When an Employee Makes a Complaint: What Should You Do First?
An employee asks if they can speak to you privately.
They close the door.
And then they say:
"I want to make a complaint."
For many managers, that's the moment the internal panic starts.
Do I need HR?
Do I need to investigate?
Should I speak to the other person?
Do I need statements?
Is this bullying?
What am I allowed to say?
Before you turn a workplace complaint into an episode of Law & Order, there are a few things to get right.
First: listen
It sounds obvious, but don't rush into solving the problem while the employee is still explaining it.
Let them talk.
Ask questions where you need clarification.
Try to understand:
What happened?
When did it happen?
Who was involved?
Was anyone else present?
Has this happened before?
How has it affected them?
And importantly:
What are they hoping will happen next?
You may not be able to give them the outcome they're asking for, but understanding what they want is still important.
Don't promise confidentiality
Managers sometimes want to reassure an employee by saying:
"Don't worry, this will stay between us."
Be careful.
Depending on what has been raised, that may be a promise you can't keep.
Instead, explain that the information will be handled sensitively and only shared with people who need to be involved.
That gives the employee appropriate reassurance without making a commitment the business may later have to break.
Don't decide who's right in the first meeting
This is particularly important.
An employee can be genuinely distressed by something that has happened.
That doesn't automatically mean every allegation has been established.
Likewise, a manager believing someone's behaviour was harmless doesn't mean there isn't a legitimate concern.
Your job at the beginning isn't to decide who is right.
It's to understand what's being alleged and work out what needs to happen next.
Work out what you're actually dealing with
Not every workplace complaint requires a formal investigation.
Some issues can be resolved through:
a management conversation;
coaching;
facilitated discussion or mediation;
clarification of roles or expectations; or
another informal resolution process.
Other matters are serious enough that a formal process may be necessary.
The response should be proportionate to the issue.
Automatically launching an investigation into every interpersonal disagreement can make things unnecessarily adversarial.
Ignoring a serious allegation because you'd prefer everyone to "sort it out" can create a much bigger problem.
The skill is knowing the difference.
Consider what needs to happen immediately
Sometimes nothing needs to change while you're deciding the next steps.
Other situations may require interim measures.
For example, you might need to consider reporting lines, rosters, work locations or how the employees interact while the matter is being addressed.
The key is not to jump to conclusions or inadvertently punish someone before the issue has been properly considered.
Any interim arrangements should be about managing the workplace appropriately — not deciding the outcome early.
Document what was raised
You don't need a 12-page witness statement after every employee conversation.
You do need a reliable record.
Record the key concerns raised, relevant dates or examples, who was involved and any immediate actions agreed.
Then confirm the next steps with the employee.
One of the worst things you can do after someone raises a workplace concern is allow it to disappear into a black hole.
Even if you're still deciding what happens next, keep them appropriately informed.
And if you're unsure — get advice early
The best time to seek HR advice is often before you've sent the email, moved the employee, accused someone of misconduct or promised an outcome.
Once those things happen, they're much harder to undo.
A good HR practitioner should help you determine the appropriate process — not automatically make everything bigger and more formal.
Because when an employee raises a complaint, the goal isn't simply to "deal with the complaint."
It's to respond fairly, appropriately and proportionately for everyone involved.
Not sure how to handle a workplace complaint?
HFI Consulting provides practical support with employee complaints, workplace conflict, investigations and difficult employee relations matters — helping businesses determine the right next step before taking action.
