Top 10 Options Before Raising a Grievance at Work

If you are having a problem at work, it can be hard to know what to do first.

You may be wondering whether to speak to your manager, contact HR, ask for mediation, raise a grievance, contact Acas, or speak to a solicitor. You may also be worried that if you choose the wrong route, the situation could become more difficult.

That uncertainty is very common.

A formal grievance is one option, but it is not the only one. In many workplace situations, there may be several possible routes depending on the seriousness of the issue, what has already happened, and what outcome you are looking for.

This guide explains the main options before raising a grievance and when each route may be suitable.

Options Before Raising a Grievance at Work

Option 1: Take time to understand the problem

Before choosing a route, it helps to get clear about the issue.

Ask yourself:

• What has happened?

• Is it a one-off incident or a pattern?

• Who is involved?

• How is it affecting your work, health or confidence?

• Have you tried to resolve it already?

• What would you like to happen next?

• Is the issue mainly about communication, behaviour, workload, fairness, discrimination, pay, contract terms, or something else?

This matters because different problems need different responses.

For example, a breakdown in communication with a manager may be suitable for an early conversation or mediation. A concern about unpaid wages may need HR, payroll or legal advice. A serious allegation of discrimination, harassment or victimisation may need a formal process.

Getting clear on the problem does not mean minimising it. It simply helps you choose the right next step.

Option 2: Speak to the person directly, if safe and appropriate

Sometimes the quickest way to resolve an issue is a direct conversation.

This may be suitable if:

• the issue is not serious misconduct;

• you feel safe raising it;

• there has been a misunderstanding;

• you think the other person may not realise the impact of their behaviour;

• or you want to preserve the working relationship.

A direct conversation can be simple. You might say:

“I wanted to raise something with you because I think there may have been a misunderstanding.”

Or:

“I am finding the way we are communicating difficult, and I would like to talk about how we can improve it.”

Or:

“I do not want this to become formal if we can resolve it, but I do need to explain how this is affecting me.”

This approach is not suitable in every case. If you feel intimidated, unsafe, ignored, or worried about retaliation, it may be better to speak to HR, a manager, a union representative or another appropriate person first.

Option 3: Speak to your manager or another manager

If you cannot resolve the issue directly, or if the issue affects your work more widely, you may want to speak to your manager.

This can be helpful where the problem involves:

• workload;

• communication;

• team tension;

• unclear expectations;

• behaviour from a colleague;

• support needs;

• return-to-work difficulties;

• or an issue that needs management input.

If the issue involves your own manager, you may need to speak to another manager, HR, or someone named in your employer’s policy.

When raising the issue, try to be clear about whether you are asking for informal support or making a formal complaint.

For example:

“I would like to raise this informally at this stage and ask for your support.”

Or:

“I am not sure whether this should be handled informally or formally, and I would like guidance.”

This gives the employer a clearer opportunity to respond appropriately.

Option 4: Ask HR for guidance

HR can often help you understand the process available within your workplace.

You may want to ask HR:

• whether there is a grievance policy;

• whether informal resolution is available;

• whether a facilitated conversation may help;

• whether mediation is suitable;

• who you should raise the issue with;

• and what support is available.

HR is not usually there to act as your personal representative. However, HR should be able to explain the workplace process and help the organisation respond properly.

If you are anxious about putting something in writing, you can start with a short message such as:

“I have a workplace concern and I am unsure whether it should be raised informally or formally. Could you advise me on the appropriate process?”

This can help you open the door without immediately submitting a formal grievance.

Option 5: Use conflict coaching

Conflict coaching can help when you are not yet ready to speak to the other person or raise a grievance.

It is usually a one-to-one process. It can help you:

• understand what is happening;

• prepare for a difficult conversation;

• choose the right language;

• manage emotions;

• consider possible outcomes;

• think through risks;

• and decide whether to raise the issue informally, request mediation, or make a formal complaint.

Conflict coaching does not decide the issue for you. It helps you become clearer, calmer and more confident about your next step.

This can be particularly useful where the issue is personal, sensitive or ongoing, but you are not sure whether a formal grievance is the right route.

Option 6: Ask for workplace mediation

Workplace mediation may be suitable where the issue involves a breakdown in communication, trust or working relationships.

It may help where:

• two colleagues are no longer working well together;

• an employee and manager relationship has become strained;

• there has been misunderstanding or resentment;

• a previous conversation has gone badly;

• the issue is affecting the wider team;

• or people need to continue working together.

Mediation is usually voluntary and confidential. An independent mediator helps the people involved have a structured conversation. The mediator does not take sides, make a finding, or impose an outcome.

Mediation can be used before a grievance, during a grievance process, or after a grievance outcome if relationships need to be repaired. However, both sides need to agree to take part.

Mediation is not suitable for every issue. It should not be used to avoid a formal investigation where one is needed. It should also not be used to pressure someone into dropping a complaint.

Option 7: Raise the issue informally in writing

Sometimes you may want to raise the issue in writing, but not as a formal grievance.

This can be useful if you want a record of your concern while still giving your employer an opportunity to resolve it informally.

For example:

“I would like to raise this informally at this stage. I am concerned about [brief explanation]. This is affecting [impact]. I would welcome support to resolve this before it escalates further.”

This kind of message can help make the issue clear without immediately triggering a formal grievance process.

However, if the matter is serious, or if your employer treats it as a formal complaint, it may move into the grievance procedure. That is why it helps to be clear about what you are asking for.

Option 8: Speak to a trade union representative or workplace companion

If you are a member of a trade union, you may want to speak to your union representative before deciding what to do.

They may help you:

• understand your workplace policy;

• prepare what to say;

• decide whether to raise a grievance;

• attend formal meetings where permitted;

• and think through possible outcomes.

In some formal grievance meetings, employees have the right to be accompanied by a colleague or trade union representative. If you are not sure whether this applies, check your workplace policy or seek advice.

Option 9: Contact Acas or another advice service

Acas provides free, impartial information about workplace rights, responsibilities and good practice. It can be useful if you are unsure how grievance procedures work or whether you should try informal resolution first.

You may also want to contact Citizens Advice, a trade union, a professional body, or another relevant support organisation depending on your circumstances.

If the situation could lead to an employment tribunal claim, time limits may apply. In that situation, it is important not to delay getting advice.

Option 10: Speak to an employment solicitor

Legal advice may be sensible where the issue involves:

• discrimination;

• harassment;

• victimisation;

• whistleblowing;

• dismissal;

• settlement agreements;

• contractual issues;

• unpaid wages;

• serious allegations;

• or a risk to your employment.

A solicitor can advise you on your legal position. Mediation, HR support and internal processes can all be useful, but they are not a substitute for legal advice where legal rights are at stake.

In some cases, legal advice and mediation can work alongside each other. A solicitor may help you understand your rights, while mediation may help resolve the relationship or practical issues if that is appropriate.

When should you move to a formal grievance?

A formal grievance may be appropriate where:

• informal steps have not worked;

• the issue is serious or repeated;

• you need your employer to investigate;

• you want a written outcome;

• there is evidence to consider;

• you want the organisation to take formal action;

• or the issue is affecting your ability to work.

A grievance should usually be raised in writing and should explain what the problem is, any evidence you have, and what you would like your employer to do.

It is helpful to keep your grievance clear, factual and focused. You can still explain the emotional impact, but a structured complaint is easier for your employer to deal with fairly.

Final thought

Before raising a grievance, it is worth understanding your options.

You might need a conversation, HR guidance, conflict coaching, mediation, union support, Acas information, legal advice or a formal grievance. The right route depends on the issue, the level of risk, and what you need to happen next.

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

The most important thing is not to ignore a problem that is affecting you. Early support can help you choose the right route and reduce the risk of the situation becoming harder to resolve.

The Mediation Agency supports employees, HR teams and organisations with workplace mediation, conflict coaching and early resolution services. If you are unsure what route may be suitable, a confidential initial conversation can help you understand whether mediation or another form of support may be appropriate.