What is a Grievance at Work?

A grievance is a concern, problem or complaint that you raise with your employer about something affecting you at work.

A grievance can relate to many different workplace issues, including:

• Pay or contractual terms
• Bullying or harassment
• Discrimination
• Working conditions
• Treatment by a manager or colleague
• Performance management
• Disciplinary action
• Redundancy
• Changes to your role
• Flexible working
• Failure to follow company procedures
• Health and safety concerns
• Unfair treatment

Some problems can be resolved informally. Where the issue is serious, cannot be resolved informally or you do not feel comfortable using an informal approach, you may decide to raise a formal grievance.

Can You Raise a Grievance During Another Employment Process?

Yes.

You can raise a grievance while another workplace procedure is taking place.

For example, you may raise concerns during:

• A disciplinary process
• A performance procedure
• A redundancy consultation
• A sickness absence procedure
• A restructuring exercise
• Another internal investigation

You might believe that the process itself is unfair, discriminatory, biased or being carried out for an improper reason.

Raising a grievance does not automatically stop the other procedure, but your employer should consider how the issues should fairly be dealt with.

Why Might You Raise a Formal Grievance?

A formal grievance creates a written record of your concerns and gives your employer an opportunity to investigate and respond.

It can help you:

• Clearly explain what has happened
• Identify the people involved
• Put important events on record
• Provide supporting evidence
• Ask for corrective action
• Challenge an unfair workplace process
• Raise discrimination or harassment concerns
• Protect your position before further action is taken
• Explore whether the employment relationship can be repaired

A grievance can also become important evidence if the dispute later results in Employment Tribunal proceedings.

Do You Have to Raise a Grievance Before Bringing a Tribunal Claim?

Not necessarily.

Failing to raise a grievance does not automatically prevent you from bringing an Employment Tribunal claim.

However, where the Acas Code of Practice on disciplinary and grievance procedures applies, a Tribunal can consider whether either party unreasonably failed to follow it.

Where an employee unreasonably fails to raise or pursue a grievance, certain Tribunal compensation can potentially be reduced by up to 25%.

Similarly, where an employer unreasonably fails to follow the Code, certain compensation can potentially be increased by up to 25%.

You should therefore normally consider using the grievance procedure where it is reasonably practicable to do so.

Should You Raise a Grievance Before Claiming Constructive Dismissal?

It can often be sensible to do so, but there is no absolute rule requiring a grievance in every constructive dismissal case.

Raising a grievance can:

• Notify the employer of the problem
• Give the employer an opportunity to respond
• Create written evidence
• Show that you attempted to resolve the issue
• Reduce the risk of an Acas Code adjustment against you

However, constructive dismissal cases can be highly fact-specific.

If you believe your employer has fundamentally breached your contract and you are considering resigning, you should obtain advice promptly before deciding what to do.

Remaining in employment for too long without clearly objecting can sometimes create arguments about whether you have accepted or affirmed the employer's conduct.

For further guidance, see Constructive Dismissal.

Should You Try to Resolve the Issue Informally First?

Often, yes.

For less serious issues, an informal discussion can sometimes resolve the problem quickly.

You might raise the matter with:

• Your line manager
• Another senior manager
• Human Resources
• A trade union representative

However, an informal approach may not be appropriate where the issue involves serious allegations such as:

• Discrimination
• Sexual harassment
• Serious bullying
• Violence
• Retaliation
• Serious misconduct
• Whistleblowing
• A significant contractual breach

In those circumstances, raising a formal grievance immediately may be appropriate.

How Do You Raise a Formal Grievance?

You should normally check your employer's grievance procedure first.

The policy should explain:

• Who should receive the grievance
• How it should be submitted
• What information should be included
• How the procedure will operate
• Whether there are internal timescales

A formal grievance should normally be made in writing.

If the grievance concerns your line manager, you should normally send it to:

• Another manager
• A more senior manager
• Human Resources
• Another person specified in the grievance policy

You should raise the grievance without unreasonable delay.

What Should You Include in a Grievance?

A grievance should be clear, factual and reasonably structured.

It can include:

• A statement that you are raising a formal grievance
• A clear explanation of the problem
• Relevant dates
• Relevant meetings or conversations
• Names of people involved
• Important emails or documents
• Examples of the treatment complained about
• Previous attempts to resolve the issue
• The effect the issue has had on you
• Why you believe the treatment or procedure was unfair
• The outcome you would like

Where possible, events should be presented in chronological order.

How Detailed Should Your Grievance Be?

Your grievance should provide enough information for your employer to understand:

• What you are complaining about
• Who was involved
• What happened
• When it happened
• Why you believe it was wrong
• What you would like the employer to do

A grievance does not necessarily need to contain every piece of evidence you may later rely upon.

However, significant allegations and important facts should normally be identified clearly.

Should You Refer to Evidence?

Yes, where relevant.

Evidence may include:

• Emails
• Messages
• Letters
• Meeting notes
• Policies
• Employment documents
• Performance records
• Payslips
• Medical evidence where relevant
• Witnesses
• Previous complaints

It can be helpful to identify supporting documents clearly rather than simply submitting a large amount of material without explanation.

Should You Mention Bullying or Discrimination?

Yes, if that accurately describes your complaint.

If you believe the treatment involves bullying, harassment or discrimination, explain:

• What happened
• Who was responsible
• When it occurred
• Why you believe the conduct was inappropriate
• Whether there were witnesses
• How the employer previously responded

For further guidance, see Bullying at Work and Discrimination.

What if Your Grievance Concerns Redundancy or Performance Management?

You can challenge aspects of an ongoing workplace process through a grievance where appropriate.

For example, you may believe that:

• Redundancy selection criteria are unfair
• Your redundancy score is inaccurate
• The redundancy is predetermined
• Suitable alternatives have not been considered
• Performance targets are unrealistic
• You have not received adequate training
• Important evidence has been ignored
• Allegations against you are inaccurate
• The procedure is discriminatory

For further information, see Redundancy and Performance at Work.

Should You Mention the Effect on Your Health?

If the workplace situation has affected your health and this is relevant to your complaint, you may choose to explain this.

For example, you may refer to:

• Stress
• Anxiety
• Sickness absence
• Medical treatment
• Occupational health involvement

You do not necessarily need to disclose more medical information than is relevant.

Where a health condition may amount to a disability, separate obligations concerning reasonable adjustments and disability discrimination may also arise.

What Tone Should You Use in a Grievance?

A grievance should normally remain professional and factual.

Even where you are understandably upset, avoid unnecessary:

• Personal attacks
• Insults
• Threats
• Exaggeration
• Speculation presented as fact
• Inflammatory language

A clear and measured grievance can often be more persuasive than an excessively emotional document.

You can still describe the seriousness of what happened and how it affected you.

Does Raising a Grievance Stop Employment Tribunal Time Limits?

No.

This is extremely important.

Submitting a grievance does not normally stop or extend an Employment Tribunal limitation period.

Your employer may continue investigating the grievance while the deadline for a legal claim is running.

As at 10 September 2026, most Employment Tribunal claims still generally have a limitation period of three months minus one day from the relevant event.

From 1 October 2026, the time limit for most claims will increase to six months minus one day where the relevant limitation period starts on or after that date.

Different claims can have different rules.

Before bringing most Employment Tribunal claims, you must normally notify Acas and begin Early Conciliation.

You should therefore check any applicable legal deadline separately from the internal grievance process.

What Should Your Employer Do After Receiving a Grievance?

Your employer should take the grievance seriously and follow a fair procedure.

Under the Acas Code and guidance, this will normally involve:

• Acknowledging the grievance
• Considering whether an investigation is required
• Gathering relevant information
• Speaking with relevant people
• Arranging a grievance meeting
• Giving you an opportunity to explain your concerns
• Considering evidence from all sides
• Reaching a fair decision
• Confirming the outcome in writing
• Providing an opportunity to appeal

The procedure should be handled without unreasonable delay.

Does Your Employer Have to Investigate?

Where investigation is necessary to understand the grievance properly, the employer should investigate before reaching a final conclusion.

An investigation might involve:

• Interviewing witnesses
• Reviewing emails
• Reviewing messages
• Examining policies
• Checking meeting records
• Looking at performance documents
• Reviewing redundancy evidence
• Reviewing CCTV where appropriate
• Considering other relevant records

The extent of the investigation will depend on the seriousness and complexity of the complaint.

How Quickly Should a Grievance Meeting Take Place?

The grievance meeting should be arranged without unreasonable delay.

There is no fixed statutory number of days applying to every grievance.

Current Acas guidance indicates that employers should aim to hold the meeting promptly and suggests that within five working days may be appropriate where practicable.

More complex circumstances may reasonably require additional time.

You should also be given sufficient notice to prepare.

What Happens at a Grievance Meeting?

The meeting gives you an opportunity to explain your complaint in more detail.

You should normally be able to:

• Explain what happened
• Clarify your grievance
• Provide evidence
• Identify witnesses
• Answer relevant questions
• Explain how the situation affected you
• Suggest how the matter could be resolved
• Raise any further relevant information

Your employer should approach the meeting impartially and with an open mind.

What Should Your Employer Do During the Meeting?

Your employer may:

• Ask you to explain particular allegations
• Ask for further information
• Review supporting documents
• Ask about witnesses
• Discuss possible solutions
• Take notes
• Identify issues requiring further investigation

An employer does not necessarily need to make an immediate decision at the meeting.

Further investigation may be required before the outcome can be decided.

Do You Have the Right to Be Accompanied?

Yes, where the statutory right applies to the grievance hearing.

You can normally make a reasonable request to be accompanied by:

• A fellow worker
• A trade union representative
• A trade union official

Your employer's policy may provide a wider right to bring someone else.

Where you have a disability, the employer may also need to consider whether allowing another person to attend is required as a reasonable adjustment.

What Can Your Companion Do?

With your permission, your companion can normally:

• Take notes
• Present your case
• Respond to points made during the meeting
• Sum up your case
• Confer privately with you

Your companion cannot normally:

• Answer questions that are addressed directly to you
• Speak against your wishes
• Prevent another person from explaining their position

What if Your Companion Cannot Attend?

If your chosen statutory companion cannot attend on the proposed date, you can request another reasonable date.

The statutory rules provide protection where the alternative time is reasonable and falls within five working days of the original proposed date.

Depending on the circumstances, it may also be reasonable for an employer to consider a later date.

Can You Insist on an External Person Handling Your Grievance?

Not generally.

You do not normally have an automatic right to require your employer to appoint:

• An external HR consultant
• An independent solicitor
• An external investigator

However, the employer should try to ensure that the person dealing with the grievance is sufficiently impartial.

Where your grievance concerns your manager, it may be appropriate for it to be handled by:

• A more senior manager
• Another manager
• Human Resources
• Someone else who has not been involved

In a small organisation, complete separation may not always be possible.

What if Nobody Internally is Independent?

You can ask the employer to consider appointing an external investigator or HR professional.

The employer does not necessarily have to agree.

The key issue is whether the procedure used is fair and reasonable in the circumstances.

If the grievance involves serious allegations against senior management, the level of independence may become particularly important.

What if Your Employer Ignores Your Grievance?

An employer should deal with a formal grievance promptly and fairly.

Ignoring a grievance altogether or allowing unreasonable delays can create significant legal risks.

Depending on the circumstances, a serious failure to address legitimate complaints may contribute to allegations of:

• Breach of contract
• Breach of trust and confidence
• Discrimination
• Victimisation
• Unfair dismissal
• Constructive dismissal

However, a delay or procedural failing does not automatically establish one of these claims.

The seriousness and circumstances will matter.

Can Failure to Deal With a Grievance Lead to Constructive Dismissal?

Potentially.

A serious failure to deal with a grievance may contribute to a breach of the implied term of mutual trust and confidence.

Whether this is sufficient to support a constructive dismissal claim depends on the circumstances.

Relevant factors can include:

• The seriousness of the underlying complaint
• Length of the delay
• Whether the employer deliberately ignored the grievance
• Whether the employee was given explanations
• Whether other serious breaches had already occurred
• The overall conduct of the employer

Constructive dismissal claims are complex and resignation should not be treated as an automatic next step.

See Constructive Dismissal.

Can Witnesses Remain Anonymous?

Potentially.

There may be circumstances where an employer has a genuine reason to protect a witness's identity.

For example, the witness may have legitimate concerns about retaliation.

However, the employer should balance confidentiality against your ability to understand and respond to evidence being relied upon.

The employer should consider:

• Why anonymity is requested
• Whether the concern is genuine
• Whether the evidence can be corroborated
• Whether identifying details can be removed
• Whether sufficient information can still be provided to you
• How much weight should be placed on anonymous evidence

Anonymous evidence should not automatically be accepted without considering fairness.

Do You Have to Attend the Grievance Meeting?

You should normally make reasonable efforts to attend.

However, there may be circumstances where attending is difficult because of:

• Illness
• Disability
• Anxiety
• Other serious personal circumstances

The employer should consider reasonable alternatives where appropriate.

These might include:

• Rearranging the meeting
• Holding it remotely
• Allowing additional breaks
• Obtaining written submissions
• Making reasonable adjustments

An employer should not automatically reject a grievance simply because an employee cannot attend a conventional face-to-face meeting.

Can Your Grievance Be Dealt With Entirely in Writing?

Potentially.

A grievance meeting is normally useful because it allows both sides to discuss the issues.

However, where there is a genuine reason why a meeting cannot reasonably take place, the employer may consider dealing with the matter through written submissions.

This may be particularly relevant where:

• You are seriously unwell
• A disability affects your ability to attend
• The employment relationship has already ended
• Both sides agree that written correspondence is sufficient

The process should still allow a fair opportunity for relevant information to be considered.

Are You Entitled to the Meeting Notes?

Current Acas guidance recommends that employers keep records of grievance proceedings and provide the employee with copies of the grievance meeting record or notes.

You should normally have an opportunity to check whether the notes accurately reflect the meeting.

If you disagree with them, you should:

• Identify the disputed sections
• Provide corrections
• Explain what you believe was actually said
• Ask for your comments to be retained with the original notes

Where agreement cannot be reached, both versions can remain relevant if there is a later dispute.

Can You Make a Subject Access Request for Grievance Documents?

Potentially.

Under data protection law, you can make a subject access request for your personal data.

This may include personal data contained in:

• Grievance correspondence
• Emails
• Meeting notes
• Investigation records
• Witness statements
• HR records

However, a subject access request gives you access to your personal data, not automatically every document connected with the grievance.

The employer may also need to consider:

• Third-party personal data
• Legal professional privilege
• Applicable exemptions
• Confidential information
• Appropriate redactions

The employer should consider whether information can be provided in redacted or anonymised form rather than automatically withholding an entire document.

For further guidance, see Data Protection.

Does Your Employer Have to Stop a Disciplinary Process Because You Raised a Grievance?

No.

Raising a grievance does not automatically suspend an ongoing disciplinary process.

Depending on the circumstances, your employer may:

• Pause the disciplinary process
• Hear the grievance first
• Run the procedures at the same time
• Deal with overlapping issues together
• Continue one process while separately investigating the other

The approach should be reasonable and fair.

For further information, see Dismissal and Disciplinary Process.

What if Your Grievance is About the Person Running the Disciplinary Process?

The employer should take this seriously.

For example, you may allege that the person:

• Is biased
• Has bullied you
• Has discriminated against you
• Has predetermined the outcome
• Has a conflict of interest

The employer should consider whether another appropriate person can take over the relevant stage.

It does not automatically follow that the existing manager must be removed, but failing to address credible concerns about impartiality can affect the fairness of the procedure.

You may also be able to raise procedural unfairness as part of an Appeal.

What Happens After the Grievance Meeting?

After any necessary investigation has been completed, your employer should reach a decision.

The outcome should normally be communicated in writing and without unreasonable delay.

The decision should explain:

• Whether the grievance is upheld
• Whether it is partially upheld
• Whether it is rejected
• The main reasons for the decision
• What action will be taken where appropriate
• Your right to appeal

Some information may legitimately need to remain confidential.

For example, if disciplinary action is being taken against another employee, you may not be entitled to receive confidential details of that person's disciplinary sanction.

What Can Happen if Your Grievance is Upheld?

Where the grievance succeeds, the employer may take steps such as:

• Correcting a decision
• Changing a working arrangement
• Paying money that was owed
• Providing additional training
• Changing reporting arrangements
• Addressing inappropriate behaviour
• Taking disciplinary action where appropriate
• Making reasonable adjustments
• Changing a workplace policy
• Providing management support
• Taking steps to prevent the issue recurring

The appropriate remedy will depend on the complaint.

Does Upholding a Grievance Automatically Remove an Earlier Breach?

Not necessarily.

If the employer previously committed a serious contractual breach, taking corrective action later does not automatically mean that the original conduct never occurred.

However, how the employer responds can still be highly relevant when considering:

• Whether the workplace relationship can continue
• Whether the problem has genuinely been resolved
• Whether further losses arise
• The employee's subsequent conduct
• Any future legal claim

You should obtain advice before resigning simply because a grievance has been upheld or rejected.

Do You Have a Right to Appeal?

The Acas Code expects employers to provide an opportunity to appeal a formal grievance outcome.

You should check your employer's grievance policy for any internal deadline.

An appeal might be appropriate where:

• Relevant evidence was ignored
• Findings were unsupported
• The investigation was incomplete
• The procedure was unfair
• New evidence has become available
• The proposed remedy does not resolve the issue
• The decision-maker was not impartial

For further guidance, see Appeal.

Who Should Hear the Appeal?

Where reasonably practicable, the appeal should be handled by someone who:

• Was not previously involved
• Is impartial
• Has sufficient authority to reconsider the decision

Ideally, this will be a more senior manager.

Smaller organisations may have limited options, but they should still try to ensure the appeal is dealt with as independently as reasonably possible.

Can an Employer Be Penalised for Mishandling a Grievance?

Potentially.

Where the Acas Code applies and the employer unreasonably fails to comply with it, an Employment Tribunal can potentially increase certain compensation by up to 25%.

A procedural mistake does not automatically produce a 25% increase.

The Tribunal will consider matters including:

• Whether the failure was unreasonable
• The seriousness of the failure
• Which parts of the Code were not followed
• The surrounding circumstances

Similarly, unreasonable failure by an employee to follow the Code can potentially lead to a reduction.

What if Your Grievance is Rejected?

If you disagree with the decision, possible next steps can include:

• Appeal the outcome
• Seek clarification
• Continue working
• Consider mediation
• Seek professional advice
• Consider a negotiated resolution
• Consider whether an Employment Tribunal claim is available

You should not assume that resignation is automatically the correct response.

Where constructive dismissal is being considered, the legal and financial consequences should be assessed carefully first.

Can You Raise a Grievance After Leaving Employment?

Yes, you can still write to your former employer raising concerns after your employment has ended.

However, whether the employer is required to operate its full internal grievance procedure after termination will depend on the circumstances and its applicable policies.

Some employers may still investigate because:

• The allegations are serious
• Current employees are affected
• Regulatory issues arise
• The matter may lead to litigation
• There is an opportunity to resolve a dispute

Where possible, it is often preferable to raise workplace concerns while you remain employed.

However, leaving employment does not prevent you from raising relevant legal claims subject to applicable time limits.

For further guidance, see Notice.

Does a Grievance Extend the Date of the Last Act of Discrimination?

Not automatically.

If you complain about an earlier discriminatory act through a grievance, the fact that the grievance procedure remains ongoing does not necessarily mean that the original discrimination is continuing.

For example, if a promotion was unlawfully refused on a particular date, an internal grievance about that decision does not automatically move the date of the discriminatory act to the date of the grievance outcome.

However, if the grievance process or outcome is itself discriminatory or victimising, that may amount to a separate act and could potentially form part of a continuing course of discriminatory conduct depending on the facts.

You should therefore never assume that waiting for a grievance decision protects your Tribunal deadline.

For further guidance, see Discrimination.

Can Your Employer Treat You Badly Because You Raised a Grievance?

The legal position depends partly on what the grievance concerns.

Where your grievance alleges unlawful discrimination, treating you badly because you raised that complaint may potentially amount to victimisation under the Equality Act 2010.

Where your grievance contains a qualifying protected disclosure, whistleblowing protections may also potentially apply.

Other contractual or statutory protections may arise depending on the circumstances.

However, raising an ordinary workplace grievance does not automatically create protection against every subsequent management decision.

Can You Negotiate an Exit After Raising a Grievance?

Yes.

Sometimes a grievance resolves the employment relationship successfully.

In other cases, the relationship may have deteriorated to the point where the employer and employee prefer to discuss an agreed departure.

Potential negotiations can cover:

• Compensation
• Notice pay
• Outstanding salary
• Holiday pay
• Bonus
• Benefits
• Reference wording
• Confidentiality
• Restrictive covenants
• Termination date

A legally binding agreement commonly takes the form of a settlement agreement.

For further information, see Settlement Agreements.

Is a Grievance Always the Best Route?

Not necessarily.

The appropriate approach depends on:

• What has happened
• How serious it is
• Whether you remain employed
• Whether another procedure is already taking place
• Whether discrimination is involved
• Whether you want to remain with the employer
• Whether a Tribunal deadline is approaching

Possible alternatives can include:

• Informal discussion
• Mediation
• An appeal under another procedure
• A reasonable adjustment request
• Collective consultation
• Settlement discussions
• Acas Early Conciliation
• Employment Tribunal proceedings

The correct route depends on your particular circumstances.

When Should You Seek Professional Advice?

Early advice may be useful where:

• You are facing dismissal
• A disciplinary process is underway
• You are at risk of redundancy
• You believe you have been discriminated against
• You have experienced serious bullying or harassment
• Your grievance has been ignored
• Your grievance has been rejected
• You are considering constructive dismissal
• You are considering resigning
• You are negotiating an exit
• A Tribunal deadline may be approaching

A well-structured grievance can be an important part of protecting your position, but it should be approached strategically and should not distract from any applicable legal deadlines.