Grievance and Disciplinary Procedures for UK Charities | LegalDocuments.co.uk

Overview

A grievance procedure is the route an employee uses to raise a concern formally, typically about how they have been treated, their working conditions, or the behaviour of a colleague or manager. A disciplinary procedure is the mirror image: it is the process the employer follows when concerns are raised about an employee's conduct or performance.

For charities, both procedures sit within the same framework of employment law that applies to any other employer in England and Wales, but with added considerations around public trust, volunteer involvement, and the scrutiny of regulators such as the Charity Commission. The Acas Code of Practice on Disciplinary and Grievance Procedures is the reference point tribunals look to when deciding whether an employer acted reasonably.

Charities that follow it closely, and document what they do, are in a far stronger position if a dispute escalates. Written policies should be accessible, consistently applied, and reviewed regularly so they reflect current law and the way the organisation actually operates.

Key steps

1. Put clear written policies in place. Draft separate grievance and disciplinary policies in plain English, covering how concerns are raised, who investigates, expected timeframes, and the right of appeal. Make sure trustees have approved them and that every employee receives a copy when they start, with refreshers when anything changes. 2. Train the people who will run the process. Managers and trustees handling grievances or disciplinaries need to know what fairness looks like in practice. That means understanding how to investigate without pre-judging, how to run a hearing, how to take proper notes, and when to pause and take further guidance before deciding anything serious. 3. Investigate properly before any hearing. A rushed or superficial investigation is one of the most common reasons charities end up on the wrong end of a tribunal claim. Gather the evidence, speak to witnesses, give the employee a genuine chance to respond, and keep the investigator separate from whoever will make the final decision where possible. 4. Hold a fair hearing and communicate the outcome in writing. The employee should know the allegations or issues in advance, be allowed to bring a companion, and be given the chance to put their side of the story. Afterwards, confirm the decision in writing, explain the reasoning, and set out how to appeal within a reasonable timeframe. 5. Offer a meaningful right of appeal. An appeal should be heard, wherever possible, by someone who was not involved in the original decision. Treat it as a genuine review rather than a rubber stamp. Keep full records of every stage, these become vital if the matter is later challenged externally.

Common questions