Category Archives: Blogs

A workplace grievance can begin with a conversation that has gone nowhere: repeated unfair treatment, a pay issue left unresolved, bullying, discrimination, or a manager refusing to deal with a concern. The difficulty is not only deciding whether the treatment is wrong. It is knowing how to raise it without damaging your position, missing a deadline or agreeing to leave on terms that do not properly reflect what has happened.

For employees, a grievance is a formal way of asking an employer to investigate and resolve a problem at work. It does not have to mean you want a confrontation or that your employment relationship cannot be repaired. In some cases, it is the most sensible route to a practical solution. In others, it becomes part of a wider discussion about a settlement agreement and an agreed exit.

What counts as a workplace grievance?

A grievance can concern a one-off incident or an ongoing pattern. Common examples include unpaid wages or bonus, an unfair appraisal, a failure to make reasonable adjustments, bullying, harassment, discrimination, a change to duties or hours, or concerns about a disciplinary process.

The facts matter. A disagreement with a manager is not automatically a legal claim, and an employer is not required to agree with every complaint. However, employers should take genuine concerns seriously, follow a fair process and avoid treating someone badly because they have raised a concern.

Some situations need particular care. If you believe you have reported wrongdoing in the public interest, rather than a personal employment complaint, the issue may amount to whistleblowing. The legal protections and the appropriate process can be different. Equally, allegations involving discrimination, health and safety or safeguarding may need prompt action beyond an ordinary informal discussion.

Start with the outcome you need

Before submitting a formal grievance, be clear about what you would like the employer to do. That could be an investigation, a correction to pay or records, a change in reporting line, training for a colleague, reasonable adjustments, an apology, or a confirmed reference if you are considering leaving.

This is not about making your request artificially modest. It helps you frame the issue clearly and makes it easier to assess whether the employer’s response is meaningful. A well-handled grievance can restore a working relationship. Where trust has broken down, however, the realistic outcome may be a negotiated departure rather than a return to business as usual.

Keep a contemporaneous record. Save relevant emails, meeting invitations, diary notes, performance documents and messages in a lawful and secure way. Note dates, who was present, what was said and the effect the issue has had on you. Avoid altering documents or taking confidential business information that you do not need to support your concern. Your evidence should be accurate, proportionate and capable of being explained.

Raising workplace grievances formally

Check your employer’s grievance policy, usually found in a staff handbook, intranet or contract. It should explain who to write to, normally your line manager or another senior manager where the grievance concerns your manager, and how a hearing and appeal will work.

Your written grievance should be calm, factual and specific. Set out the key events in date order, identify the people involved, explain why you believe the treatment is unfair, and state the outcome you are seeking. Attach only the documents that genuinely support the points you make. It is usually more effective to provide a clear account than a large bundle of unfocused material.

You should normally be invited to a grievance meeting and given an opportunity to explain your concerns. You may have the right to be accompanied by a work colleague or trade union representative at a grievance hearing, depending on the circumstances and your employer’s policy. Afterwards, the employer should give you a decision and, if you remain dissatisfied, an opportunity to appeal.

The Acas Code of Practice sets expectations for handling grievances fairly. A failure to follow it does not, by itself, create a tribunal claim. But where a relevant claim succeeds, an Employment Tribunal can adjust compensation by up to 25% if either side has unreasonably failed to comply with the Code. Process therefore matters, for employees and employers alike.

Do not let the grievance process obscure tribunal deadlines

One of the most costly assumptions is that a grievance pauses time limits. It usually does not. Many Employment Tribunal claims must be started within three months less one day of the act complained of, although the precise deadline depends on the claim and facts. Beginning Acas early conciliation can pause the clock, but an internal grievance does not do so.

You do not need to decide immediately that you will bring a claim. You do need to understand the time limit while pursuing an internal resolution. If there is any risk that a deadline is approaching, take independent advice promptly. Waiting for a final grievance outcome can leave too little time to protect your legal position.

When a grievance leads to settlement discussions

Employers sometimes propose a settlement agreement while a grievance is ongoing, or after a grievance has exposed a relationship that both sides feel cannot be repaired. This can be a constructive option, but it should never be treated as a routine formality.

A settlement agreement is a legally binding contract in which an employee usually agrees not to bring specified employment claims in return for compensation and other agreed terms. To be valid, it must be in writing, identify the claims being waived and the employee must receive independent legal advice from a relevant adviser. The employer will often contribute towards the cost of that advice.

A proposed agreement does not mean your grievance lacks merit, nor does it necessarily mean that accepting an exit is the wrong choice. It means there is a decision to make. You may prefer to remain employed and seek a proper grievance outcome. You may instead want the certainty of agreed pay, a reference and a defined leaving date. The right approach depends on the evidence, the prospects of repairing the relationship, your financial position and the value of the terms offered.

Terms worth checking carefully

Compensation is only one part of the decision. A fair package should be assessed against notice pay, holiday pay, bonus or commission, pension implications and the potential value of any claims you may be giving up. The tax wording also needs close attention. While some qualifying termination payments may be paid tax-free up to a statutory limit, notice pay and some other sums are normally taxed in the usual way.

The wording of the reference can be particularly important if you are moving into a regulated, senior or client-facing role. It is often sensible to agree the reference in full, rather than rely on a general promise to provide one later. You should also check confidentiality clauses, non-disparagement provisions, restrictive covenants, announcements, return of property and any obligation to assist after your employment ends.

Do not assume that a standard document is automatically balanced. Agreements are often drafted to provide the employer with certainty. That is understandable, but the terms should also reflect what you are being asked to give up and allow you to move forward without unnecessary restrictions.

A practical approach if you are offered an agreement

Ask for time to consider the proposal. The Acas guidance indicates that, as a general rule, employees should be given at least 10 calendar days to consider a written settlement agreement and obtain advice, although circumstances can vary. Pressure to sign immediately is a reason to pause and obtain clear, independent advice.

An adviser can review the proposed terms alongside the background to your grievance, explain the claims covered by the waiver, identify clauses that may cause difficulty later and advise whether negotiation is appropriate. Negotiation need not be hostile. It may focus on a higher payment, an agreed reference, a later termination date, clearer tax protection or the removal of an overly broad restriction.

Be measured in your communications. Do not resign in haste, accept terms orally or send messages that undermine your stated concerns before you understand the implications. If you do resign, the reason and timing can affect your options, particularly where you may be considering constructive dismissal.

For employers: process protects both sides

A clear grievance process gives an employer the chance to understand the issue, correct mistakes and show that concerns have been considered fairly. It should not be used as a delaying tactic or as pressure to force an employee out.

Where an agreed exit is genuinely preferable, a carefully drafted settlement agreement can provide certainty and reduce the risk of future disputes. That requires realistic terms, appropriate time for independent advice and wording that is legally compliant without being unnecessarily aggressive. A rushed or poorly handled process can create further risk rather than resolve it.

If a workplace concern is affecting your health, your confidence or your ability to do your job, you do not have to decide everything at once. Set down the facts, protect any relevant deadlines and seek clear advice before making a decision that shapes your next step.

A settlement agreement can arrive at a difficult moment: after a redundancy consultation, a workplace dispute, a grievance or an unexpected conversation about leaving. The best questions before signing an agreement are not a formality. They help you understand what you are being paid for, which legal rights you are giving up and whether the terms let you move on with confidence.

A settlement agreement is voluntary. You do not have to sign it simply because it has been presented to you, and you should not feel pressured into making an immediate decision. For it to be legally valid, you must receive advice from an independent legal adviser on the terms and effect of the agreement, particularly the claims you are being asked to waive.

Start with the reason for the proposed exit

Before focusing on the payment figure, ask your employer why a settlement agreement is being offered and what would happen if you did not accept it. This context matters. An offer made during a genuine redundancy process may need to be assessed differently from one made after a disciplinary concern, a grievance or a dispute about your treatment at work.

Ask whether the employer intends to continue with an existing process if no agreement is reached. For example, will consultation continue, will you remain employed during notice, or is the employer considering dismissal? The answer should not be treated as a threat, but it will help you assess the value of the offer and the practical alternatives available to you.

It is also sensible to ask whether the proposed departure date is fixed, negotiable or dependent on signing. A later termination date may affect salary, benefits, bonus entitlement, share arrangements, pension contributions and the time available to find another role.

What exactly am I being paid, and when?

The headline settlement figure is only one part of the financial picture. Ask for a clear breakdown showing salary up to the termination date, notice pay, accrued but untaken holiday, statutory redundancy pay where applicable, enhanced redundancy or compensation, bonus, commission and any other contractual sums.

You should ask whether the compensation reflects the rights you are being asked to give up. A settlement agreement commonly prevents you from bringing specified employment claims against the employer, even if you later discover further information. The appropriate level of compensation depends on the circumstances, including your length of service, seniority, salary, the strength of any potential claims and how quickly you may reasonably secure alternative work.

Ask when each amount will be paid. A payment due shortly after termination is different from one tied to a later payroll date or a condition that may be unclear. The agreement should state the payment dates precisely, along with what happens if the employer pays late.

For senior employees, check the treatment of bonuses, commission, long-term incentive plans, shares, carried interest, deferred awards and private medical cover. These matters can be more valuable than the stated ex gratia payment, yet are sometimes addressed only briefly in a draft.

Is the tax treatment correct?

Tax wording deserves close attention. Salary, holiday pay and most payments in lieu of notice are normally taxable and subject to National Insurance deductions. Some termination compensation may be paid tax-free up to the relevant statutory threshold, but the correct treatment depends on the nature of each payment and the facts of your employment.

Ask which sums the employer will process through payroll, which it proposes to pay without deductions and whether it accepts responsibility for any tax liabilities arising from its treatment of the payments. The agreement should not leave you exposed to a broad tax indemnity for matters that are outside your knowledge or control.

This is particularly important where there are unpaid bonuses, complicated notice arrangements, overseas work, share schemes or payments made after the end of employment. Clear wording now can avoid an unwelcome tax issue later.

Which claims am I being asked to waive?

One of the most important questions before signing a settlement agreement is: which legal rights am I giving up? The agreement should identify the statutory and contractual claims being settled. This may include claims relating to unfair dismissal, discrimination, redundancy, unpaid wages, holiday pay, whistleblowing, breach of contract or notice pay.

Your independent adviser will explain the effect of this list in plain English and consider whether there are claims or concerns that should affect the settlement terms. You do not need to decide whether you would definitely bring a claim. The key point is to understand the value of the certainty the employer is seeking from you.

Check whether the agreement settles claims only against the employer or also against group companies, directors, employees, agents and insurers. Wider wording can be appropriate, but it should be considered carefully. You should also ask whether the agreement preserves rights that need to continue, such as accrued pension rights, enforcement of the agreement itself and any claim for personal injury that you could not reasonably have known about when signing.

Will the reference support my next move?

For many employees, the reference is as important as the payment. Ask whether the agreed reference is attached to the settlement agreement and whether it is expressed as the full wording that will be provided. A vague promise to give a reference may offer little protection if there is later a disagreement about its content.

A factual reference confirming job title and dates may be enough in some sectors. In others, particularly where you are applying for senior, regulated or client-facing roles, you may need an agreed statement about duties, performance or the reason for leaving. What is suitable depends on your profession and the circumstances of your departure.

Also ask who will respond to reference requests and whether the employer will provide the agreed wording consistently. If an announcement to colleagues, clients or suppliers is needed, consider agreeing that wording too. A clear, neutral message can prevent speculation and help protect professional relationships.

Are confidentiality and non-disparagement clauses fair?

Settlement agreements usually contain confidentiality provisions. These may require you not to disclose the terms of the agreement or the circumstances leading to it. They can be legitimate, but they should not be so broad that they prevent you from speaking to people you genuinely need to consult.

Ask whether you can discuss the agreement with your partner, immediate family, legal adviser, accountant, tax adviser, doctor or therapist. You may also need to disclose information to a prospective employer, regulator, insurer or mortgage provider. Any necessary exceptions should be clearly written into the agreement.

You should also check any non-disparagement clause. It should be mutual where appropriate, so that the employer and relevant senior individuals are also restricted from making damaging comments about you. Nothing in the agreement should prevent lawful whistleblowing, reporting a crime or making a protected disclosure. Clauses that appear to restrict these rights require particular care.

Do restrictive covenants continue after I leave?

A settlement agreement may confirm existing restrictive covenants, such as non-compete, non-solicitation, non-dealing or non-poaching restrictions. It may even introduce new restrictions. Ask whether you are being asked to accept obligations that were not in your original contract, whether the restrictions are reasonable and how they may affect your next role or business plans.

This is especially relevant if you are joining a competitor, contacting former clients or planning to set up on your own. The wording, duration and geographical reach can all matter. A restriction that appears standard may be commercially significant in practice.

You should also check arrangements for company property, personal data, devices, passwords, business contacts and any work held on personal accounts. Make sure the return process is practical and that you can retain personal material, such as payslips or agreed reference wording, where appropriate.

Who pays for the independent legal advice?

Employers commonly contribute towards the cost of independent legal advice required for a settlement agreement. Ask how much they will pay, whether the contribution covers a full review and whether it can also cover reasonable negotiations or amendments. A contribution is helpful, but it does not mean the adviser acts for the employer. Your adviser’s duty is to you.

You should also ask about the deadline. A fair process allows enough time to obtain advice, ask questions and consider any revised offer. If the deadline is unreasonably short, it may be appropriate to request an extension rather than sign a document you do not fully understand.

Get clear advice before making the decision

The best questions before signing an agreement bring the practical issues into view: your financial position, your future career, your confidentiality obligations and the rights you may be settling. A careful review can identify points that need clarification, correction or negotiation before you decide.

At Arcos Settlement Agreements, the focus is on clear, independent advice and a detailed review of what the document means for you. Once you understand the terms and your realistic options, you can make a decision that protects both your immediate interests and your next step.