Expert view

October 2026

Amy Carter - Solicitor, Hugh James

Artificial intelligence is already changing the way workplace grievances are raised and handled. Employees who may previously have sent a short email, or struggled to articulate their concerns, can now use AI tools to produce detailed, structured grievance letters with legal references, chronology sections and requested outcomes.

For HR teams, this creates a new practical challenge. A grievance may arrive looking polished, formal and legally sophisticated, even where the underlying concern is relatively straightforward. However, employers should be careful not to treat an AI-assisted grievance as less genuine. The wording may have been generated by technology, but the concern behind it still belongs to the employee.

The right response is not to dismiss the grievance as "AI-generated" or assume it has been exaggerated. Employers should focus on identifying the real issues being raised. What is the employee complaining about? What facts need to be established? What outcome are they seeking? A lengthy grievance with references to discrimination, whistleblowing or breach of contract may still have a simple core concern at its centre.

That said, AI can make grievances more expansive. An employee may raise several legal labels around one workplace issue, or include statutory references which are not quite right. HR should avoid being distracted by the form of the document, while still ensuring that each material point is considered. The investigation should be fair and thorough, but also proportionate.

There is also a risk on the employer side. If employees are using AI to draft grievances, managers may be tempted to use AI to draft the response. AI may assist with administrative tasks, such as organising information, preparing a chronology or structuring a first draft. However, it should not be used as a substitute for human judgment. Findings of fact, credibility assessments and grievance outcomes must be reached by an appropriate person who has properly considered the evidence.

Confidentiality is another important issue. Grievances often include sensitive personal information about the employee, colleagues, managers, health conditions, workplace relationships or protected characteristics. Employers should be clear with staff about the risks of entering confidential workplace information into external AI tools.

For HR teams, the key is preparation. Employers may wish to review their grievance policies, templates and forms to ensure they remain fit for purpose in an AI-enabled workplace. That does not mean discouraging employees from using AI altogether, but it may be helpful to make clear that employees are expected to raise grievances in their own words, based on their own experiences and concerns.

Employers could also consider whether their grievance forms or templates give employees enough structure at the outset. Asking employees to identify what has happened, who was involved, when key events took place, what steps have already been taken, and what outcome they are seeking can help focus the process from the beginning. This may reduce the risk of grievances becoming unnecessarily broad or legally over-engineered.

This is also a good opportunity for employers to review their wider AI use policies. Staff should understand the confidentiality risks of entering workplace information, including information about colleagues or managers, into external AI tools. Managers and HR teams should also be trained on how to respond to AI-assisted grievances fairly and proportionately.

AI is likely to become a normal part of workplace communication. Used carefully, it may help employees explain their concerns and help employers manage information more efficiently. But in grievance processes, the fundamentals remain unchanged: listen properly, investigate fairly, protect confidentiality and make reasoned, human decisions.