HANDLING
EMPLOYEE
(GRIEVANCES AND
COMPLAINTS)
P R E S E N T E D B Y: D O N A F E V. M A N A G A N TA
D AT E : O C T O B E R 1 4 , 2 0 2 3
Various facets of managing
employee grievances and
complaints
Importance of creating a
culture where employees
feel safe and empowered
Role of HR professionals
and Supervisors
How to avoid grievances
UNDERSTANDING
EMPLOYEE
GRIEVANCE AND
COMPLAINT
Employee Grievances- are formal
complaints or concerns raised by
employees regarding their work
conditions.
Employee Complaints- can
encompass a broader range of issues,
including misconduct, harassment, or
policy violations.
An employee
grievance is a
What is complaint or concern
that an employee has
Employee with regards to:
Grievance?
Place of Scope of
Work Work
Manager Policies Colleagues
Grievance is generally defined as a “real or
imagined wrong, or other cause for protest
that is a cause of distress”. In legalese,
grievance is any “injury, injustice or wrong
that affords reason for resistance, and its
formal expression is in the form of a
complaint”.
It is a complaint when the employee merely
expresses his thoughts and opinions verbally,
talking about it to anyone who cares to listen.
It becomes a grievance when the employee
formalizes it, mostly through putting the
complaint in writing and submitting it to the
appropriate authority tasked to look into the
resolution of the complaint.
Handling employee grievances is a function of the
company human resource management department.
In these instances, the HR department acts as a semi-
independent body. It is “semi” independent because,
although they are part of the company’s administrative
structure, their actions in investigating and helping
resolve employee grievances must be independent and
unbiased, with respect to the employer or the subject of
the complaint.
Each grievance must be given serious attention, and
that falls on the shoulders of the HR or a grievance
committee, if there is one formed within the
organizational structure.
The main task of these grievance committees is to look
into the validity of the complaint.
1.Employee
compensation and
benefits
2.Employment and
personnel policies
Types of
3.Work load and
Grievances work distribution
4.Work conditions
5.Management-
Employee
relations
An employee may feel like he is
undercompensated, or that his salary is not
proportional to the level of his
1. Employee responsibilities combined with the bulk and
complexity of the work he is actually doing.
Compensation
An employee may also feel that there are
and Benefits benefits that he is entitled to but are not
being given.
Attention may also be fixed on pay equity
within the organization, with respect to the
amount of work and the nature of the job.
In instances when the company grants pay
increases or bonuses, if the incentives are
not balanced, the group receiving lower
incentives will make complaints that they
will feel compelled to take to a formal level.
Employees’ complaints
may also be spurred by
layoffs, transfers and
assignments
2. Employment
and personnel The grievance could also
policies be due to some areas or
clauses contained in the
company’s personnel
policies, such as the
hiring and recruitment
procedures, leave
administration, and merit
and promotion plans, to
name a few.
An employee can
also feel that he has
been unfairly given
more work than
3. Work load
other people in the
and work same rank
distribution
the complaint may
arise simply from
the employees’
opinion that the
company is working
them to the ground.
Unsafe
workplaces and
offices that pose
potential
physical harm
4. Work and health
conditions problems to
employees are
also seen as
valid reasons for
a formal
complaint
In some cases, it is possible
for you as an employee to
feel a divide or a gap with
management or your
employer. Maybe you are
having trouble gaining access
to, and communicating with,
5. Management- the employer. One way to
employee bridge that gap is to file a
relations grievance.
Unions exist to represent the
interest of the employees to
the management, and their
primary focus is on unfair
labor practices that harm the
relationship between the
management and employees.
Categories of Employee Grievance
N Category Explanation
o.
1 Individual / One person feels he has been
Personal mistreated.
Grievance
2 Group Grievance When several employees feel
they have been mistreated in
the same way
3 Union / Policy Grievance filed by the union
Grievance on behalf of a group of
individuals or the whole
bargaining unit or on behalf
Employee Grievance Committee
Set up a system for employees to lodge complaints.
You can ask them to write an email to the HR or the Committee
directly or you can place a Drop-in-box centrally to drop
complaints.
For employees who don’t wish to disclose their details, you can
also have an Ombudsperson who they can write to.
Make sure you have a timeframe in place for when and how you
will address complaints and stick to it. Employees expect their
complaints to be taken up on priority and treated seriously.
Why Addressing Grievances and Complaints
Matters
• Positive Work Environment
Fosters a positive school culture
• Legal and Ethical Obligations
School have legal and ethical responsibilities to address
grievances and complaints promptly
• Productivity
A healthier work environment leads to improved staff
productivity and morale
The role of supervisors
1. Initial Point of Contact:
• Supervisors are often the first point of contact when an employee has a grievance or
concern. Employees feel more comfortable approaching their immediate supervisor.
2. Active Listening:
• One of the key responsibilities of a supervisor is to actively listen to the employee's
grievance. They must provide their full attention, ask clarifying questions, and show
empathy.
3. Assessment:
• If the grievance cannot be resolved at the supervisor level, it's the supervisor's
responsibility to escalate it to the appropriate higher authority or HR. They should
provide all documentation and information needed for the escalation.
The role of supervisors
4. Resolution Attempts:
• Supervisors should attempt to resolve grievances at their level whenever possible.
This might involve mediating conflicts, providing solutions, or addressing
misunderstandings.
5. Documentation:
• Keeping accurate records is essential. Supervisors should document the details of the
grievance, including the date, time, parties involved, and any actions taken. Proper
documentation is crucial for transparency and accountability.
6. Maintaining Confidentiality:
• Supervisors must maintain the confidentiality of the grievance. Sharing information
without permission can lead to trust issues and potentially legal concerns.
The role of supervisors
7. Communication:
• Effective communication is key. Supervisors should communicate with the employee
throughout the process, providing updates on the status of the grievance and the actions
being taken.
8. Mediation and Conflict Resolution:
• In cases involving conflicts between employees, supervisors may need to act as mediators
to help the parties involved reach a resolution. This may require the use of conflict
resolution techniques.
9. Escalation When Necessary:
• If the grievance cannot be resolved at the supervisor level, it's the supervisor's
responsibility to escalate it to the appropriate higher authority or HR. They should
provide all documentation and information needed for the escalation.
The role of supervisors
10. Follow-up and Closure:
• After a resolution has been reached or the grievance has been
escalated, the supervisor should follow up with the employee to
ensure that they are satisfied with the outcome and that the issue has
been fully addressed.
11. Preventative Measures:
• Supervisors should take a proactive approach to prevent grievances
from arising in the first place. This involves creating an open and
communicative work environment and addressing issues before they
escalate.
The role of supervisors
12. Compliance with Policies:
• Supervisors should be well-versed in the organization's
grievance policies and ensure that they are followed. This
includes adhering to legal and ethical considerations.
13. Training and Development:
• Organizations should provide supervisors with training in
grievance handling, conflict resolution, and communication
skills. Developing these skills helps supervisors address
grievances effectively.
How to manage employee
grievance
Find a permanent solution.
Listen, and listen well.
Respond quickly.
Keep an open mind
Come up with alternative courses of actions.
Keep all communication lines open.
Document every step of the grievance process.
Establish and implement good policies on handling employee
grievance.
How to avoid grievances
Act as a reasonable employer.
Strictly adhere to policies and procedures.
Keep lines of communication open and clear.
Listen to your employees.
Keep the grievance redressal procedure simple.
Discourage favoritism and politics in the company.
Encourage performance and loyalty from employees.
"In the confrontation between the
stream and the rock, the stream
always wins - not through strength
but by perseverance."
- H. Jackson Brown
THANK YOU
AND
GOD BLESS US ALL
