This is an HTML version of an attachment to the Freedom of Information request 'HR policies and procedures'.

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STAFFORDSHIRE FIRE AND RESCUE SERVICE 
 
GRIEVANCE PROCEDURE 
 
DOCUMENT REPLACES
: NEW 
 
CONTENTS 
 
 
Page No. 

Purpose 


Principles 


Individual grievance procedure 

 
Informal stage 

 
Formal stage 

 
Appeal stage 

 
Time limits 


Grievance procedure guidance 

 
Informal stage 

 
Formal stage 

 
Appeal stage 


Record keeping 

 
 
 
 
Appendix 1 – Grievance Escalation Procedure 

 
Appendix 2 – Representation 

 
1. 
PURPOSE 
1.1 
The aim of this Procedure is to create a framework and process to allow 
employees to raise concerns, problems or complaints in an environment where 
their issues will be taken seriously, dealt with fairly and, where appropriate, 
suitably remedied.  
1.2 
It is the responsibility of both employer and employee to ensure that grievances 
are heard fairly, consistently, speedily and at the appropriate level. 
1.3 
The procedure must be made available to all employees so that any grievances 
they may have can be properly considered. 
2. 
PRINCIPLES 
2.1 
This procedure applies to all employees regardless of length of service. 
2.2 
It is not appropriate to use the grievance procedure to air views of general 
dissatisfaction without being able to identify the specific actions or behaviour that 
creates this feeling.  Further, where separate procedures exist for dealing with 
grievances on particular issues these should be used instead of the normal 
grievance procedure, for example: 
ƒ 
The outcome of disciplinary action.  In this situation the appeals 
procedure contained in the Disciplinary Procedure should be used. 
GRIEVANCE PROCEDURE 
Page 1 of 7 
Job No: 853 
Issue Date: 25 May 2010 
Review Date: 25 May 2011 

 
ƒ 
The outcome of decisions in relation to performance or capability under 
the Performance and Capability Procedure.  In this situation the appeals 
procedure contained in the Performance and Capability procedure should 
be used. 
ƒ 
Complaints relating to harassment and/or bullying.  In this situation the 
procedure contained in the Harassment and Bullying Policy should be 
used. 
 
 
ƒ 
Appeals against the rejection of applications to work flexibly.  In this 
situation the appeals procedure set out in the statutory procedure should 
be used (contact the HR Management Team for further details in this 
respect). 
ƒ 
Concerns of improper, unethical or acts which put people at risk which 
are covered by the Confidential Reporting Code.  In this situation, the 
procedure contained in the Confidential Reporting Policy should be used. 
 
2.3 
This Procedure does not apply to grievances concerning two or more employees 
(collective grievances) raised by a representative of a trade union or other 
representative body.  These will be dealt with as appropriate to the facts of the 
case. 
2.4 
The Service via the HR Department provides a voluntary mediation service which 
can prove useful in bringing individuals together to reach an understanding, draw a 
line under past differences and learn to work together effectively in the future.  At 
all stages of the procedure, the HR representative providing advice may feel that 
the use of the mediation service may be helpful.  The service is voluntary and both 
parties must agree to its use. 
2.5 
Mediation may prove helpful in avoiding a formal grievance in the first instance or 
supporting the implementation of the decision made. 
2.6 
Grievances should be raised as soon as possible and, in any event, within 3 
months of the decision or issue causing the grievance. 
2.7 
If an employee has difficulty at any stage of the grievance procedure because of a 
disability or because English is not their first language, they should discuss the 
situation with their manager as soon as possible. 
3. 
INDIVIDUAL GRIEVANCE PROCEDURE 
3.1 
Informal Stage 
Employees should be informed that if they have a grievance relating to their 
employment they should discuss it with their line manager (or another manager if 
the grievance concerns the line manager).  If the employee is not satisfied with the 
outcome of that informal discussion they may proceed to the next stage, which is 
the formal stage.   
 
 
 
GRIEVANCE PROCEDURE 
Page 2 of 7 
Job No: 853 
Issue Date: 25 May 2010 
Review Date: 25 May 2011 

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3.2 
Formal Stage 
3.2.1 
At this stage the grievance must be set out in writing, with a description 
of the nature of the complaint, including relevant facts, dates and names 
of individuals involved.  The written grievance should also state it is a 
formal grievance raised under the Grievance Procedure although any 
written complaint should also be treated under the Grievance Procedure 
if this is deemed appropriate. 
3.2.2 
The line manager should normally where possible hear the grievance 
within seven days.  Where the decision that gave rise to the grievance 
was made at a higher level, the grievance will initially be heard at that 
level. 
3.2.3 
At the grievance meeting the employee may be accompanied by a trade 
union representative or a fellow employee. 
3.2.4 
The employee will be given a written decision with reasons, usually within 
seven days, explaining the decision and any actions to be taken. 
3.3 
Appeal Stage 
3.3.1 
If the employee remains dissatisfied with the decision they may appeal 
within seven days in writing.  That written document should set out the 
grounds of the appeal.  The next level of management should hear this 
appeal, normally within seven days.  (Details in grievance escalation 
procedure at Appendix 1).  
3.3.2 
Following the appeal hearing, the employee will be given a written 
explanation of the decision with reasons, usually within seven days of the 
appeal meeting. 
3.4 
Time Limits 
3.4.1 
The time limits referred to above may be varied by mutual agreement. 
4. 
GRIEVANCE PROCEDURE – GUIDANCE 
4.1 
Informal Stage 
4.1.1 
Employees should aim to resolve most grievances quickly and informally 
by discussing them with their line manager.  Where the grievance is a 
complaint against the line manager with whom the grievance would 
normally be raised, the employee can approach that person’s manager or 
another manager at the same or similar level of authority.  If employees 
are not satisfied with the outcome of this initial informal stage, they may 
move to the next stage of a formal meeting. 
 
 
GRIEVANCE PROCEDURE 
Page 3 of 7 
Job No: 853 
Issue Date: 25 May 2010 
Review Date: 25 May 2011 

 
4.2 
Formal Stage 
4.2.1 
If a grievance cannot be settled informally, it should then be raised 
formally in writing with the appropriate level of management.  Normally, 
this will be the line manager.  Again, where the grievance is a complaint 
against the line manager with whom the grievance would normally be 
raised, the employee can approach that person’s manager or another 
manager at the same or similar level of authority. 
4.2.2 
Employees should be encouraged to seek help with setting out their 
grievance (for example from a trade union representative).  Employees 
should seek assistance to formulate a written grievance if they are 
unable to do so themselves because of a disability, or because English is 
not their first language. 
4.2.3 
On receiving a formal grievance, the manager should invite the employee 
to a meeting which should be held in good time (normally within 7 days or 
receipt of the written grievance) and inform them that they have the right 
to be accompanied by a representative (which could be either their union 
representative or a fellow employee).  They should propose a time and 
place for the meeting with the employee.  If an employee’s representative 
cannot attend on a proposed date, the employee can suggest another 
date so long as it is reasonable and is not more than seven days after the 
date originally proposed by the manager.  Any extension beyond this 
timeframe will only be considered in exceptional circumstances.  The 
manager will normally be supported by a member of the HR department 
at the meeting.   
4.2.4 
The employee will be given a full opportunity to explain their grievance 
and say how they think it should be resolved.  If a point is reached in the 
meeting where it is not clear how to deal with the grievance or further 
investigations are necessary the meeting should be adjourned to get 
advice or make further investigations.  
4.2.5 
Where the manager who would normally deal with the grievance cannot 
be available, another manager should be appointed to hear the 
grievance. 
4.2.6 Following 
the grievance meeting, further investigations may be 
necessary.  All information communicated in connection with such 
investigations should be treated as confidential.  Where possible and 
appropriate, employees requested to attend any investigatory meeting 
will be given advance warning and time to undertake any necessary 
preparations.  There is no right to be accompanied at any such 
investigatory meeting, although this may be allowed at the discretion of 
the Authority.  Employees are required to co-operate fully and promptly in 
any investigation.  This will include informing the investigating officer of 
the names of any relevant witnesses and disclosing any material 
documents.   
GRIEVANCE PROCEDURE 
Page 4 of 7 
Job No: 853 
Issue Date: 25 May 2010 
Review Date: 25 May 2011 

 
4.2.7 
The manager should respond in writing to the employees’ grievance in 
good time (usually within 7 days of the grievance hearing, although such 
time period may be extended depending on the investigations deemed 
appropriate) explaining the reason for their decision and any actions to 
be taken.  The outcome letter should let the employee know that they can 
appeal if they are not satisfied with the outcome.  Any appeal must be 
made within 7 days of receipt of the written grievance outcome. 
4.3 
Appeal Stage 
4.3.1 
Any appeal should be in writing and should state why the employee still 
feels dissatisfied. 
4.3.2 
The manager should arrange for an appeal meeting to be conducted in 
good time (usually within 7 days of receipt of the written appeal).  
4.3.3 
The appeal will, wherever possible, be heard by a manager at a more 
senior level who has the authority to review and change the original 
decision. This level of authority may depend on the nature of the issue.     
4.3.4 
The employee should be given a written decision and explanation on 
their appeal as soon as possible, and in good time. 
5. 
KEEPING RECORDS 
5.1 
It is important, and in the interests of both parties, to keep written records during 
the grievance process.  Records should include: - 
ƒ 
The nature of the grievance raised. 
ƒ 
A copy of the written grievance. 
ƒ 
The manager’s response. 
ƒ 
Action taken. 
ƒ 
Reasons for action taken. 
ƒ 
Whether there was an appeal and, if so, the outcome; and 
ƒ 
Subsequent developments. 
 
5.2 
Copies of meeting records should be given to the employee including any formal 
minutes that may have been taken. In certain circumstances (for example to 
protect a witness) some information may be withheld. 
GRIEVANCE PROCEDURE 
Page 5 of 7 
Job No: 853 
Issue Date: 25 May 2010 
Review Date: 25 May 2011 

 
APPENDIX 1 
 

GRIEVANCE ESCALATION PROCEDURE 
 
The appropriate level of manager to deal with a grievance informally is the employee’s 
direct line manager (unless the grievance concerns the line manager in which case the HR 
management team will arrange for a manager at a similar level but from another part of the 
organisation to chair the meeting.) 
 
Wherever possible the officer/manager hearing the grievance will always be senior to the 
person raising the grievance.  In the case of appeals the HR management team will 
appoint an officer/manager to hear the appeal.  
 
 
 
 
 
 
 
 
 
 
 
GRIEVANCE PROCEDURE 
Page 6 of 7 
Job No: 853 
Issue Date: 25 May 2010 
Review Date: 25 May 2011 

 
APPENDIX 2 
 
REPRESENTATION 
 
1. 
Employees who raise a grievance have a statutory right to be accompanied by a 
fellow worker or trade union official of their choice at all formal stages of the 
procedure. 
2. 
In addition, employees may be provided with the opportunity to be accompanied at 
the investigation stage, although this is not an entitlement and should not frustrate 
the process. 
3. 
Fellow workers or trade union officials do not have to accept a request to 
accompany an employee, and they should not be pressurised to do so. 
4. 
If an employee’s choice of companion is unreasonable, the employee may be 
asked to choose someone else.  This could arise, for example, if the choice of 
companion may have a conflict of interest. 
5. 
An employee or lay trade union official who has agreed to accompany a colleague 
employed by the same employer is entitled to take a reasonable amount of paid 
time off to fulfil that responsibility.  This should cover the hearing and allow time for 
the representative to familiarise themselves with the case and confer with the 
employee before and after the hearing.  A request for reasonable paid time off by 
a trade union official to accompany an employee employed by another fire 
authority in the same region shall be given due consideration by the respective 
employers. 
6. 
Employers should cater for an employee’s disability at a meeting/hearing; they 
should also cater for a representative’s disability, for example providing for 
wheelchair access if necessary. 
7. 
Before the meeting/hearing takes place, the employee will tell the manager who 
they have chosen as a representative. 
 
 
 
 
GRIEVANCE PROCEDURE 
Page 7 of 7 
Job No: 853 
Issue Date: 25 May 2010 
Review Date: 25 May 2011 

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