What can a manager do to assert their authority and continue to manage an employee who has a grievance against them?
In this episode of the podcast I attempt to answer a great question from a listener about the practicalities of managing someone who has raised a grievance against you in response to your addressing performance or capability issues. An interesting question and a scenario that arises all too frequently.
In this episode I will cover:
- My advice on how to avoid a grievance scenario in the first place;
- Why employees often feel aggrieved when performance or capability issues are raised;
- Why communication is the key in managing employees;
- My thoughts on grievance procedures and why they do not need to be long drawn out processes;
- Tips on how best to continue to proactively manage an employee even when there is a grievance process.
- Do not avoid difficult conversations with employees. If there is an issue to discuss you need to do so immediately and without delay;
- Ensure that managers and supervisors who have line management responsibilities have some form of management training;
- Give your managers and supervisors support with difficult employees and play a hands on role to resolve the issues;
- Do not drag on grievance processes unnecessarily, there is no reason why it has to take months to investigate;
- Seek advice and expert support before a dispute arises.
As part of our HR Harbour annual subscription service for employers we provide guidance and support for managers, which can include training on being a better manager and having difficult conversations. If you would like to know more about the HR Harbour Service and how you can get unlimited support from as little as £150 per month please contact me for a no obligation discussion – firstname.lastname@example.org or you can find full details here: HR Harbour
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The information contained in this Podcast and post is provided for guidance and is a snapshot of the law at the time. It is provided for your information only and should not be used as a substitute for obtaining legal advice that it specific to your particular circumstances.
The guidance should not be relied upon in any decision making process. It is strongly recommended that you seek advice before taking action.
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