What is the purpose of a grievance meeting?

The grievance meeting allows the employee to explain their complaint, present evidence, answer questions and discuss possible resolutions with the employer.

Can an employee be accompanied to a grievance meeting?

Yes. Employees usually have the right to be accompanied at a formal grievance meeting by a trade union representative or a workplace colleague.

How long should a UK grievance procedure take?

There is no fixed statutory timeframe, but employers should deal with grievances without unreasonable delay and follow the ACAS Code of Practice where applicable.

What is a grievance investigation?

A grievance investigation gathers facts and evidence before a decision is made. This may include reviewing documents, speaking to witnesses and considering relevant workplace policies.

What should a grievance outcome letter include?

The employer should provide a written outcome explaining the decision, any action to be taken and the employee’s right to appeal if they are dissatisfied.

Can an employee appeal a grievance outcome?

Yes. A fair UK grievance procedure should normally include an appeal stage, allowing the employee to challenge the outcome or how the process was handled.

What happens at the grievance appeal stage?

An appeal is usually reviewed by someone not previously involved, where possible. The employee may attend an appeal meeting and should receive a final written decision.

What should employers do during each grievance procedure stage?

Employers should follow a fair process, act promptly, investigate properly, allow representation where required and take the grievance seriously in line with the ACAS Code.

Can a grievance and disciplinary procedure run at the same time?

Yes. The same workplace issue can involve both procedures, but employers should decide whether to handle them separately, together or pause one process depending on the circumstances.

Can AI help create UK grievance procedure documents?

Employers can use AI-generated documents as a starting point for grievance policies, letters and procedures, but they should review them carefully to ensure they match UK law and business needs.

EN-GB>Governance>Disciplinary and Grievance Procedures>UK Grievance Procedure Stages Guide

UK Grievance Procedure Stages

Created: 8 Jun 2026

Understand each stage of a UK grievance procedure and how it supports fair workplace issue resolution. This guide is useful for employers, HR teams and employees seeking practical context alongside AI Generated Disciplinary and Grievance Procedures for use in the United Kingdom.

Stage name	Stage description	Common roles involved	Written record advisable	Typical document or decision	Fairness importance
Informal resolution
Initial Informal Discussion	Employee discusses the concern with a manager to try to resolve it early.	Employee Line manager	true	Brief note of issue and agreed action	Medium
Informal Manager Intervention	Manager speaks to relevant people and proposes a practical resolution.	Employee Line manager HR representative	true	Informal resolution note	Medium
Workplace Mediation	An impartial mediator helps parties explore a voluntary agreement.	Employee Line manager HR representative	true	Mediation agreement or no agreement note	Medium
Formal grievance raised
Escalation From Informal Stage	Employee decides the issue cannot be resolved informally and raises it formally.	Employee Line manager HR representative	true	Escalation note	High
Written Formal Grievance	Employee sets out the complaint in writing for formal handling.	Employee HR representative	true	Formal grievance letter or email	High
Requested Remedy Stated	Employee explains the outcome they want from the grievance process.	Employee	true	Remedy request in grievance letter	High
Initial Evidence Submitted	Employee provides documents, dates, names, and other supporting details.	Employee HR representative	true	Evidence bundle or attachment list	High
Acknowledgement
Receipt Acknowledgement	Employer confirms receipt and explains the next procedural steps.	HR representative Line manager	true	Acknowledgement letter or email	High
Grievance Chair Appointed	A suitable manager is appointed to hear and decide the grievance.	HR representative Grievance chair	true	Appointment or allocation note	High
Investigating Manager Appointed	An appropriate person is assigned to gather facts impartially.	HR representative Investigating manager	true	Investigation appointment note	High
Scope Clarified	Issues, allegations, dates, and desired outcomes are clarified before investigation.	Employee HR representative Investigating manager Grievance chair	true	Terms of reference or scope note	High
Procedure And Timescales Confirmed	Employer outlines the process, likely timings, and communication arrangements.	Employee HR representative Grievance chair	true	Process confirmation letter	High
Interim Measures Considered	Temporary steps are considered to protect parties while issues are assessed.	Employee Line manager HR representative Grievance chair	true	Interim action decision	High
Reasonable Adjustments Considered	Adjustments are considered where disability may affect participation.	Employee HR representative Grievance chair	true	Adjustment decision or support plan	High
Conflict Of Interest Check	Employer checks whether appointed managers are sufficiently impartial.	HR representative Investigating manager Grievance chair	true	Impartiality check note	High
Investigation
Investigation Plan Prepared	Investigator plans evidence, witnesses, questions, and likely timetable.	HR representative Investigating manager	true	Investigation plan	High
Documents Collected	Relevant emails, policies, notes, records, and messages are gathered.	HR representative Investigating manager	true	Document evidence bundle	High
Employee Investigation Interview	Investigator asks the employee about the complaint and supporting evidence.	Employee HR representative Investigating manager	true	Interview notes or statement	High
Witness Interviews	Relevant witnesses are interviewed and their evidence is recorded.	HR representative Investigating manager	true	Witness statements or interview notes	High
Respondent Interview	The person complained about is asked for their account where appropriate.	HR representative Investigating manager	true	Respondent interview notes	High
Confidentiality Managed	Sensitive information is shared only where necessary and fairly.	Employee HR representative Investigating manager Grievance chair	true	Confidentiality note or redaction log	High
Policy And Contract Review	Relevant policies, procedures, contracts, and handbooks are checked.	HR representative Investigating manager	true	Policy review note	High
Discrimination Issues Assessed	Allegations involving protected characteristics are assessed carefully.	Employee HR representative Investigating manager Grievance chair	true	Discrimination assessment note	High
Whistleblowing Issues Assessed	Protected disclosure concerns are identified and handled separately if needed.	Employee HR representative Investigating manager Grievance chair	true	Whistleblowing assessment note	High
Personal Data Handling	Personal data is handled lawfully, securely, and proportionately.	HR representative Investigating manager Grievance chair	true	Data handling or redaction note	High
Investigation Report Prepared	Investigator summarises evidence, findings, and matters for decision.	HR representative Investigating manager Grievance chair	true	Investigation report	High
Grievance meeting
Meeting Requirement Assessed	Employer decides how the employee can explain the grievance fully.	HR representative Grievance chair	true	Meeting decision note	High
Grievance Meeting Invitation	Employee is invited to attend a meeting to discuss the grievance.	Employee HR representative Grievance chair	true	Grievance meeting invite	High
Right To Be Accompanied Notified	Employee is told they may bring a workplace colleague or union representative.	Employee HR representative Grievance chair Companion	true	Meeting invite with companion right	High
Companion Availability Considered	A reasonable postponement is considered if the companion cannot attend.	Employee HR representative Grievance chair Companion	true	Postponement decision	High
Pre-Meeting Papers Shared	Relevant papers are shared so the employee can prepare.	Employee HR representative Grievance chair Companion	true	Meeting pack or evidence bundle	High
Grievance Meeting Held	Employee explains concerns, evidence, impact, and desired outcome.	Employee HR representative Grievance chair Companion	true	Meeting notes	High
Companion Participation Managed	Companion may address the meeting and confer with the employee.	Employee HR representative Grievance chair Companion	true	Meeting notes recording companion input	High
Meeting Adjourned For Further Enquiries	Meeting is paused if further investigation or clarification is needed.	Employee HR representative Investigating manager Grievance chair	true	Adjournment note and action list	High
Meeting Notes Confirmed	Notes are checked for accuracy and comments are recorded.	Employee HR representative Grievance chair Companion	true	Agreed or annotated meeting notes	High
Outcome
Evidence Considered	Decision-maker weighs evidence and decides whether complaints are upheld.	HR representative Grievance chair	true	Decision rationale note	High
Grievance Upheld	Employer accepts the complaint and identifies appropriate remedies.	Employee HR representative Grievance chair	true	Outcome letter upholding grievance	High
Grievance Partly Upheld	Employer accepts some issues and rejects others with reasons.	Employee HR representative Grievance chair	true	Outcome letter partly upholding grievance	High
Grievance Not Upheld	Employer rejects the complaint and explains the reasons.	Employee HR representative Grievance chair	true	Outcome letter not upholding grievance	High
Remedial Action Plan Set	Employer sets corrective actions, owners, and timescales where needed.	Employee Line manager HR representative Grievance chair	true	Action plan	High
Written Outcome Issued	Decision, reasons, action, and appeal right are confirmed in writing.	Employee HR representative Grievance chair	true	Final grievance outcome letter	High
Appeal Right Confirmed	Employee is told how and when to appeal the outcome.	Employee HR representative Grievance chair	true	Appeal instructions in outcome letter	High
Related Disciplinary Referral	Misconduct findings may be referred into a separate disciplinary process.	Line manager HR representative Grievance chair	true	Disciplinary referral decision	High
Appeal
Appeal Submitted	Employee challenges the outcome and states appeal grounds.	Employee HR representative	true	Appeal letter or email	High
Appeal Acknowledged	Employer confirms appeal receipt and next steps.	Employee HR representative Appeal chair	true	Appeal acknowledgement	High
Appeal Chair Appointed	A suitable person not previously involved is appointed where possible.	HR representative Appeal chair	true	Appeal chair appointment note	High
Appeal Meeting Invitation	Employee is invited to explain why the outcome should be changed.	Employee HR representative Appeal chair Companion	true	Appeal meeting invite	High
Appeal Companion Right Notified	Employee is reminded they may be accompanied at the appeal meeting.	Employee HR representative Companion Appeal chair	true	Appeal invite with companion right	High
Appeal Meeting Held	Appeal chair reviews grounds, process concerns, and any new evidence.	Employee HR representative Companion Appeal chair	true	Appeal meeting notes	High
Further Appeal Enquiries	Additional enquiries are made if appeal grounds require more evidence.	HR representative Investigating manager Appeal chair	true	Appeal enquiry notes	High
Appeal Outcome Decided	Appeal chair decides whether to uphold, vary, or overturn the outcome.	HR representative Appeal chair	true	Appeal decision note	High
Written Appeal Outcome Issued	Final appeal decision and reasons are confirmed in writing.	Employee HR representative Appeal chair	true	Final appeal outcome letter	High
Follow-up
Actions Implemented	Agreed remedies and management actions are put into effect.	Employee Line manager HR representative	true	Implementation update	High
Working Relationship Monitored	Manager checks whether workplace relationships and arrangements have stabilised.	Employee Line manager HR representative	true	Follow-up meeting note	Medium
Remedy Completion Checked	Employer confirms promised changes, payments, or support have been delivered.	Employee Line manager HR representative	true	Remedy completion record	Medium
Victimisation Risk Monitored	Employer monitors for retaliation after discrimination-related complaints.	Employee Line manager HR representative	true	Post-grievance monitoring note	High
Whistleblowing Detriment Risk Monitored	Employer monitors for detriment after protected disclosure concerns.	Employee Line manager HR representative	true	Post-disclosure monitoring note	High
Lessons Learned Review	Employer reviews process learning and policy or training improvements.	Line manager HR representative Grievance chair Appeal chair	true	Lessons learned note	Medium
Records Retained Securely	Grievance records are stored securely and retained only as necessary.	HR representative	true	Secure HR case file	Medium
Case Closure Confirmed	Employer confirms the procedure is closed and identifies any continuing support.	Employee HR representative	true	Closure email or letter	Medium

What Stages Should A UK Grievance Procedure Normally Include?

A robust UK grievance procedure usually moves from informal resolution to a written formal grievance, then acknowledgement, investigation, a grievance meeting, a written outcome, and an appeal. The Acas Code of Practice expects employers to deal with grievances promptly, carry out necessary investigations, allow the employee to be accompanied at grievance meetings, communicate decisions in writing, and provide an appeal where appropriate.

Why Do Written Records Matter In A Grievance Process?

Written records are advisable at almost every stage after an issue is raised because they help show what was complained about, how it was investigated, who was consulted, what evidence was considered, and why the final decision was reached. This is especially important where the grievance concerns discrimination, whistleblowing, bullying, pay, working hours, health and safety, or alleged breach of contract.

Who Should Handle Each Grievance Stage?

Where possible, UK employers should separate roles: the line manager may try informal resolution, an investigating manager may gather evidence, a grievance chair may decide the complaint, and a different appeal chair should hear any appeal. This separation helps reduce bias and improves the defensibility of the outcome.

What Are The Key Legal Risk Points For Employers?

Companion rights: workers have a statutory right to be accompanied at qualifying grievance meetings by a trade union representative or workplace colleague.
Reasonable adjustments: if disability may be relevant, employers should consider adjustments to meetings, evidence gathering, timing, location, and communication.
Time limits: grievances may overlap with employment tribunal limitation periods, so delay can create legal and evidential risk.
Appeals: a fair appeal should normally be handled by someone not previously involved and confirmed in writing.

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FAQs

What are the stages of a UK grievance procedure?

A UK grievance procedure stage is a step in the formal process an employee follows to raise and resolve a workplace complaint, such as informal discussion, written grievance, investigation, meeting, decision and appeal.

What are the main UK grievance procedure stages?

What is the first stage of a grievance procedure?

Does a grievance need to be in writing in the UK?

What happens after an employee submits a grievance?

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