The grievance meeting and appeal: how to run it fairly

A grievance meeting is the formal hearing where an employee explains their grievance and the employer decides what to do about it. Under UK practice, set by the Acas Code of Practice, the employee has a statutory right to be accompanied at that meeting and a right to appeal the outcome.

This is the stage where most of the fairness questions in a grievance procedure get tested: who was in the room, what they were allowed to say, and how quickly the outcome followed. Get it wrong and even a well-founded decision can look unfair in front of a tribunal. For how the facts get gathered before the meeting happens, see our guide to the investigation process, and for the stages either side of it, the full grievance procedure.

Arranging the grievance meeting

Once an employee has raised a formal grievance and any necessary investigation is underway, the employer arranges a meeting without unreasonable delay. The meeting should happen at a time that works for the employee and, where relevant, their companion, and it should take place somewhere private.

The right to be accompanied

Employees have a statutory right under section 10 of the Employment Relations Act 1999 to be accompanied at a grievance meeting by a work colleague, a certified workplace trade union representative, or an official employed by a trade union. The employee does not need to belong to a union to bring a trade union official, and the employer cannot refuse the employee's choice as long as the companion fits one of these categories.

The companion's role has real limits. They can present the employee's case, sum up the main points, and respond on the employee's behalf. They cannot answer questions put directly to the employee, and they cannot disrupt the meeting. Where an employer unreasonably denies this right, section 11 of the same Act lets the employee bring a tribunal claim for compensation of up to two weeks' pay, separate from any effect on the fairness of the wider process.

What happens during the meeting

The employee explains their grievance and, where possible, how they would like it resolved. The employer listens, asks clarifying questions, and builds a full picture before deciding anything. If new information comes up that needs further investigation, the employer can adjourn the meeting rather than rush a decision. Cases involving harassment allegations often need that pause: our guide to responding to harassment reports covers what a thorough follow-up looks like.

The outcome letter

After the meeting, the employer decides what action to take and puts the decision in writing without unreasonable delay, the same standard the Acas Code sets for every stage. A defensible outcome letter explains the reasoning behind the decision rather than only the decision, sets out any action the employer intends to take, and tells the employee how to appeal if they are not satisfied.

The appeal stage

An employee can appeal if they believe the grievance outcome is wrong, or that any part of the procedure was handled unfairly. Where possible, someone who was not involved in the original decision hears the appeal, since a fresh perspective is what makes an appeal meaningful rather than a formality.

The employer reviews whether the original procedure was fair and whether the outcome was right, carries out further investigation if needed, and provides a final written outcome as soon as possible. Employees have the same statutory right to be accompanied at an appeal hearing as they do at the original grievance meeting.

Where mediation fits

In mediation, an independent and impartial person works with both sides to reach a resolution they both agree to. You can use it at any stage, including after a grievance meeting has already happened and after an outcome has been issued. Both sides have to agree, and the mediator can come from inside or outside the organization. It tends to work best where the goal is to rebuild a working relationship, which is why it fits interpersonal cases better than allegations that need a finding of fact. Our guide to formal vs informal grievances covers how mediation runs alongside the formal route rather than replacing it.

Keeping the meeting and the appeal on track

Two things tend to go wrong at this stage. The invite does not mention the right to be accompanied clearly enough, or the outcome letter arrives so late that "unreasonable delay" becomes a real question.

With SpeakUp Report, you track each grievance from meeting to outcome to appeal in one case file, with due dates and owners attached to every stage, so no step depends on one person remembering to move it forward. See the process end to end on the HR grievance software page.

Frequently asked questions

Can an employee bring someone to a grievance meeting?

Yes. Employees have a statutory right to be accompanied by a colleague, a certified trade union representative, or a trade union official. The companion can speak on the employee's behalf and sum up points, but cannot answer questions put directly to the employee.

What should a grievance outcome letter include?

The decision, the reasoning behind it, any action the employer intends to take to resolve the grievance, and clear instructions on how to appeal. It should be sent without unreasonable delay after the meeting.

How do you handle a grievance appeal?

The employee submits an appeal explaining why they believe the outcome or the process was wrong. Where possible, a different person hears the appeal, reviews the case, carries out further investigation if needed, and provides a final decision in writing as soon as possible.

Can mediation still be used after a grievance meeting?

Yes. Mediation can be used at any stage, including after a grievance meeting or after an outcome has been issued, as long as both sides agree to it.