Employee Complained About Manager? Key Steps for Employers

Did you know that while 81% of UK employers believe they are effectively tackling workplace conflict, only 36% of affected staff feel their issues are actually resolved? This disconnect often reaches a crisis point when a grievance involves leadership. You might be sitting at your desk thinking, “The employee complained about their manager. What should I do to protect the business without losing a high-performing leader?” It’s a delicate balance that causes genuine anxiety for even the most seasoned directors. We understand that you’re likely worried about the risk of constructive dismissal claims or falling foul of the latest Acas Code of Practice.

In this guide, we’ll provide the exact legal and procedural steps required to handle a complaint against a manager whilst protecting your workplace culture. You’ll learn how to implement a strategy of procedural neutrality that treats both parties with fairness and respect. We will preview the upcoming 2026 regulatory changes, including the new draft Acas Code and the extended six-month tribunal time limits. By the end of this article, you’ll have a clear roadmap to resolve the conflict, restore team productivity, and minimise any risk to your organisation’s reputation and stability.

Immediate Actions: What to Do When a Complaint Is Raised

The moment a complaint lands on your desk, the clock starts ticking. It’s natural to feel a sense of urgency, yet your primary objective is to maintain procedural neutrality to protect the business. When a leader asks, “The employee complained about their manager. What should I do?”, we always recommend the “First Hour” rule. This involves acknowledging the complaint in writing immediately. Your tone must remain objective; you aren’t agreeing with the allegations, simply confirming that you’ve received them and are taking the matter seriously. This initial response sets the tone for the entire process and demonstrates your commitment to a fair resolution.

Identifying the core of the issue is your next priority. You need to determine if the complaint involves allegations of bullying, harassment, or discrimination, or if it stems from a simple misunderstanding over a performance review. This distinction is vital because it dictates whether you follow your standard grievance procedures or if more urgent safeguarding measures are required. Avoid the common “knee-jerk” reaction of suspending the manager immediately. In the UK, suspension isn’t a neutral act and should only be used as a last resort where there’s a clear risk to the investigation or the individuals involved.

Informal vs Formal: Choosing the Right Path

Not every complaint requires a full-scale investigation. If the issue is a minor friction point or a communication breakdown, a “quiet chat” or informal mediation might resolve the tension before it escalates. However, you must recognise the triggers that mandate a formal grievance procedure. If the employee explicitly requests a formal process or if the allegations involve serious misconduct, you must move to a formal footing immediately. Always ensure the employee knows they have the right to choose the formal route, as denying this choice can lead to claims of constructive dismissal later.

Maintaining Confidentiality and Neutrality

Confidentiality is your shield against further legal complications. You must communicate with the accused manager to inform them of the allegations, but do so without compromising the integrity of the pending investigation. Information sharing amongst senior leadership should be strictly on a “need-to-know” basis. This protects the complainant from perceived victimisation or retaliation and ensures the manager isn’t judged before the facts are established. Maintaining this balance is essential for protecting your workplace culture and minimising the risk of an Employment Tribunal.

The Formal Grievance Procedure and UK Law Compliance

Once you’ve determined that the issue requires a formal approach, you must align your actions with the Acas Code of Practice on disciplinary and grievance procedures. This isn’t just a suggestion; if a case reaches a tribunal and you haven’t followed the Code, an Employment Judge can increase any compensation awarded to the employee by up to 25%. You might be wondering, “The employee complained about their manager. What should I do to ensure every box is ticked?” The process follows a logical sequence designed to find the truth whilst protecting the rights of everyone involved.

The procedure generally involves four critical steps:

• Invite the employee to a meeting: Send a formal letter outlining the time and place to discuss their concerns.
• The right to be accompanied: Notify the employee that they can bring a companion to the hearing.
• Conduct an investigation: Gather all necessary facts and witness statements before making a decision.
• Provide a written outcome: Issue your findings in writing and clearly explain the employee’s right to appeal.

When managing complaints of this nature, maintaining UK Law Compliance ensures that you’re meeting established standards for handling sensitive claims. If you’re feeling overwhelmed by the paperwork, our team can provide outsourced HR support to guide you through each stage.

The Right to Be Accompanied

In the UK, employees have a statutory right to be accompanied by a fellow colleague or a trade union representative during grievance meetings. You don’t usually have to allow legal representation or family members, though you might consider it as a “reasonable adjustment” if the employee has a disability. The companion’s role is to support the worker and put their case forward, but they shouldn’t answer questions on the employee’s behalf. Setting these ground rules early prevents the meeting from becoming adversarial.

Timelines and Documentation

The law requires you to act “without unreasonable delay”. In the 2026 legal landscape, this typically means acknowledging a grievance within 24 to 48 hours and holding a meeting within five working days. Keeping an airtight paper trail is your best defence against Employment Tribunal losses. We recommend using secure HR software to store sensitive notes and evidence. This ensures that every decision you make is backed by a timestamped record, leaving no room for ambiguity if the decision is later challenged.

Conducting an Impartial Investigation into a Manager

Bias is the silent killer of organisational stability. When a complaint involves a member of leadership, the standard reporting lines often become a liability rather than an asset. If you find yourself asking, “The employee complained about their manager. What should I do to ensure the process isn’t seen as a ‘stitch-up’?”, the answer starts with your choice of investigator. The “Impartiality Problem” arises when the accused manager’s direct superior handles the case. This creates a perceived conflict of interest that can undermine the entire procedure and leave you vulnerable at an Employment Tribunal.

Gathering evidence requires a methodical approach that goes beyond “he-said, she-said” narratives. You must review objective data, including emails, Slack messages, and performance records. These digital footprints often provide the context needed for Resolving the Conflict by revealing patterns of behaviour. Interviewing witnesses is equally sensitive; team members often fear for their jobs when asked to speak against a boss. You must provide a safe, confidential environment and reassure them that the organisation has a zero-tolerance policy towards retaliation.

Appointing an Investigator

Your investigator must possess the seniority to command respect and the distance to remain objective. If your internal team is too small or too closely knit to remain neutral, using outsourced HR services provides total impartiality. This external perspective is particularly valuable when managing the manager’s duties during the investigation. You need to decide if they can continue their role or if temporary reassignments are necessary to protect the integrity of the evidence.

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The Investigation Report

The final report is a factual document, not an emotional one. It should be structured to distinguish clearly between proven facts and unsubstantiated allegations. Avoid emotive language and stick to the evidence gathered. Your report should conclude with a clear recommendation: is there no case to answer, is workplace mediation appropriate, or is the matter serious enough to warrant formal disciplinary action? This document will be the cornerstone of your decision-making process and your primary defence if the case is ever challenged.

Whilst focusing on the complainant, don’t forget to support the manager. They have a legal right to respond to the allegations before any conclusions are drawn. Treating both parties with professional courtesy ensures that, regardless of the outcome, the organisation’s integrity remains intact.

Resolving the Conflict and Moving Forward

The final stage of the process involves delivering a clear, written outcome letter. This document is a vital component of your legal defence; it must provide clarity on your findings and explicitly state any next steps. If your investigation concludes that the manager’s behaviour fell short of company standards, you must transition into formal disciplinary procedures. However, when a complaint is not upheld, the challenge shifts to managing a “return to normal”. You might still be asking, “The employee complained about their manager. What should I do to prevent long-term resentment?” In these cases, the goal is to facilitate a professional reintegration that acknowledges the stress both parties have endured whilst re-establishing clear boundaries.

Mediation and Relationship Repair

Professional mediation isn’t just a box-ticking exercise. It’s a strategic tool that can save a working relationship that might otherwise be beyond repair. By using a neutral third party to facilitate a structured conversation, you can help both individuals set clear expectations for future behaviour and communication. This process allows them to address underlying friction in a safe environment. Following mediation, we recommend monitoring the situation closely for several months. Regular check-ins ensure that the agreed-upon changes are being maintained and that no further issues arise between the pair.

Culture and Prevention

A grievance is often a symptom of a wider organisational issue. To prevent a repeat occurrence, take this opportunity to review your HR policies and contracts. Ensure that your standards of conduct are unambiguous and that every team member understands what constitutes acceptable leadership. Management training is another vital pillar of prevention. Many cases of “accidental” bullying occur because a leader lacks the emotional intelligence or communication skills to manage effectively. By investing in leadership development, you empower your managers to use performance management as a tool for growth rather than a source of interpersonal conflict. This proactive approach ensures your organisation remains a stable, productive environment where every individual feels supported.

Securing Your Organisation’s Future Stability

Managing a grievance against a leader is one of the most significant challenges an employer can face. By prioritising procedural neutrality and adhering strictly to the Acas Code of Practice, you protect your organisation from the financial and reputational fallout of an Employment Tribunal. We’ve explored how a methodical approach, from the “First Hour” rule to the final outcome letter, ensures every party is treated with fairness. You no longer need to worry, “The employee complained about their manager. What should I do?” because you now have a structured roadmap to navigate these complexities whilst maintaining team productivity.

Success lies in impartiality and thorough documentation. Whether you’re appointing an external investigator or utilising workplace mediation to repair professional relationships, your focus must remain on long-term stability and cultural health. You don’t have to navigate these regulatory hurdles alone. Our specialists provide on-site support for complex grievance hearings and calm, professional guidance tailored specifically for SME owners.

Protect your business with expert HR support from Altum HR

With the right expert partnership, you can turn a moment of organisational friction into a vital catalyst for a stronger, more transparent workplace culture. We’re here to ensure your business remains compliant, secure, and ready for growth.

Frequently Asked Questions

Can an employee complain about their manager anonymously?

Employees can raise concerns anonymously, though it presents significant challenges for a thorough investigation. You should still look into the matter, but you must explain to the complainant that your ability to take formal action is limited without a witness statement. If you’re thinking, “The employee complained about their manager. What should I do if they won’t give a name?”, we suggest offering confidentiality and protection from retaliation to encourage them to go on the record.

Do I have to suspend a manager if a complaint is made against them?

Suspension is not a mandatory or automatic step and should only be used in exceptional circumstances. In the UK, suspension is often viewed as a “knee-jerk” reaction that can lead to claims of breach of contract. You should only consider it if there is a genuine risk to the investigation or the safety of staff. Always document your reasons for the decision to prove that you considered alternatives before taking such a significant step.

What happens if the employee refuses to attend the grievance meeting?

If an employee refuses to attend, you should attempt to reschedule the meeting at least once to accommodate them. If they persistently fail to attend without a valid medical reason, you may proceed with the investigation based on the written evidence available. However, you must document every attempt to engage them to demonstrate that you followed a fair and reasonable process. This transparency is vital for defending your position if the case reaches a tribunal later.

Can a manager be dismissed based on a single employee complaint?

A manager can be dismissed following a single complaint if the investigation uncovers evidence of gross misconduct, such as physical violence or severe harassment. However, for less serious issues, a single complaint usually leads to a warning or mediation rather than immediate termination. You must ensure the punishment is proportionate to the findings and that the manager’s previous clean record is considered. A fair process requires looking at the totality of the evidence before deciding.

What is the risk of a constructive dismissal claim in this situation?

The risk of a constructive dismissal claim is high if an employer fails to handle a grievance properly or ignores it entirely. When a leader asks, “The employee complained about their manager. What should I do to avoid a tribunal?”, the answer is always to follow a fair procedure. If the employee feels the relationship has fundamentally broken down due to your inaction, they may resign and claim you breached the implied term of trust and confidence.

Should I hire an external HR consultant to handle the grievance?

Hiring an external consultant is highly recommended for sensitive cases or where an internal investigator cannot remain impartial. This is particularly useful for SME owners who lack a dedicated HR department. An external expert provides a neutral “buffer” between the parties and ensures the process is legally robust. It effectively minimises the risk of bias allegations and provides the professional security needed during high-stakes organisational conflict, protecting both the manager and the business.

Article by

Josephine Broadstock

Josephine Broadstock is the Founder of Altum HR and a recognised thought leader in HR strategy and operational delivery. With a career grounded in employment law and hands-on business support, Josie has built a reputation for helping organisations move beyond transactional HR into truly strategic, commercially aligned people management.

At the core of Josie’s approach is a belief that HR should not sit in isolation—it should actively drive business performance. She works closely with business owners and leadership teams to understand how their organisations function in practice, not just on paper, enabling the design and implementation of people strategies that are both legally robust and operationally effective.

Josie specialises in translating complex employment law and HR challenges into clear, practical solutions that support growth, reduce risk, and improve organisational efficiency. Her work often focuses on bridging the gap between policy and execution—ensuring that processes are not only compliant but also embedded into day-to-day operations in a way that adds measurable value.

Through Altum HR, Josephine leads a team of highly qualified consultants who share her commitment to quality, personalisation, and commercial impact. She is particularly passionate about raising standards within the HR industry, advocating for a more consultative, expert-led approach that prioritises long-term business outcomes over quick fixes.

As an author, Josie shares insights on employment law developments, operational best practice, and real-world HR challenges, offering business leaders practical guidance they can apply immediately. Her content is designed to cut through complexity and provide clarity in an ever-evolving workplace landscape.