4 ways to effectively manage an informal grievance

Economic uncertainty, stretched teams, hybrid working, and rising stress levels are taking their toll. This can lead to a decline in patience, empathy, and tolerance towards employees. Formal complaints have always been part of the employee relations landscape; however, what we’re seeing become increasingly common is informal grievances. These quiet concerns, shared off the record or in passing, are rising fast. What happens if they aren’t handled with care or due attention? They can quickly snowball into something much bigger with more negative consequences.

A misunderstood message, a missed meeting, or a comment taken the wrong way can all lead to resentment. As many employees don’t want to “make it formal,” they turn to HR or a trusted manager to raise an informal grievance, hoping that it will be handled quietly and fairly, and that their concerns will be listened to and acted upon.

The hidden cost of brushing issues under the carpet

When informal grievances are ignored or minimised, they don’t just disappear. They linger. Team morale starts to dip. Engagement fades. In some cases, otherwise engaged employees quietly exit the business without ever saying why.

This then escalates from a people issue into a commercial one with a significant impact on your business. The cost of replacing talent, managing conflict, or facing a formal grievance process is far greater than getting it right early on and addressing informal concerns correctly. A good informal grievance process doesn’t just protect people – it also protects the organisation’s bottom line.

What an ‘informal grievance’ means and why it matters

It’s important to remember that an informal grievance isn’t just a moan or a bit of venting. It’s a genuine concern about a situation, a person, or a decision that’s affecting someone’s experience or well-being at work.

Often, it’s a first attempt at resolution. The person might not want to escalate things- they want to see if the issue can be resolved quickly, quietly, and respectfully. That’s a powerful opportunity for HR and managers to step in and show they’re listening.

The manager’s role: first line of support

Here’s where it gets tricky: most informal grievances go straight to line managers. However, not all managers feel equipped or comfortable handling them. There’s often a fear of saying the wrong thing, making it worse, or being accused of bias.

That’s why training and support are essential. Managers need to know how to listen well, ask the right questions, and respond with empathy. They don’t need to solve everything on the spot, but they do need to create an environment for a proper conversation. They also need to ensure they are comfortable with having difficult conversations.

Empathy over escalation: practical ways to defuse tension early

• Take it seriously – this can help to keep a good working relationship with the employee and avoid a formal grievance procedure. When an issue has been raised, it is essential to address it as soon as reasonably practicable. We recommend setting up an informal chat to allow the employee to discuss their concerns initially. Where possible, it is best to do this face-to-face.
• Have a two-way conversation – let the employee explain the problem and any solution, for example, asking the employee for their ideal resolution, as well as ensuring the employee listens to what you have to say.
• Keep a record – even though you are dealing with the issue informally, it is important to keep a record of how the issue was resolved. This should include information about the nature of the issue, what action was taken, what was discussed during any informal meetings and the rationale for further action(s)
• Follow-up – It is essential to follow up after the initial informal chat to check in with the employee on any agreed-upon actions and confirm whether the matter has now been resolved for them. If it hasn’t been resolved, you may need to set up additional informal discussions to find out if there is anything else that will help resolve the issue. If the issue cannot be resolved informally, it will likely be appropriate for the employee to submit a formal grievance.

Support for the Supporters: What HR Needs to Thrive in 2025

As HR professionals, we are often the quiet backbone of workplace wellbeing. However, we need support too- whether it’s up-to-date policies, clear escalation routes, or simply time to reflect, debrief and seek alternative viewpoints.

As we move through 2025, businesses that prioritise people-first policies, informal resolution, and real-time support for managers will be the ones that thrive. Handling informal grievances well isn’t just about preventing problems- it’s about building the essential trust that forms the foundation of every great place to work and employee engagement.

If you have any questions about how to manage an informal grievance effectively, please do not hesitate to get in contact with Ailsa Smillie or your usual AAB contact.