Employing people

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Recruitment and getting started

 

Paperwork

 

Paying your staff

 

Pension schemes

 

Setting the rules

 

Working time and time off

 

Equal opportunities

 

Health, safety and working environment

 

Employee representatives and trade unions

 

Organisational change

 

Skills and training

 

Motivation

 

Dismissals, redundancies and other exits

 

Disciplinary problems, disputes and grievances

Handling discipline and grievance issues

 

Handling discipline and grievance issues

Handling a grievance

When dealing with a grievance:

  • ensure you're familiar with the procedure and apply it correctly
  • hold any grievance hearing in private without interruptions
  • where a grievance relates to the person's line manager, ensure that the employee can raise the grievance with someone else
  • listen carefully to the person's explanation of the problem and consider whether there is a deeper issue which might be the root cause of the grievance
  • listen to any conflicting points of view
  • weigh up all the evidence to see whether there is an issue you need to address
  • decide what action to take, trying to balance fairness to the person without compromising the business or other workers
  • inform all concerned parties of your decision and the appeal process
  • ensure you resolve any problems relating to policies, procedures or conduct where the grievance procedure highlights these
  • keep the process as confidential as possible

Deal with grievances sensitively, particularly where they concern other workers . Develop specific procedures for very sensitive matters involving unfair treatment, eg discrimination, bullying or harassment. See our guide on  bullying and harassment .

Consider also having a separate "whistleblowing" procedure, so that workers are encouraged to raise any complaints about wrongdoing, eg fraud, internally rather than disclosing them outside the business.

If a worker raises a separate grievance during a disciplinary hearing, it's good practice to adjourn the hearing until the grievance is dealt with.

By dealing with problems in a fair and reasonable manner, you're much less likely to lose valued and skilled staff through resignation. It will also help you successfully defend a constructive dismissal claim - see our guide on  dismissal .

It is essential that you follow the new statutory grievance procedure. Failure to do so can result in a 10 to 50 per cent increase in compensation for an employee who succeeds in an employment tribunal case against you. See the page in this guide on discipline and grievance procedures and the employment contract .

Subjects covered in this guide

 

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