Employers in the hospitality and leisure sector are facing a surge in employment tribunal claims, and grievances in that sector are more likely to lead to tribunal claims. This could be a sign of a failure to get to grips with grievances, but that doesn’t have to be the way. There are some essential tips and advice all employers need to follow when dealing with grievances.

My client has a hotel, which includes a bar and restaurant. It’s popular and often busy. Recently, one of the employees had an issue with a colleague and wanted to raise a grievance.

The company does not have a grievance policy, but they dealt with it as best they could. They thought they had a handle on it, but now they have had a claim brought against them, which is very critical of their actions. What advice is there for dealing with grievances effectively and reducing the risk of claims being brought? 

Grievances can have a big impact on an organisation and failing to deal with them in a timely and efficient manner can cause them to fester and escalate. They can be a drain on employee relations, performance and even retention.

According to the Birketts view: Employment tribunals impact report 2025, a survey of over 500 HR professionals across England and Wales, 56% of employment tribunal claims brought against the organisations surveyed were preceded by a grievance process in the previous 24 months, with hospitality and leisure sector organisations proportionally more affected.  

Have a policy

Firstly, a grievance policy is essential, and employers should develop one and roll it out to staff as soon as possible. It acts as a primary point of reference for employees who have a complaint or concern, directs them on what they need to do and sets out the process which will be followed.

As a minimum it should be based on the Acas Code of Practice on Disciplinary and Grievance.  

In line with the Acas Code, grievances should usually be dealt with informally in the first instance, especially where they are minor. This generally involves a discussion with the individual involved to check they are happy with that and to establish what they want to achieve.

An investigation should take place into the matter to enable the manager to provide a satisfactory response informally to the aggrieved employee. To do this effectively, managers will need to have the skills to talk to employees, offer explanations, allay their concerns and deal with the matter quickly and efficiently. They will also need the authority to deal with issues of concern and knowledge of internal policies and procedures.

However, not all issues can be dealt with informally. Some are too significant, such as where they involve bullying or harassment.

If that is the case, a formal grievance hearing should be arranged without delay to give the employee the chance to explain their concerns and allow a thorough investigation to take place.

Case law shows us that the longer a grievance is delayed, the more upset an employee can become – and the less likely the employer will be able to successfully defend a related employment tribunal claim.

A written outcome detailing whether the grievance is upheld or not, and an explanation for that decision will need to be provided and follow up action taken. They should also be given the right to appeal the decision.

Managerial skills play an important role

Key to this process working, whether formal or informal, is the skills of the manager in charge of dealing with the issue.

There is a great deal of skill required in resolving a grievance in a professional manner, and in a way that deescalates hurt feelings and the various other ways a grievance can impact on an individual.

This may mean formal training with the manager prior to any grievances, providing them with a mentor in the form of a more experienced manager, or allocating a HR practitioner to support them through the process.

Once again, a detailed policy will be invaluable by giving the manager a clear guide of the steps to follow and act to ensure consistency across the organisation.

By Stacie Cheadle, technical writer, Croner-i

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