

A grievance policy is a key part of effective workplace management. By providing employees with a clear route to raise concerns and ensuring those concerns are handled fairly, employers can maintain trust, resolve disputes early and reduce the likelihood of workplace conflict escalating into legal claims.

Although UK law does not strictly require employers to maintain a standalone written grievance policy, employers must ensure employees know how to raise concerns and who to raise them with as part of the written statement of employment particulars. In practice, most employers adopt a written grievance policy to support consistency, train managers and demonstrate compliance with the ACAS Code of Practice on Disciplinary and Grievance Procedures.

Employers who fail to deal with grievances properly can expose the organisation to significant legal and reputational risk. Poor grievance handling may contribute to claims such as unfair dismissal, discrimination and constructive dismissal, particularly where the employer’s actions undermine mutual trust and confidence. By contrast, employers who follow a structured process, investigate concerns proportionately and provide clear decisions and appeal rights are better positioned to resolve workplace complaints effectively and defend their position if disputes later arise.

For employers seeking to strengthen compliance and reduce risk, it is important that grievance policies align with the organisation’s broader employment framework, including the employment contract, related workplace policies and the disciplinary procedure.

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