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GRIEVANCE RESOLUTION

BY D. SUBRAMANYAM

PRESENTATION OUTLINE

Aim Objectives What is Grievance Necessity of Prompt Resolution of Grievances Principles of Grievance Handling Rights and Responsibilities of Grievant Skills of Grievance Handler Process of Grievance Handling How to deal with small / imaginary Grievances Escalation process

AIM

To allow participants to acquire and develop good practice and skills in handling Grievance and Disciplinary situations

OBJECTIVES
At the end of this session, you will: Understand that Grievance procedures are processes for settling disputes. Recognize the need to take prompt and appropriate action Be aware of current legal requirements Appreciate that good practice should take primacy To have some hard practice in handling disciplinary and grievance situations.

What is Grievance

A statement of concern becomes a grievance when it is reported to a person in authority and requires action or response under the company policies and procedures. A grievance can be about a situation, a process, a person or people. The initial approach to dealing with a grievance is to try and resolve it at the lowest appropriate level of management.

Necessity of Prompt Resolution of Grievances


It will create/spread dissatisfaction in the mind of Grievant/ sometimes entire Organization Morale of the Organization will be affected. This will have impact on Productivity, Organizational climate and Staff Turnover. If Grievances are not attended with alacrity it may encourage others to do whatever they like indiscipline will be on rise Small Grievance if unattended can snowball into bigger Organizational Problems. Good Grievance Handling procedure is hallmark of Good Corporate Governance.

Principles of Grievance Handling


The fundamental principles of grievance handling are: Procedural and substantive fairness Confidentiality Timeliness Record Keeping Transparency

Principles of Procedural and substantive fairness


Principles of procedural fairness include: A fair and impartial process The grievant should be informed of the process and the implications of making a formal/written complaint before proceeding. The person against whom a complaint is made (the respondent) has the right to know details of the complaint against them. The respondent has the right to put their side. Before they respond, the respondent has a right to know the implications for them in terms of disciplinary action if the complaint is proven The grievance handler should be fair, impartial and unbiased in their investigation. If there is a conflict of interest the matter should be referred to another grievance handler or internal unit. Principles of substantive fairness include: The grievance handler should not assume guilt. They should determine that the complaint is substantiated only after hearing from both/all sides, checking other relevant evidence, and taking into account any mitigating circumstances

Principles of confidentiality

A grievant should be able to raise a complaint and get advice in confidence A complaint should not be referred elsewhere, formally investigated, or discussed with others without the grievant's consent You cannot act on an anonymous grievance (except in corruption) Generally, procedural fairness requires that the respondent knows who has lodged the grievance You must ensure confidentiality of records

Principles of timeliness

Delays at any stage of the grievance procedure can result in a denial of procedural fairness Delays determining the grievance can be critical in any appeal Delay in addressing issues in a complaint can lead to the exacerbation of the situation, a continuation of the problem, a worsening of the relationship between the parties involved, and increased distress for all parties Delays can also result in more time being expended in dealing with a grievance once action is taken because the situation has escalated

Principles of record keeping

One must keep records to avoid relying on ones memory about details of allegations, responses and actions Records can be used for statistical purposes to identify systemic problems Records can substantiate procedural fairness in the event of an appeal against process or outcome of grievance investigation If the allegations are complex or serious, record the complaint, the response, the evidence of witnesses and ask the parties to sign

Principles of transparency

Effective implementation of policies and procedures Effective communication to all parties about relevant policies and procedures Effective communication to all parties of the outcome, of reasons for the outcome and, where appropriate, the evidence which was relied upon Principle of openness, honesty and fair dealing Fair and accurate reporting if the case is referred to internal units or more senior managers Fair and accurate reporting particularly where disciplinary action is likely to result

Rights and responsibilities of Grievant


A person raising a grievance has the right to: That his grievance be treated seriously the matter dealt with promptness Seek advice, support and representation from others Raise concerns with an appropriate staff member and receive advice in confidence Give consent before their complaint is referred to another person Be accompanied by another person on any occasion when the complaint is being discussed: for example a friend, a colleague Withdraw their complaint and not to proceed

Rights and responsibilities of Grievant


A person raising a grievance has the responsibility to: Disclose their identity if they wish action to be taken Put their grievance in writing if it is of a serious nature Participate in the grievance resolution process in good faith Assist the grievance handler in reaching a satisfactory resolution wherever possible Only discuss the grievance with those directly involved in resolving it Avoid complaining about the same matter to several different people at the same time Avoid making mischievous or malicious complaints or countercomplaints Recognize the person complained about also has rights to procedural fairness

Skills of Grievance Handler

Sensitive Prompt Empathetic Analytical Knowledgeable Ability to take decisions No bias or no nonsense

Procedure

Step 1: Receiving the Grievance Step 2: Study the Grievance Step 3: Discussion with Grievant Step 4: Discussion with the Respondent ( if it is about person) Step 5: Allowing both the parties to represent their views and arguments Step 6: Arriving at a decision or recommendation Step 7: Communicating the decision to individuals or appropriate authority with the arguments for arriving at the decisions or recommendation. Step 8: Close the Grievance and record it and keep the records for future use

Grievance Resolution Process


Receiving of Grievance If it is situation or process related grievance, will discuss with appropriate person or process

Study of Grievance

Discussion with Grievant

Discussion with the respondent

Allowing both parties to represent

Giving the
Recommendation

to concerned authority For any disagreement or clarification Arriving at the Decision Communication to the individual

Close the Grievance and keep the record

How to deal with small/imaginary Grievances


Most the Grievances at the Origin are generally very small or imaginary Imaginary grievances can be handled by talking to them, clarifying and counseling them Imaginary grievances in shop floor can be taken care by MBWA. Every staff member should spend time with other associates during morning meeting, closing meetings and tea timings. This is more applicable to shop floor and HR staff. Similar actions can be undertaken by HODs for their respective departments. Small grievances needs a patient listening and time with grievant. All grievances have to be taken seriously and lot of sensitivity is required while dealing with the grievances. All grievances are to be recorded, then only the follow up action will be taken promptly. Please pay special attention during Open Houses, informal meetings and get-togethers

Escalation process

Good Grievance system should have escalation process To begin with Grievance to be handled at Lowest level. If he fails to resolve it should go up to next level and reaching ultimately to Managing Directors level. Grievances to be handles generally with in 3 days to 30 days depending on the severity and complexity of the issue. Small Grievances to be handled with in 24 hours

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