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1. Getanoverviewofwhatthegrievanceisabout(Doyouunderstandtheissueandwhatoutcomethegrievantisseeking?)

Ensure you have a quiet place to meet with the grievant and allow ample time(minimum 30 minutes).

Check on urgency/level of distress/deal with any immediate safety issues. Ask if the matter has been raised elsewhere (it cannot be dealt with by two areas

concurrently). Explain the relevant policy and procedures clearly, and your role (you will not side

with any party or undertake advocacy). Give them a copy of the relevant policy andguidelines if appropriate.

Find out what outcome they are seeking (you may need to assist them in settingrealistic expectations)

2. Checkthatyouaretheappropriatepersontodealwiththematter(Canyoubeimpartial?Willyoubeseenasbiased?Doyouhavetheauthoritytohandlethis?Isittooseriousforresolutionatthislevel?)

Discuss with your supervisor, HRU, or the Equity & Diversity Unit if in doubt. If you are nottheappropriateperson, advise the grievant and refer the matter to the

appropriate person as soon as possible. Contact that person to make sure the matteris being dealt with.

If the grievant alleges harassment or discrimination, you must contact the Equity &Diversity Unit.

3. Obtainfullinformationaboutthegrievancefromthegrievant

Listen to their issues without pre-judging or commenting. Ask for any supporting evidence, eg. people they spoke to about the matter, diary

notes, emails sent, witnesses to events, etc.

Provide advice about the range of options that might be available, eg. they deal withthis themselves, you handle it, it is referred on, they are entitled to have a supportperson, etc.

Explain what will happen next, which may include another meeting to providefurther advice.

Explain the concepts of procedural fairness and confidentiality (an impartial processwhere the respondent has the right of reply).

Let them know who you need to talk to about it (eg. your supervisor, the HumanResources Unit, the other party), and when you will get back in touch with them.

Explain what records you will keep and what you will do with them.

Remind them about the need for confidentiality if appropriate.

Check if they need additional support (eg. counselling can be provided by theStudent Counselling Service or HRU may refer on).

Fill in a UTS Grievance Handling Record Form or keep notes if the form is notavailable. Store-securely.

FOR UTS MANAGERS

UTS:

GRIEVANCE HANDLING CHECKLIST

Formoredetail,refertotherelevantpartsoftheUTSEnterpriseAgreement,andrelevantUTSpoliciesandprocedures.

8/3/2019 Grievance Checklist

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4. Dealwiththegrievanceinasshortatimeaspossibletoavoidfurthergrievances

5. Gatheranyfurtherinformationyouneedinorderto:

a) get a better idea of whether the alleged grievancehappened or didnt happen

b) determine what action to take

Talktotherespondent/thoseinvolved:

Prepare for this interview, eg. clarify what you willsay, write down questions you need to ask, familiariseyourself with appropriate UTS policies, seek adviceif-uncertain.

If the grievance contains allegations against therespondent, provide them with the opportunity to bring

a support person to the meeting.

Explain the purpose of this meeting, how the grievanceprocedure works, and reassure them they have not beenpre-judged. Tell them about the range of outcomespossible under the procedures.

Tell them what the grievant is stating, and explain whythis may be seen as unfair treatment (refer to relevantUniversity policy, Code of Conduct, etc. if necessary).

Reassure them that you will be acting impartially.

Ask them to respond to the matters raised clarify thatyou have understood their version of events.

Ask what they think may resolve the situation.

Remind them, if appropriate, about the need forconfidentiality and that they must not victimise orhassle the grievant or others involved.

Provide information on support available,eg student counselling, HRU.

Explain what you will do next (eg. talk to grievant again,gather more information, etc.) and when you will nextbe in contact with them.

Explain what records you will keep and what you will dowith them.

Keep an accurate, confidential record of importantdetails from the meeting.

6. Gatheranyadditionalinformationyouneed

Check timesheet records, emails, etc. where relevant.

In more serious grievances you may need to talk ormeet with witnesses.Checkwithyoursupervisorbeforeinterviewinganywitnesses.

7. Decidehowthegrievancecouldberesolved

Having reviewed all documentation and/or spoken to allparties, make a judgement about whether on the balanceof probability there was unfair treatment.

Then you will be able to decide whether you should:

>Resolve the matter through a management decision.Eg. if you found that unfair treatment did occurin relation to a non-disciplinary offence you couldreverse an unfair decision, or counsel the offender. Ifyou could not determine what happened you mightwarn one or both sides of what the outcome wouldhave been if either side had been proven. If it was notpossible for the parties to resolve it, you may needto impose a workable solution and make clear yourexpectations about future interaction between the

parties.

> Try to resolve the matter through conciliation.Conciliation is appropriate in situations where thebasic facts are not in dispute, but there is a differenceof interpretation about what happened. It can beused when there was inappropriate or distressingbehaviour and one side is willing to apologise. It canalso be used when both sides want to resolve it in alow key manner.

>Refer the individuals or the case to a senior manager

if you are unable to resolve it, or recommend furtherinvestigation if the matter is so serious as to warrantdisciplinary action.

Check with your supervisor before making a finaldecision.

8. Actonyourdecision

Inform the grievant and respondent separately of theoutcome, giving clear reasons for your decision.

Tell them of internal and external avenues of appeal if

they are not happy with your decision.

If appropriate, discuss your expectations about thestandards of professional behaviour required (eg. novictimisation or harassment, appropriate interactions,etc.) and give them a copy of the UTS Code of Conduct.

9. Monitorthesituationtoensuretheresolutionhasbeencarriedout,orthatthereisnorepeatofunacceptablebehaviour,novictimisation,orongoingworkplacestress

10.Completeyourpaperwork Attach all file notes, letters, and emails to your

Grievance Handling Record Form and file in theappropriate secure location.

UTS:mCU/JOB11431

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