Scenario
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How to write a grievance letter for bullying at work
Use this page when you need to raise repeated hostile, intimidating or inappropriate treatment at work in a formal written grievance.
Use this page when you need to raise a workplace grievance in writing and want a structured first draft that covers the issue, evidence and requested outcome.
These pages cover specific versions of the same issue, so users can choose the closest scenario before opening the builder.
Use this page when you need to raise repeated hostile, intimidating or inappropriate treatment at work in a formal written grievance.
Use this guide when pay, underpayment, missing wages or pay-related treatment needs to be raised formally in writing.
Add your employer and who should receive the grievance.
Select the grievance category and when it started.
Add the facts and tell us what evidence exists.
Choose the tone and next-step request.
Use the guide to understand what matters, gather the right facts and move into the matching builder with less guesswork.
Explain the issue clearly and who it involves.
Include dates, incidents, meetings and any informal steps already taken.
List documents, emails, messages, witnesses or notes that support the issue.
Say whether you want an investigation, meeting, response or specific action.
What happened, who was involved and when it occurred.
Emails, messages, meeting notes, rota records or witness details.
Investigation, meeting, written response or practical remedy.
Focus on the specific grievance rather than every workplace frustration.
A grievance is easier to investigate when the timeline is clear.
Firm and factual wording is safer and easier to respond to.
A grievance letter works best when the employer can see the issue, the timeline and the outcome requested. Keep the wording focused on facts and avoid unnecessary insults or speculation.
If the matter involves discrimination, dismissal risk, serious allegations or strict deadlines, get suitable independent advice.
A grievance letter matters because of what it triggers. The ACAS Code of Practice on Disciplinary and Grievance Procedures sets out what employers are expected to do once an employee raises a concern formally, and employment tribunals take it into account when judging whether an employer acted reasonably.
In outline, the employer should look into the matter without unreasonable delay, hold a meeting to discuss it, allow you to be accompanied at that meeting, tell you the outcome in writing, and give you a right of appeal. Your letter starts that sequence, which is why both the date you send it and the fact it is in writing matter.
Tribunals can adjust a compensation award by up to 25% where either side unreasonably fails to follow the Code — upward if the employer ignored it, downward if the employee did. That cuts both ways, and it is a practical reason to raise a grievance properly rather than informally venting.
Workers have a statutory right to be accompanied at a grievance meeting by a colleague or a trade union representative. It comes from section 10 of the Employment Relations Act 1999 and does not depend on your length of service or on anything in your contract.
The companion can put your case, sum up and confer with you during the meeting, but cannot answer questions on your behalf. It is worth naming this in the letter itself — a line such as "I would like to be accompanied at any meeting" removes the awkwardness of asking on the day.
Many employers are more generous than the statutory minimum and allow other companions. That is a matter for their own policy, so check the staff handbook before assuming either way.
This is the most expensive misunderstanding in this area. Most employment tribunal claims must be started within three months less one day of the act complained about, and you normally have to notify ACAS for Early Conciliation before lodging a claim.
Waiting for a grievance outcome does not stop that clock. People regularly go through a grievance, then an appeal, and find the deadline passed somewhere in the middle. If a matter might end up at a tribunal, track the deadline separately from the grievance and take advice early rather than assuming the internal process protects you.
None of that means skipping the grievance. It usually resolves things, and the Code expects it. It simply means the two timelines run in parallel rather than one waiting for the other.
The normal sequence is acknowledgement, investigation, a meeting, a written outcome, and an appeal if you are unhappy with the result. How long each stage takes varies by employer, but "without unreasonable delay" is the standard and most policies commit to specific timescales.
If you hear nothing, follow up in writing quoting the date of your original letter. A short factual chaser creates a record of the delay, which matters if the handling itself later becomes part of the complaint. If the outcome does not resolve things, appeal in writing and say specifically what you disagree with rather than restating the original grievance.
If the process stalls completely or the situation is serious, ACAS runs a free helpline and can explain the options. They are independent of both sides and are the right first call.
Draft a formal grievance letter for workplace issues.
Dear HR Manager, I am writing to raise a formal grievance about unfair treatment at work. The issue has continued after I raised it informally on 10 March 2026. The main concern is that I have been treated differently in relation to shifts and duties without a clear explanation. I have emails and rota records that support the timeline. Please investigate this grievance and confirm the next steps in writing. Yours sincerely, Jane Smith
People often compare a few related scenarios before they choose the right builder. These links make that path easier.
Use this page when you need to raise repeated hostile, intimidating or inappropriate treatment at work in a formal written grievance.
Use this guide when pay, underpayment, missing wages or pay-related treatment needs to be raised formally in writing.
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RequestDraft helps organise facts, evidence and wording. It is not a law firm, claims company or regulated advice service. Review names, dates, deadlines, evidence and final wording before sending anything.
Choose the closest guide so the draft does not mix different legal or complaint routes.
Receipts, photos, notices, messages and timelines make the final letter stronger.
Use the builder for structure, then check the final draft against your own facts.
No. It is a drafting template to help organise a workplace grievance letter.
It should usually include the issue, dates, evidence, any informal steps and the outcome you want.
The Code is not law in itself, but employment tribunals take it into account and can adjust a compensation award by up to 25% where either side unreasonably fails to follow it. In practice most employers follow it closely for that reason.
Yes. Workers have a statutory right to be accompanied by a colleague or trade union representative under section 10 of the Employment Relations Act 1999. It does not depend on your length of service. Ask in the letter rather than on the day.
There is no single fixed deadline. The standard is "without unreasonable delay", and most employers set their own timescales in a written policy. Check the staff handbook and follow up in writing if that date passes.
No, and this catches people out regularly. Most tribunal claims must be started within three months less one day of the act complained about, with ACAS Early Conciliation notified first. An ongoing grievance does not pause that clock.
Appeal in writing within the time your employer allows, and say specifically what you disagree with and why rather than restating the original grievance. Add anything that was not considered the first time.
Often yes, and the ACAS Code encourages resolving matters informally where possible. Mention any informal steps in the formal letter so the record shows you tried. If the matter is serious, going straight to a formal grievance is reasonable.