Four steps to an effective grievance procedure

• DOI: http://doi.org/10.1002/ban.30572
• Date: 01 November 2017
• Published date: 01 November 2017

© 2017 Wiley Periodicals, Inc., A Wiley Company • All rights reserved

View this newsletter online at wileyonlinelibrary.com • DOI: 10.1002/ban

Editor: Jeff Stratton

Supplement

Staff complaints and the proper method

of board response

Board member question: “Recently, we had

an employee contact two board members with

complaints about our executive director. Rather

than redirect the staff member to the executive

director, the board members listened and now

want to investigate them more fully. Our CEO is

very unhappy.

“What is the best way for a board to hear staff

concerns?”

The Board Doctor’s answer: Unless these

complaints are related to financial malfeasance or

sexual harassment by the CEO, the best method

for a board to hear staff complaints is through the

administrator.

A fundamental aspect of the board/administra-

tor relationship is this: Personnel management

is part of the executive director’s job description.

A board can’t expect every employee to be happy

with all of management’s decisions.

Most administrators will tell you that when a

board feels free to manage personnel at the non-

profit, the board usually feels free to manage other

parts of the operation as well.

In addition, when a board hears staff com-

plaints, the board undermines the administrator’s

authority. In effect, it’s giving the administrator a

“no confidence” vote.

To avoid a similar problem, create a sound

grievance policy and procedure and, as a board,

support it. By doing so, you are supporting

your executive director. Grievance procedures

are in place for a good reason. When an em-

ployee contacts a board member with an issue,

the board should always respond by asking the

staff member to follow the nonprofit’s grievance

procedure. ■

Four steps to an effective grievance procedure

When your board reviews the organization’s grievance

procedure, make the policy effective by ensuring it contains

these four points:

1. A clear chain of communication. Employees must

know whom to approach with a complaint or concern. Many

nonprots encourage employees with a grievance to discuss

it rst with their supervisor or a representative from human

resources. If this is unsuccessful, they should then approach

the executive director.

2. A specic procedure for ling a complaint. Most

nonprots either use a grievance form to allow employees

to state their complaint or ask them to detail it in a memo.

Once the procedure is set into motion, all other steps should

be documented.

3. Quick response. Any complaint should be resolved as

soon as possible. However, it’s best to not specically state that

a resolution will be reached within “x” days. That commits the

organization to a time limit. It’s better to state that your nonprot

“will attempt to resolve complaints within x number of days.”

4. Whistleblower protection. The procedure should

include a statement that those ling complaints will not be

punished. Employees need reassurance that there will be

no repercussions when they le a grievance—or they will

refuse to use the procedure. Let employees know that they

have the right to appeal to the executive director if they are

being pressured for voicing a concern. ■

November 2017 Vol. 34, No. 3