HR Advice Hub

Can Employees Raise Concerns Informally Instead of Raising a Grievance?

Not every workplace issue needs to become a formal grievance. In many cases, concerns can be resolved much more quickly and positively through an informal conversation.

Employees often assume they have only two choices: stay silent or submit a formal grievance. In reality, there is usually a middle ground. Speaking to a manager or HR informally can often resolve issues before they escalate.

However, there is another common misconception that can create difficulties. Some employees believe they can tell HR about a serious issue, ask them to "keep it confidential" and expect no action to be taken. While HR should always listen carefully and handle concerns sensitively, employers also have legal responsibilities that sometimes mean they cannot simply ignore what they have been told.

Understanding the difference between an informal concern and a formal grievance helps both employees and employers know what to expect.

What Is An Informal Workplace Concern?

An informal workplace concern is an issue that an employee raises without asking the employer to start a formal grievance process. This could be a conversation with their manager, HR or another trusted person about something that is affecting them at work. Examples include:

• A disagreement with a colleague.

• Concerns about communication within the team.

• Feeling unsupported by a manager.

• Minor workload concerns.

• Feeling uncomfortable about something that has happened but wanting advice before deciding what to do.

• Asking HR for guidance on whether a situation is serious enough to become a formal grievance.

An informal conversation does not automatically become a formal grievance simply because HR is involved.

Does An Employee Have To Raise A Formal Grievance?

No. Employees do not have to submit a formal grievance before speaking to their manager or HR about a workplace concern.

Many organisations actively encourage employees to raise concerns early so that problems can be addressed before they become more serious. Sometimes, after talking things through, the employee may decide that no further action is needed. In other cases, they may later decide that a formal grievance is appropriate. The important thing is that employees feel able to speak up.

Where Appropriate, It Is Usually Better To Try Informal Resolution First

Where the issue is relatively minor and everyone feels comfortable doing so, informal resolution is often the best place to start. Many workplace problems arise because of misunderstandings, poor communication or differences in working styles rather than deliberate wrongdoing. Addressing concerns early through an open conversation can often resolve issues quickly while preserving positive working relationships.

Employees should not feel that they have to deal with concerns alone. Managers and HR can often support informal resolution by facilitating conversations, helping individuals communicate more effectively or suggesting practical solutions that work for everyone involved.

However, informal resolution is not suitable for every situation. Allegations involving bullying, harassment, discrimination, victimisation, safeguarding concerns, violence or serious misconduct may require formal action from the outset. Employees should never feel pressured into resolving serious concerns informally if they are uncomfortable doing so.

Choosing the right approach depends on the circumstances, but where appropriate, resolving issues early and informally is often better for everyone involved.

Why Informal Resolution Often Works Better

Where appropriate, informal resolution offers several advantages. It can:

• Resolve issues much more quickly.

• Reduce stress for everyone involved.

• Preserve working relationships.

• Prevent small concerns from escalating.

• Avoid unnecessary formal investigations.

• Encourage open communication within the workplace.

Formal grievances remain an important process where serious concerns exist, but they should not be viewed as the starting point for every workplace disagreement.

Can An Employee Tell HR About A Problem But Ask Them To Do Nothing?

This is one of the most challenging situations HR professionals deal with. Employees sometimes approach HR saying things like: "I don't want to raise a grievance", "I just wanted someone to know" or "Please don't tell anyone".

Often, the employee simply wants someone to listen or provide reassurance. They may not be looking for an investigation or any formal outcome. While HR should always take time to understand the employee's concerns and explain the options available, they cannot promise that nothing will happen.

Once an employer becomes aware of certain information, they may have legal or organisational responsibilities that require them to act.

Why It Can Be Difficult For HR To "Just Know"

Many employees believe they are helping by making HR aware of an issue while asking them not to take any action. Unfortunately, things are rarely that simple. Once HR becomes aware of behaviour that could place someone at risk or expose the organisation to legal liability, they cannot simply forget what they have been told.

Imagine an employee tells HR they are being sexually harassed but insists they do not want anyone spoken to. Or an employee reports that a manager is bullying several members of staff but asks HR to keep it completely confidential. Or someone discloses behaviour that could affect the health, safety or wellbeing of others.

In situations like these, doing nothing could place other employees at risk and potentially leave the employer in breach of its legal duties. This is why HR cannot always simply "listen and leave it there", even when the employee genuinely does not want anything to happen.

Can HR Keep Workplace Concerns Confidential?

HR should always handle workplace concerns with sensitivity and discretion. However, confidentiality does not always mean complete secrecy. Information should only be shared with people who genuinely need to know, and HR should always explain this to employees from the outset.

There are circumstances where confidentiality may have to be limited, particularly where concerns involve:

• Bullying or harassment.

• Sexual harassment.

• Discrimination.

• Safeguarding concerns.

• Serious breaches of health and safety.

• Violence or threats.

• Criminal behaviour.

• Conduct that may affect other employees.

Where possible, HR should discuss this openly with the employee before taking further action, explaining why certain information may need to be shared and what the next steps are likely to be. Being honest about this from the beginning helps maintain trust, even where complete confidentiality cannot be guaranteed.

Not Every Concern Requires A Formal Investigation

One of the biggest misconceptions is that speaking to HR automatically triggers a formal investigation. In reality, that is often not the case. Depending on the circumstances, HR may instead:

• Provide advice.

• Help the employee explore their options.

• Support an informal conversation.

• Arrange mediation.

• Coach managers on how to resolve the issue.

• Monitor the situation over time.

• Recommend practical adjustments to improve working relationships.

The response should always be proportionate to the seriousness of the concern.

Advice For Managers

Managers are often the first person an employee approaches with a workplace concern. Rather than immediately suggesting they submit a formal grievance, managers should:

• Listen carefully without making assumptions.

• Thank the employee for speaking up.

• Understand what outcome the employee is hoping for.

• Explain the difference between informal and formal options.

• Avoid promising complete confidentiality.

• Seek advice from HR where appropriate, particularly if the concerns are serious.

Managing expectations from the beginning helps avoid misunderstandings later if further action becomes necessary.

Need HR Support?

Employees should be encouraged to raise concerns as early as possible. Where appropriate, informal conversations are often the quickest and most effective way of resolving workplace issues before they escalate into formal disputes.

However, employees should also understand that once serious concerns are disclosed, employers cannot always promise that no action will be taken. Organisations have legal responsibilities to protect their employees, and there will be occasions where confidentiality has to be limited or formal action becomes necessary.

The key is openness from the outset. Both HR and Managers should clearly explain what they can and cannot keep confidential, what options are available and why certain concerns may require further action. By setting realistic expectations and encouraging early conversations, employers can build trust, resolve many issues informally and ensure that more serious concerns are dealt with fairly, consistently and appropriately.

If you're unsure how to handle workplace concerns, BloomHR can help. From advising on informal resolution to supporting formal grievance processes and manager training, we provide practical HR support that helps businesses manage employee concerns with confidence. Contact us for more information.