If issues can’t be resolved before a formal grievance process begins, either through an intervention or mediation, then “timeliness is of the essence,” says Jennifer Koch, human resources manager at Optima Office. “Make sure that the issue is investigated as confidentially as is possible, all evidence is collected, all employees involved are heard in a formal meeting and then make a decision swiftly. You will most likely have employees coming in each day inquiring about the outcome, [so] make sure the decision is communicated clearly to all involved parties.”
Once a grievance is addressed and settled, management should look back to see why and how the grievance came about and what they could do to address underlying issues. “After the grievance is over, I would go back and review the issue and the decision made to see if anything could have been handled differently or if there is any room for improvement,” Koch says. “In the end, make sure you have gotten to the root of the cause, so it does not come back up again, and it is a long-lasting solution.”
Creating an employee handbook that clearly states policies to deal with grievances and how to fix them is one of the best ways to prevent future issues from becoming serious problems. “Beyond the requirements under various and state federal laws for filing a workplace-related grievance, an organization should implement a whistleblower system that allows for the anonymous reporting of any wrongdoing,” says David Reischer, an employment attorney at LegalAdvice.com.