What is a grievance?

This is when a colleague feels aggrieved/ upset about something that has occurred. This could be a one off situation, or something that has been ongoing for a while. It could be about anything, from working relationships to harassment concerns.

Most of the time, concerns can and will be managed on an informal basis, i.e. the individual will discuss it directly with the person, or raise it with their manager for guidance and support on how to address the concern and find a resolution. Other times, that may not be appropriate, or the informal route has been exhausted.

Why is a grievance policy & process important at Digital Science?

It helps us maintain a positive and inclusive work environment where employees feel valued, respected, and supported, and provides a fair, consistent, and transparent way to resolve workplace concerns.

Informal Support or Management

What is informal resolution?

Informal resolution means trying to resolve a concern/ grievance directly or with the help of a manager or People Services for advice, without going through a formal process.

Why should I encourage informal resolution first?

It's often the quickest and most effective way to address concerns. If dealt with in a timely manner, it can often avoid escalations to formal procedures

What should I do?

Firstly, listen to them. Hear what the concern(s) is.

Remain objective, but ensure you show understanding and empathy

Help them navigate how best to deal with the situation in order to get to the ideal resolution

Remind them of other support available, such as Employee Assistance Programmes (where applicable), and Danielle Fager, Global Health & Wellbeing Manager, for wellbeing and coaching support.

Formal Procedure

What is the formal procedure

In the event that informal resolution has not been successful, or if it has been determined that informal resolution is not appropriate, the next stage is to formally raise a grievance in writing, stating the grounds and providing as much information as possible, such as a timeline, supporting documentation and the desired resolution.

The Process

In line with our global grievance policy, colleagues should submit their formal grievance to their line manager (or line managers manager, if the grievance is about them) and also People Services. The aligned People Partner will provide support and guidance to both parties.

Who hears the grievance

Sometimes it will be appropriate that the line manager is the hearing manager, other times someone separate from the situation may be best placed. The aligned People Partner will work with all parties to identify the appropriate person and next steps.

Guidelines for hearing managers

If you are hearing manager, please read the information below to provide information, advice and next steps on managing the grievance process.

Before the Meeting (Preparation)

Thorough preparation is the foundation of a successful grievance hearing.

  1. Understand the Grievance:

  • Once you receive the colleague's written grievance from People Services, read it carefully multiple times.

  • Break the complaint down into distinct, separate points. For example, a grievance might contain a complaint about workload, a comment made by a colleague, and an issue with a rota. List these as Point 1, Point 2, and Point 3. This will help you structure the meeting and your final outcome letter.

  1. Conduct Initial Investigations:

  • You should carry out initial investigations where appropriate. This could include:

  • Reviewing emails or other relevant documentation mentioned in the grievance.

  • Checking team rotas, holiday records, or other system data.

  • Familiarising yourself with any company policies or procedures that are relevant to the complaint.

  1. Prepare Your Questions:

  • Prepare a list of open-ended questions to encourage detailed responses. Use the "who, what, when, where, why, and how" model. Your goal is to understand the full picture.

  • Be prepared to ask follow-up questions based on the answers you receive. Your prepared list is a guide, not a rigid script.

  • Always finish the meeting asking ‘do you feel you have had a fair hearing’. 

  1. Handle the Logistics:

  • Use the template letter from People Services to invite the colleague to the meeting, ensuring you give them reasonable notice (best practise would be 5 days prior).

  • Remind the colleague of their right to be accompanied by a work colleague or a trade union representative. If they request to bring a representative, be flexible with scheduling to allow them to attend

During the Meeting

Structure the meeting to ensure it is orderly, fair, and focused.

Step 1: Introduction

  • Welcome the colleague and their representative (if present).

  • Introduce everyone in the room and state their roles (e.g., "I am [Your Name], and I am here as the hearing manager to investigate your grievance. 

  • Introduce  the note taker if applicable, OR confirm you will be transcribing the meeting using Gemini and a copy of the notes will be sent to them after the meeting.

  • State the purpose of the meeting: to allow the colleague to explain their grievance and to help you understand the facts so you can reach a conclusion.

  • Confirm that the meeting is confidential.

Step 2: Right to be Accompanied

  • If the colleague has brought a representative, check their details (e.g., union credentials) and note them down.

  • If the colleague is alone, confirm they are aware of their right to be accompanied and are happy to proceed without a representative. Document their response in the notes.

Step 3: Summarise the Grievance Points

  • Begin by summarising your understanding of the grievance, using the points you identified during your preparation.

  • “Thank you for coming in. Based on your written submission, my understanding is that you have raised three main points. First, [...]. Second, [...]. And third, [...]. Is that a correct summary of the issues you wish to discuss today?”

Step 4: The Colleague's Explanation

  • Invite the colleague to explain their grievance in their own words, without interruption.

  • “Could you now please talk me through what happened in your own words? Please start from the beginning and provide as much detail as you can.”

Step 5: Ask Questions to Explore the Issues

This is the core of the meeting. Use your prepared questions to delve into each point of the grievance systematically.

Recommended Questions to Ask:

To Establish the Facts (The "What, When, Where, Who"):

  • “Could you describe the specific incident on [Date] in more detail?”

  • “Where did this happen?”

  • “Who was present when this occurred?”

  • “What was said, as best as you can recall?”

  • “You mentioned this has happened on multiple occasions. Can you give me other specific examples?”

  • “Is there any evidence that could support what you’re describing, such as emails, messages, or documents?”

To Understand the Impact:

  • “How did this situation/behaviour make you feel?”

  • “How has this impacted your ability to do your job or your wellbeing at work?”

  • “What was your response at the time of the incident?”

To Identify Witnesses and Further Information:

  • “Is there anyone else who may have seen or heard what happened?”

  • “Are there any other parties or witnesses you believe it would be relevant for me to speak to?”

To Explore Informal Resolution and Desired Outcome:

  • “Have you made any attempts to resolve this informally before raising this grievance? If so, what happened?”

  • “In an ideal world, what would a resolution look like to you? What outcome are you seeking?”

  • “What changes would you like to see to resolve this for the future?”

Step 6: Closing the Meeting

  • Summarise the key points discussed to ensure your understanding is correct.

  • Ask the colleague if they have anything else to add.

  • “Is there any further information you wish to present or anything we haven’t covered that you feel is important?”

  • “Do you feel you have had a fair hearing?”

  • Explain the next steps clearly. Inform them that you may need to adjourn to conduct further investigations (e.g., speak to witnesses) and that you will consider all the information before reaching a decision.

  • Provide a realistic timeframe for when they can expect to receive a written outcome.

After the Meeting (Decision & Communication)

  1. Further Investigation:

  • If you need to speak to witnesses, do so promptly. Ask neutral, fact-finding questions and maintain confidentiality. Keep a record of these conversations.

  1. Making a Decision:

  • Review all the evidence: the original grievance, the meeting notes, witness statements, and any other documentation.

  • For each distinct grievance point, decide whether it is:

  • Upheld: There is sufficient evidence to support the colleague's complaint.

  • Partially Upheld: There is evidence to support some parts of the complaint, but not others.

  • Not Upheld / Unproven: There is not enough evidence to support the complaint on the balance of probabilities.

  • Consider what actions or resolutions are appropriate based on your findings, referring to the potential outcomes listed in your policy (e.g., mediation, training, changes to procedure, or disciplinary action).

  1. Communicating the Outcome:

  • Draft the outcome letter using the template provided by People Services.

  • Ensure the letter clearly addresses each point of the grievance and explains the findings and the reasons for your decision.

  • Outline any actions that will be taken.

  • Inform the colleague of their right to appeal the decision, including the process and timeframe for doing so.

  • Send the draft letter and meeting notes to People Services for a final check before sending it to the colleague.

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