POLICY DOCUMENT

Grievance Policy

Version 2.0

Last Reviewed – August 2015

Next review – August 2018

Document Date Document Revision History Document Author/Reviser Version

August 2010 1.0 Document creation Robert Howden August 2015 2.0 Policy review and update Kate Clement Grievance Policy

Contents:

1. Introduction...... 3

2. Informal procedure ...... 3

3. Formal procedure...... 4

4. Right to appeal...... 6

5. Right to be accompanied...... 6

6. Timescales...... 7

7. Overlapping grievance and disciplinary cases...... 7

8. Other policies you may wish to refer to ...... 7

2 Grievance Policy 1. Introduction

1.1 Royal Blind and Scottish War Blinded, for the purposes of this policy referred to as the Royal Blind Group, aim to promote harmonious working relationships amongst staff and fair resolution of issues.

1.2 It is inevitable that from time to time problems and tensions can arise in the workplace and we encourage employees with complaints or issues relating to their employment to use this policy and procedure to seek satisfactory solutions.

1.3 We will endeavour to resolve all complaints and problems as quickly as possible to the satisfaction of all parties. It is hoped that most problems or concerns will be resolved informally, without the need to progress to a formal stage.

1.4 Through this policy and in our management of the Group we aim to:  manage issues fairly, responsibly, consistently and in a non-discriminatory manner  create a culture where employees feel valued, engaged, committed and involved  provide a formal mechanism for resolution of problems and complaints if and when appropriate  ensure that the formal mechanism is clear, transparent, specific and accessible  provide consistent advice, support and training to both line managers and employees.

1.5 There are certain matters which cannot be addressed under the grievance procedure, for example:  issues relating to performance, misconduct or sickness absence of the employee raising the grievance, formal mechanisms for which are provided by the disciplinary, capability or absence policies  matters arising from disciplinary action, which should be dealt with through the appeals process  personal disputes between individual members of staff not involving work- related matters  where an employee is also a service user or customer, a complaint about service provided to the individual as a service user or customer, formal mechanism for which is provided by the complaints procedure.

1.6 This policy applies to all categories of staff.

1.7 This policy does not form part of any employee’s contract of employment. It will be reviewed regularly and may be amended from time to time as required by the Royal Blind Group and employment legislation. An up-to-date version of the document can be accessed on the Intranet or obtained from the line manager or Human Resources Department.

2. Informal procedure

2.1 Informal resolution of matters, as and when they occur, should be part of effective day-to-day management. Prompt action, which addresses the issues

3 Grievance Policy through two-way communication, will, in many cases, alleviate the need for formal procedures.

2.2 If an employee has any concerns or problems about their employment or working relationships, he or she should first raise these with the immediate line manager, in an informal way (either verbally or in writing). Many problems can be raised and settled during the course of everyday working relationships.

2.3 On receipt of a grievance or when issues are flagged, the line manager will prioritise addressing it and will keep records of any informal discussions, including the date(s) and what is said by all involved. This may be needed as evidence should the issues continue or subsequently recur.

2.4 Where the person raising the grievance feels that it is not appropriate to raise the matter with the immediate line manager, he/she can raise it with a more senior manager or contact Human Resources Department for advice or support.

2.5 The manager receiving the grievance or complaint may wish to seek advice from Human Resources Department to ensure fairness and consistency in managing the process.

3. Formal procedure

3.1 If it is not possible to resolve a problem or concern informally, for example because the informal procedure did not bring a satisfactory outcome or the matter is very serious, the grievance should be raised formally.

3.2 Under the formal procedure, the grievance should be submitted in writing. Where an employee has difficulty expressing themselves because of language or other difficulties, he or she may wish to seek help from a colleague or their trade union representative.

3.3 The grievance should be submitted without unreasonable delay. The employee should set out in as much detail as possible the issues relating to their grievance to enable any investigation to be correctly focused. When stating their grievance, the employee is asked to stick to the facts and avoid language which may be considered insulting or abusive (Dignity at Work policy applies).

3.4 The grievance should be submitted to the employee’s line manager. If this is not appropriate, for example because the grievance relates to the line manager’s conduct, the employee should submit his/her grievance to a more senior manager – the grievance should always be submitted to a manager who is more senior than the individual involved in the problem that the grievance relates to. If an employee is unsure who his/her grievance should be submitted to, he/she should contact Human Resources Department for advice.

3.5 In the event that the grievance concerns actions or conduct of the Chief Executive, the grievance should be addressed to the Chair of the Board, marked private and confidential, and submitted in a sealed envelope to the Human Resources Manager.

4 Grievance Policy 3.6 The recipient of the grievance will notify Human Resources Department of the grievance as soon as possible to obtain advice and support in conducting the formal procedure.

3.7 The employee who submitted the grievance will receive a written acknowledgement of its receipt within 7 calendar days.

3.8 A grievance meeting will be held at the earliest practical opportunity.

3.9 The purpose of the meeting is for the employee to explain the grievance and how he/she thinks it should be resolved, and for the manager to confirm his/her understanding of it, possibly suggesting actions that may address the situation.

3.10 In some cases it may be necessary for the grievance to be heard by a different manager to the one the grievance was submitted to. This may be for example due to periods of annual leave or other absence from work, or due to potential conflict of interest. If this is the case, the employee will be notified prior to the meeting.

3.11 The manager chairing the grievance meeting is referred to below as ‘the grievance manager’.

3.12 The employee raising the grievance will receive a written invitation to attend the meeting. A member of Human Resources Department will attend the meeting to take notes and act as a witness. The employee raising the grievance has a right to be accompanied at this meeting – the right to be accompanied is covered in section 5 below.

3.13 Following the meeting, the grievance manager will wish to make sure they understand the situation from different perspectives and may need to learn other colleagues’ interpretation of the issues. There may also be a need to learn more facts. In this event the manager will carry out any further investigations they deem necessary.

3.14 The grievance manager will respond to the grievance in writing, normally within 7 calendar days of the meeting. The letter will set out the findings of the grievance manager, it will aim to address each part of the grievance and it will also confirm whether or not it has been regarded as upheld.

3.15 Where applicable, the letter will describe what actions will be taken as a result of the grievance. Where an employee’s grievance is not upheld, the letter will explain the reasons for it.

3.16 Where a grievance process brings to light a reason to pursue a conduct issue with a colleague, the letter will not include details of any formal action taken regarding the other employee.

3.17 Where the grievance relates to the conduct of another employee and the allegations are particularly serious (for example serious bullying or harassment), it may be necessary to separate the employee the grievance was raised against from the complainant while the case is being investigated. This may take place at any stage of the formal process from the point of the grievance being 5 Grievance Policy submitted. It may involve a temporary transfer to another area of the Royal Blind Group, suspension with pay or special leave arrangements.

3.18 Where the grievance relates to the conduct or actions of someone other than a member of staff, such as a service user, visitor, supplier, customer or contractor, we will consider what action may be appropriate to protect the employee and anyone involved pending the outcome of the investigation, bearing in mind the reasonable needs of the organisation and the rights of that person. Where appropriate, we will attempt to discuss the matter with the third party.

4. Right to appeal

4.1 If the employee is dissatisfied with the outcome of the formal grievance, they have a right to appeal. The appeal must be submitted in writing to the Human Resources Manager within 7 calendar days of the date of receipt of the outcome letter.

4.2 The appeal must clearly state the full grounds for appealing including all details which the employee considers to be relevant to the appeal. An appeal that simply outlines that the employee is not happy with the outcome is not likely to lead to any further avenues for resolution.

4.3 An appeal meeting will be arranged at the earliest practical opportunity. The employee will receive a written invitation to this meeting to discuss his/her appeal.

4.4 The appeal will be heard by an impartial manager who, wherever possible, has not previously been involved in the case. A member of Human Resources Department will attend the appeal meeting to take notes and act as a witness. The employee submitting the appeal has a right to be accompanied at this meeting – the right to be accompanied is covered in section 5 below.

4.5 If new information comes to light during the appeal meeting, the manager may wish to conduct further investigations they deem necessary before confirming the outcome.

4.6 Decisions taken in the course of an appeal are final and will be confirmed in writing, normally within 7 calendar days of the appeal meeting.

5. Right to be accompanied

5.1 Employees have a right to be accompanied at formal grievance and appeal meetings by a workplace colleague, a trade union representative or an official employed by a trade union (‘a companion’).

5.2 It is the employee’s responsibility to arrange the attendance of any companion. The individual asked to act as a companion has the right to decline.

5.3 The name of the companion and whether they are a workplace colleague, trade union representative or a trade union official must be provided to Human Resources Department at least 24 hours prior to the meeting.

6 Grievance Policy

5.4 The companion is primarily there as a form of support for the employee but may, with the permission of the employee:  address the meeting  put and sum up the employee’s case  respond on behalf of the employee to any views expressed at the meeting  confer with the employee during the meeting by requesting an adjournment.

5.5 The companion is however not allowed to answer questions on the employee’s behalf or behave in any way that prevents the case being fully heard. The companion must respect the position of the manager as chairing the meeting.

5.6 If the chosen companion is not available at the proposed time of the grievance or appeal meeting, the meeting can be postponed to a time proposed by the employee, provided that the alternative time is both reasonable and not more than five working days after the date originally proposed.

6. Timescales

6.1 Every effort will be made to deal with grievances quickly and within the normal timescales set out in the above procedures. However, in certain circumstances this may not prove possible, for example where the matter is very complicated or detailed, or where it involves a number of other employees.

6.2 If the process is likely to take longer than the prescribed timescale or is delayed, the employee will be advised of the situation and given an indication of the revised timescale.

7. Overlapping grievance and disciplinary cases

7.1 Where an employee raises a grievance during a disciplinary process, the disciplinary process may be temporarily suspended in order to deal with the grievance.

7.2 Where a grievance is related to a disciplinary case, it may be appropriate to deal with both issues concurrently. Human Resources Department will provide further advice and guidance based on individual circumstances of each case.

8. Other policies you may wish to refer to:

 Disciplinary Policy  Dignity at Work Policy  Equal Opportunities Policy  Whistleblowing Policy.

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