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Beyond your ability 
You may have done your best to resolve personality clashes or to solve other problems, but the 
situation or relationship may just not be improving. It may require a wider perspective, more 
developed interpersonal skills, or special expertise in conflict resolution. 
In these cases, you may need to mobilise organisational procedures for 
formal grievance handling
. 
5.5 Formal grievance procedures 
A 
grievance 
occurs when an individual thinks that they are being wrongly treated by their colleagues or 
supervisors; that is, when working relationships break down. 
The individual may consider that they are being picked on, being given an unfair workload, unfairly 
appraised in the annual report or unfairly blocked for promotion, or discriminated against. 
When an individual has a grievance they should be able to pursue it and ask to have the problem 
resolved. 
If one to one discussion has not worked, a more formal approach will be needed. A typical 
grievance 
procedure 
provides for the following steps. 
Step 1 
The grievance should be carefully explained to the aggrieved 
individual's immediate 
boss
(unless they are the subject of the complaint, in which case it will be the next level 
up). Employees have the right to be accompanied by a colleague or representative to 
such an interview, if they feel they need support or a witness. 
Step 2 
If the immediate boss or other person cannot resolve the matter, or an employee is 
otherwise dissatisfied with the first interview, the case should be referred to the 
next 
level of management
(and if necessary, in some cases, to an even higher authority). 
Step 3 
Cases referred to a higher manager should also be reported to the 
personnel 
department
, for the assistance/advice of a personnel manager in resolving the problem. 
All complaints should be thoroughly investigated, so if you do find that you have to go through a formal 
grievance procedure it is important that