When does reasonable management cross the line into an employee feeling singled out?

Over the past year, BeyondHR has seen an increase in employee grievances, often involving concerns around management style, communication and unfair treatment.This month, Deirdre McDermott, who has more than 30 years of HR experience, advises a Portrush restaurant owner after an employee claims their manager is picking on them, while the manager insists they are simply asking them to carry out their role.

Dear Deirdre,

I own a busy restaurant in Portrush, and an employee has recently submitted a grievance citing they would like it dealt with formally. They are claiming that their manager is picking on them. The manager strongly denies this and says they are simply asking the employee to carry out the normal duties expected within their role.

This is the first formal grievance our business has received, so I am unsure what process we need to follow or how to handle the situation fairly.

What should I do next?

Restaurant Owner, Portrush

Dear Restaurant Owner,

It can be difficult when two employees have very different views of the same situation. What one person considers reasonable management may be experienced by another as unfair treatment or being singled out. Your role is to remain neutral, establish the facts and follow a fair and consistent process.

 Acknowledge the Grievance Promptly

Start by acknowledging the grievance and checking your organisation’s grievance procedure. As the complaint involves the employee’s manager, someone who has not been directly involved should handle the matter wherever possible.

 Meet With the Employee

Arrange a private grievance hearing and ask the employee to explain their concerns in more detail. Avoid relying on general statements such as “they are picking on me”. Instead, ask for specific information, including:

• What was said or done?
• When and where did it happen?
• Were any colleagues present?
• Have they raised the issue previously?
• What outcome do they expect?

The employee should also be reminded of their right to be accompanied at a formal grievance meeting by a work colleague or trade union representative.

Carry Out a Fair Investigation

You should then conduct a fair investigation. This may include:

• Inviting the manager to a grievance investigation meeting.
• Speaking separately with any witnesses.
• Reviewing the employee’s job description and responsibilities.
• Checking rotas, messages, emails or other workplace records.
• Reviewing CCTV footage if applicable.
• Reviewing relevant policies and any previous incidents.
• Comparing how similar duties and expectations are applied across the team.

The key question is whether the manager has been giving reasonable and consistent instructions or whether the employee has genuinely been treated differently, spoken to inappropriately or unfairly singled out.

Consider the Manager’s Approach

Managers are entitled to allocate work, set expectations and address concerns about performance. However, they should communicate respectfully and apply the same standards across the team.

Even when the duties being requested are reasonable, the manager’s tone, approach or frequency of criticism may still be contributing to the problem.

Provide a Clear Outcome

Once the investigation is complete, consider all the evidence before reaching a decision. The grievance may be upheld, partially upheld or not upheld. You must provide the employee with a written outcome explaining the decision, the reasons behind it and any next steps. This should be done in a timely manner and in accordance with the grievance procedure.

They should also be given the opportunity to appeal if they disagree with the outcome. Consistency is essential. Grievances should be handled fairly, regardless of the employee’s position, department or length of service.

Follow the Correct Procedure

Failing to investigate concerns properly or delaying action can increase tensions and expose the business to further risk. Poorly managed grievances may also contribute to claims involving discrimination, harassment, unfair treatment or constructive dismissal.

However, the impact is not only legal. When employees believe their concerns are being ignored, it can damage trust, morale and the wider workplace culture. Employees are more likely to remain engaged and productive when they feel their concerns are taken seriously and handled professionally.

Decide the Appropriate Next Steps

Depending on your findings, the next steps could include:

• Clarifying the employee’s duties and responsibilities.
• Setting clearer expectations for both parties.
• Providing the manager with additional training or support.
• Reviewing how work is allocated across the team.
• Arranging a facilitated conversation to rebuild the working relationship.
• Taking disciplinary action.

Do Not Rush the Process

Most importantly, do not allow the pressures of a busy restaurant to rush the process. Taking the time to handle the grievance fairly now may prevent it from developing into a more serious and costly workplace dispute.

Regards,

Deirdre

 Need HR support?

BeyondHR supports businesses across Northern Ireland with practical advice on grievances, employee relations, HR compliance and challenging workplace issues.

Have a workplace question for Deirdre? Submit it anonymously for the chance to be featured in a future edition of Dear Deirdre.

For confidential advice tailored to your business, speak directly with the BeyondHR team on 028 2564 4110.