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The document outlines an employee grievance procedure, detailing the steps for filing a grievance with management, including timelines for responses and meetings. It specifies the roles of both the manager and higher authority in addressing and resolving complaints, ensuring a structured approach to handling employee grievances.

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What are the three most common grounds for grievances?

Step 4: The grievance meeting Formal grievance procedure. When an employee raises a formal grievance, the employer should hold a meeting with them. A grievance meeting is sometimes called a hearing. The employer should hold the meeting without unreasonable delay ideally within 5 working days.

What are the three causes of grievance?

The top three reasons for employee grievances are bullying or harassment (67%), relationships with managers (54%) and relationships with colleagues (49%).

What are the grounds to file a grievance?

Valid reasons to file a grievance include discrimination, harassment, contract violations, unsafe working conditions, unfair treatment, retaliation, denial of leave or accommodations, bullying, and unpaid wages or benefits.

What are the steps in a grievance procedure?

Workplace grievances generally fall into a few key categories: Work conditions. When employees arent provided with a safe, healthy environment to do their job, they may file a grievance about work conditions. Compensation. Personnel policy. Harassment.

What are the most common grievance procedures?

The 5-Step Workplace Grievance Process Step 1: Informal meeting. Step 2: Supervisor meeting and documentation. Step 3: Escalation to management. Step 4: Escalation to top company representatives. Step 5: Referral to arbitration.

What is step 3 of a grievance?

If the parties are unable to resolve the grievance after the Step 2 meeting, the union can advance the grievance to an Adjustment Board (Step 3) by submitting a written request to Employee Labor Relations or the Human Resources Director within the timeframe prescribed in the applicable MOU.

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