Written by Sam Dow | 22nd July 2026
If you manage people, you may have noticed that some workplace concerns are now being raised differently.
Employees who might once have sent a short email or had an informal conversation may now submit a detailed grievance that is carefully structured, uses formal language and refers to employment law.
AI is one reason we are starting to see this change. Tools such as ChatGPT and Copilot are now being used by many employees to research information, draft emails, put their thoughts to paper and find the right words for difficult conversations – one in three UK employees now use AI at work. It is therefore not surprising that they are also starting to appear in employee relations matters.
AI can make concerns appear more certain, but the important thing to remember is that a grievance that sounds formal or legally worded is not necessarily a stronger grievance. What matters is understanding what has happened, what evidence is available and whether the issue is handled fairly.
When a grievance sounds more formal than expected
We’re increasingly seeing employees raise concerns in a more structured way. Someone who might previously have found it difficult to explain an issue in writing can now use AI tools to write a more detailed email or letter.
This means some grievances may include references to employment law, such as the Equality Act 2010, the Employment Rights Act 1996 or the ACAS Code of Practice on disciplinary and grievance procedures. However, the use of formal language does not necessarily mean the issue is more serious or legally stronger.
Used well, AI can help employees explain what has happened and be clearer about what they would like to happen next. This can help you understand the concern and respond appropriately. Using AI does not mean an employee is trying to make things more difficult, they may simply be looking for help to communicate clearly.
The key is to focus on the concern itself, rather than the style or wording of the grievance.
Don’t assume a polished grievance is legally correct
Formal language can sometimes give the impression that a grievance is more legally robust than it really is. AI tools can produce very professional wording, but they do not always get the legal detail right. They may include points that do not apply, misquote laws, use legal terms too broadly or make a situation sound even more complex than it really is.
For example, a workplace disagreement might be described as discrimination, or a grievance might mention constructive dismissal before all the facts are known. These are serious points and should be looked at carefully and investigated in the same way regardless of them being written confidently.
If a grievance refers to laws or legal rights, check that they are accurate before relying on them. If you are unsure, seek HR or legal advice.
It is also best not to repeat legal terms back to the employee unless you know they are accurate. Using that language too soon can make it seem as though something has already been accepted as true when it has not.
When you investigate a grievance, start with the facts. Find out what happened, who was involved, what evidence is available, check whether relevant policies and procedures have been followed, and always check what outcome the employee is seeking. Once you understand the facts, it is much easier to decide whether any legal or policy issues need to be considered.
Follow your usual process
If you don’t deal with grievances very often, a formal letter full of legal language can feel intimidating. You might become overly cautious or spend too much time focusing on the wording instead of the real problem. Neither of these helps!
A better approach is to stay calm and follow your usual disciplinary and grievance policy and process. Acknowledge the grievance, find out what happened, speak to the people involved, look at any evidence, and explain your decision clearly.
AI can also make grievances much longer than they need to be. Someone might want to raise multiple issues, such as discrimination, bullying, workload and health and safety. You should consider each point and not dismiss anything, but don’t lose sight of the main issue.
Meeting with the employee, where appropriate, gives you the chance to understand what happened, clear up any misunderstandings, and find out what they are hoping will happen next. They may want an apology, a change to the way they work, a better relationship with a colleague, or simply to know that their concerns have been taken seriously. The written grievance tells you what the employee says has happened, but the conversation can help you understand the full picture.
Treat every grievance in a consistent way and follow a fair process
It should not matter whether a grievance was written by the employee or with the help of AI. Every grievance should be taken seriously and dealt with fairly.
Don’t delay responding because the language sounds formal or legal. Equally, don’t dismiss a grievance because it doesn’t sound like the employee’s usual writing style. If your handling of the grievance is questioned later, you should be able to show that you followed the same fair process you would use for any employee.
It is also worth looking for patterns. If several employees raise similar concerns, there may be a wider problem that needs attention. It could be linked to communication, workload, management, or workplace culture.
Whatever the wording of the grievance, focus on the issues being raised, follow your normal process, and keep clear records of what you have done.
We’re here to help
We help businesses manage grievances, support line managers, carry out independent investigations and resolve workplace issues. If you need advice on a specific case or want to strengthen your grievance process, we’re here to help.
We also offer management training how to conduct a formal grievance hearing and the legal framework surrounding grievances, including the risks of failing to follow a comprehensive process. This can be combined with our disciplinary and dismissal courses.
Get in touch to speak to one of our HR consultants or book a free 30-minute call. Email us at info@realityhr.co.uk or call 01256 328 428.
About the author: Sam Dow, Head of Consulting
Sam’s HR experience at senior level in large corporates including Qinetiq and De La Rue gives her valuable insight into the people challenges faced by organisations of all sizes.