1. Employment Webinar The grievance process, workplace disputes and the use of mediation

2. An introduction to the legal framework

3. The legal framework for handling a grievance ACAS Code of Practice Abolition of ‘inappropriately inflexible’ SDRPs Best practice guide Contractual implied duties (WA Goold (Pearmak) Ltd v McConnell)

4. Identifying and handling a grievance

5. Identifying a grievance “Concerns, problems or complaints” (para 1, Code) Broader than merely contractual or statutory rights Code examples: –Terms of employment –Work relations, bullying, harassment etc –New working practices or organisational changes

6. Forms of grievance Verbal or written May be raised by employee, or someone else on his/her behalf –Former employees? –Collective grievances Need not state it is a grievance (e.g. resignation letter, request for flexible work arrangements, equality questionnaires) May be raised by employee, or someone else on his/her behalf

7. Failure to raise / handle a grievance in accordance with the Code Code’s admissibility in ET proceedings / ETs’ obligation to take into account where relevant No bar to an employment claim Time limits unaffected An upward or downward award adjustment –To compensation in respect of virtually all tribunal claims –Unreasonable breach of the Code –Adjustment is just and equitable in the circumstances –0 – 25%

8. The Code’s procedure for handling a grievance Employees to seek informal resolution – Code requirement? Formal written grievance Meeting Appeal Six overarching principles of fairness Five key steps

9. General principles of fairness Promptness Consistency Investigation Provide information and opportunity to respond Right to be accompanied Appeal

10. key steps in handling grievances Employee: –Inform employer of nature of the grievance –Every effort to attend meeting Employer: –Convene a meeting and discuss grievance –Allow employee to be accompanied –Decide appropriate action –Allow an appeal Records keeping

11. The right to appeal Employee to inform employer of grounds of appeal Appeal to be heard without unreasonable delay To be dealt with impartially, ideally by a manager not previously involved Right to be accompanied Employer to notify decision without unreasonable delay

12. Special scenarios - pointers Overlapping grievance and disciplinary cases –Employer’s discretion how to proceed Grievance about a colleague –Risk of investigation turning into a disciplinary meeting –Confidentiality

13. Special scenarios - pointers Agreeing procedures with employees and / or their representatives Alternative dispute resolution methods

14. Privilege & mediation

15. Privilege Exposure through investigation Legal liability Documents created during course of investigation Grievance report Documents circulated internally

16. Privilege Use of external investigators Use of lawyers What is the role of the third party? Is there a dispute? Are the documents created in contemplation of legal proceedings?

17. Golden Rules Assume everything is discoverable Do not guarantee confidentiality Do not extract and circulate legal advice

18. Mediation Pros Private Relatively cheap Freedom of settlement terms Speed Cons No “day in court” Entire costs including claimant’s All about the cheque book Must be voluntary

19. Judicial Mediation More like a day in court Adversarial approach Exclusive attention of the Judge Free