Should I Raise a Grievance at Work? What to Consider Before Making a Formal Complaint

If something has gone wrong at work, it can be difficult to know what to do next.

You may feel upset, ignored, undermined, treated unfairly, bullied, excluded, overloaded, or unsupported. You may have already tried to speak to your manager or colleague and found that nothing changed. Or you may feel that the issue is too serious to deal with informally.

At that point, many employees start searching for answers about how to raise a grievance at work.

A grievance is a formal way of raising a problem or complaint with your employer. It can be an important step, particularly where the issue is serious, repeated, unresolved, or affecting your wellbeing. However, it is also worth understanding what the grievance process can and cannot do before you begin.

In some situations, a formal grievance is the right route. In others, an earlier conversation, support from HR, conflict coaching, workplace mediation, or another form of early resolution may help resolve the issue before positions become fixed.

This guide explains what to consider before raising a grievance, when a formal process may be suitable, and what other options may be available.

What is a workplace grievance?

A workplace grievance is a formal complaint raised by an employee about something connected to their work.

This could involve:

• unfair treatment;

• bullying or harassment;

• discrimination;

• problems with a manager or colleague;

• changes to your role or working conditions;

• workload, stress or lack of support;

• pay, hours or contractual concerns;

• disciplinary issues;

• poor communication;

• or a breakdown in working relationships.

Most employers should have a written grievance procedure. This is usually found in an employee handbook, HR policy, intranet, contract, or staff manual. The procedure should explain who to contact, how to raise the grievance, what happens next, whether there will be a meeting, how long the process may take, and whether you can appeal the outcome.

A formal grievance is usually made in writing. It should explain what has happened, why you are concerned, what steps you may already have taken, and what outcome you are seeking.

Should you try to resolve the issue informally first?

In many workplace situations, it is sensible to consider whether the issue can be raised informally before submitting a formal grievance.

This does not mean ignoring the problem. It means asking whether there is a safe, realistic and constructive way to address the issue before it becomes a formal complaint.

Informal resolution might involve:

• speaking to your manager;

• asking HR for guidance;

• having a structured conversation with the other person;

• requesting a facilitated meeting;

• using conflict coaching to prepare for a difficult conversation;

• or asking whether workplace mediation is available.

Informal resolution can be useful where the problem is mainly about communication, misunderstanding, relationship breakdown, tension between colleagues, or a loss of trust. These issues can become much harder to repair once a formal process begins.

However, informal resolution is not always appropriate. If the issue is serious, involves alleged discrimination, harassment, victimisation, safeguarding concerns, whistleblowing, serious misconduct, or you feel unsafe, you may need advice before deciding what to do.

When might a formal grievance be appropriate?

A formal grievance may be appropriate where:

• you have tried to raise the issue informally and nothing has changed;

• the problem is serious or ongoing;

• you need the employer to investigate what happened;

• you want a written outcome;

• you believe your employer needs to take formal action;

• the issue is affecting your health, work or ability to continue in your role;

• you have been advised to put your concerns in writing;

• or you feel the matter cannot safely be resolved through conversation alone.

A grievance process can help create structure. It usually requires the employer to review the complaint, gather information, hold a meeting, consider evidence, reach a decision, and allow an appeal if you disagree with the outcome.

For some employees, this can feel necessary because they want the issue formally recognised. For others, it can feel daunting because it may make the situation feel more adversarial.

Before submitting a grievance, it is worth asking yourself: what do I want to achieve?

What outcome are you looking for?

This is one of the most important questions.

Some employees raise a grievance because they want an apology. Others want behaviour to stop, a manager to intervene, a change in reporting line, a workload review, reasonable adjustments, an investigation, a written finding, a settlement, or simply to feel heard.

Your desired outcome matters because different routes achieve different things.

A grievance process may help establish what happened and whether the employer believes action is needed. But it may not repair the working relationship. It may also take time and create further stress.

Mediation or facilitated dialogue may not produce a formal finding, but it can help people talk honestly, agree future behaviours, rebuild communication, and avoid the situation escalating.

Conflict coaching may help you understand your options, prepare what to say, and decide whether you want to raise the issue informally, formally, or with support.

There is no single correct route for every situation. The right route depends on the nature of the issue, the level of risk, the people involved, and what you need to happen next.

When could mediation help before a grievance?

Workplace mediation may help where there is a relationship or communication issue that both people are willing to address.

This might include:

• a breakdown in trust between colleagues;

• tension between an employee and manager;

• misunderstandings that have built up over time;

• poor communication;

• personality clashes;

• return-to-work difficulties after conflict;

• team conflict;

• or a situation where both sides want to avoid a formal process if possible.

Mediation is usually voluntary and confidential. A mediator does not take sides, decide who is right, or impose an outcome. Instead, they help the people involved have a structured conversation and explore what might help them move forward.

This can be particularly useful before a grievance is raised, or where a grievance has been raised but the parties want to explore whether some or all of the issues can be resolved by agreement.

For example, an employee might be considering a grievance because they feel excluded by their manager. The manager may feel they have been trying to support the employee but communication has broken down. A formal grievance may investigate whether policies were followed, but mediation may help them discuss expectations, communication style, boundaries and future working arrangements.

That is where mediation can add value.

When is mediation not suitable?

Mediation is not suitable for every workplace problem.

It may not be appropriate where:

• one person feels pressured to take part;

• there is a serious power imbalance that cannot be managed safely;

• the issue needs formal investigation;

• there are allegations of serious misconduct;

• there are safeguarding concerns;

• one party is unwilling to participate in good faith;

• or an employee needs legal advice before deciding what to do.

Mediation should not be used to minimise serious complaints or avoid an employer’s responsibility to investigate where investigation is required. It should also not be presented as a way to make an employee “drop” a grievance.

Used properly, mediation is an option. It is not a substitute for fair process where formal process is needed.

How to prepare before raising a grievance

Before raising a grievance, it can help to organise your thoughts.

You may want to write down:

• what happened;

• when it happened;

• who was involved;

• what impact it has had on you;

• what steps you have already taken;

• whether there are documents, messages, emails or witnesses;

• what outcome you are seeking;

• and whether you would be open to informal resolution, mediation or another supported conversation.

Try to keep your written grievance factual and clear. It is understandable to feel emotional, but a clear structure will help your employer understand the issue.

You may also want to review your employer’s grievance policy, speak to HR, contact a trade union representative if you have one, or seek independent employment law advice if the matter is serious or may affect your employment rights.

What if you are not ready to raise a grievance?

Not being ready to raise a grievance does not mean doing nothing.

You may still be able to:

• ask HR what informal options are available;

• request a confidential conversation;

• speak to your manager, if appropriate;

• use a workplace mediation service;

• seek conflict coaching;

• get support from a union, adviser or solicitor;

• or ask for the issue to be addressed without making a formal complaint at this stage.

Sometimes employees wait too long because they are worried about making the situation worse. Early support can help you think clearly, choose the right language, and decide whether the issue can be resolved informally or needs to be escalated.

Final thought

Raising a grievance at work is an important step. Sometimes it is necessary. But it is not the only option.

Before deciding what to do, think about the type of issue you are facing, what outcome you need, whether the relationship can be repaired, and whether the matter needs formal investigation.

If the issue is mainly about communication, trust, behaviour, misunderstanding or relationship breakdown, workplace mediation or another form of early resolution may help. If the issue is serious, legal, discriminatory, unsafe or requires investigation, a formal grievance or legal advice may be more appropriate.

The key is not to ignore the problem. The earlier you understand your options, the easier it is to choose the right route.

The Mediation Agency supports employees, HR teams and organisations with workplace mediation, conflict coaching and early resolution services. A confidential initial conversation can help you understand whether mediation may be suitable, without committing you to a formal process.