In the fast-moving environment of a GP surgery, workplace issues can quickly escalate if not addressed properly. Whether it’s a disagreement between colleagues, concerns about workload, or allegations of unfair treatment, how you handle a grievance can significantly affect staff morale — and your legal risk.

Here’s our quick guide to the dos and don’ts for Primary Care providers when it comes to handling grievances.

 ✅ DO:

1. Have a written Grievance Policy
Make sure your practice has a clear, accessible grievance procedure. The grievance procedure should be succinct and allow for flexibility whilst also aligning with the ACAS Code of Practice. This is also something the CQC may look for when assessing leadership and culture under the Well-led domain. Ensure it has been shared with all staff. 

2. Take every grievance seriously
Even if a complaint seems minor or informal, it should be acknowledged and addressed. Early resolution can prevent escalation to the GMC, the CQC, or an employment tribunal.

3. Act promptly and follow procedure
Delays can lead to frustration and legal risk. Investigate fairly, allow both sides to respond, and keep written records at every stage.

4. Hold a formal meeting (if needed)
If the grievance can’t be resolved informally, invite the employee to a meeting to discuss the issue. Allow them to bring a colleague or union rep for support. The meeting will need to be followed by appropriate investigations.

5. Word the outcome carefully
Whether you are upholding the grievance or not, the wording of the outcome letter is crucial. Imagine you are before an Employment Tribunal judge and think about how your response appears to a third party. You want them to side with you, so a clear, concise and reasoned outcome is crucial. Don’t use medical-specific terminology that a Judge won’t understand!

6. Offer an appeal
Employees must have the right to appeal the outcome of their grievance. This should be handled impartially, ideally by someone more senior and not involved in the original decision. Keep the Senior Partner out of the process entirely until the bitter end, if you can. If not, perhaps it’s time for an independent third party to take over. 

 ❌ DON’T:

1. Dismiss it as “just a personality clash”
Personality clashes in the Primary Care sector can have dire consequences for communication and, ultimately, patient safety. Interpersonal disputes may also be rooted in deeper issues such as harassment, workload, or discrimination. Investigate properly; you don’t know what you don’t know. Might mediation help? Sometimes a facilitated conversation will get to the bottom of the issues and allow everyone to move forward with respect. 

2. Retaliate against the employee
Any form of retaliation — such as gaslighting, micromanaging, changing shifts or reducing hours — after raising a grievance could lead to constructive dismissal or victimisation claims where the complaint involves discrimination allegations. Remember that grievances often amount to whistleblowing protected disclosures too.

3. Handle it informally without consent
You can try informal resolution first — but if the employee requests a formal process, you must follow it.

4. Allow a grievance to, unnecessarily, thwart a disciplinary
We’ve all been there. You instigate disciplinary (or capability) proceedings only to be hit with a grievance and a demand that it is dealt with before any further action is taken. Tread carefully and take advice. Depending on the grievance, it might be possible to run the processes concurrently or even put the grievance on hold.

5. Forget confidentiality
Discuss the matter only with those directly involved. Breaches of confidentiality damage trust and may risk legal exposure. Please do not promise complete confidentiality though! It makes a fair and proper investigation borderline impossible where the circumstances themselves will reveal who has raised the grievance.

6. Ignore mental health impacts
Grievances can be emotionally taxing. Be mindful of stress and signpost support, such as occupational health or the employee assistance programme. It is important to demonstrate your support and compliance with health and safety duties, so make sure these offers are followed up in writing.

Final Thoughts

Grievances are part of any workplace — but in a GP practice, where teams work closely under pressure, how you manage them really matters. A calm, fair, and lawful approach not only protects the practice legally but also strengthens staff trust and cohesion. 

If in doubt, please contact Sarah Young in our Primary Care team.