24.09.2026

With the increasing use of artificial intelligence (AI) in the workplace, many HR practitioners and managers are seeing more grievances crossing their desks which seem to have been drafted using AI tools. At first glance, these can look quite convincing – even “lawyerly” – but on closer inspection it often becomes apparent that they include misleading, irrelevant and sometimes entirely inaccurate statements, which the recipient is left having to unpick.  

Below, we explore some of the challenges AI-assisted grievances present for employers, with some tips on how to manage the risks.

1. Ensure managers and HR understand their legal obligations

It is important that line managers and those in your HR team know what to do if they receive a grievance, as they will often be the first point of contact when an employee has a concern. Effective staff training is therefore vital. If a manager or someone in HR is presented with a grievance, they need to feel confident following your internal grievance policy, and understand the importance of complying with the Acas Code of Practice on Disciplinary and Grievance Procedures (the “Code”) (as well as the accompanying guidance). Crucially, your managers and HR must not disregard a grievance just because they suspect it has been prepared using AI. 

2. Identify what lies at the heart of the complaint

Often grievances that have been created using AI are far longer than the substance of the complaint seems to warrant. They may not reflect how the employee would have described the situation and may misrepresent the facts. AI tools also often misinterpret the law and sometimes completely invent it. Wading through lengthy complaints can be time-consuming, and it can be difficult for the reader to identify where the real issues lie.  

With these challenges in mind, if a grievance is particularly long or complex, it can be useful for the employer to prepare a written summary of what they understand to be the key concerns and ask the complainant to confirm whether the summary is correct. This can help to identify, from the outset, the issues that lie at the heart of the complaint. 

Holding an initial grievance meeting when the grievance is received could also help to clarify the scope of the employee’s complaints, so that all parties are clear about which issues need to be investigated. Engaging face-to-face with the individual is often more effective for understanding their concerns than written correspondence, although note below the importance of keeping accurate records.

3. Avoid relying on AI to draft the grievance outcome

The challenges outlined above in relation to AI-assisted grievances also apply to other documents that have been created by AI. Over recent months we have seen an increase in employees using AI tools to formulate arguments and draft documents during redundancy consultation processes and as part of employment tribunal proceedings. We have also seen the employment tribunal pushing back where it thinks that a claimant is overly reliant on AI.  For example, the tribunal may write to an employee asking them to outline their concerns in their own words, as the nature of AI-generated documents means the employee’s key points can often be lost. In the recent case of Hancox v Sutherland and Ors, the Employment Appeal Tribunal explored the risks and opportunities of AI (paragraph 23) and issued guidelines – particularly for litigants in person – on the use of AI when preparing documents for litigation purposes.

It is important, therefore, that whoever prepares the grievance outcome does so using their own words, once they have properly undertaken their own assessment of the evidence and legal risks. When responding to any grievance, the individual’s key concerns need to be addressed, but it not necessary to respond in detail to every peripheral issue. There is no need, for example, to get drawn into exploring references to case law. Urge your managers and HR to seek further support if they have questions or concerns. 

4. Keep thorough records

Remember that, if the employee brings a tribunal claim, you will need clear evidence showing that you responded to their grievance in a fair and thorough manner. It can take many months, and in some cases years, for a tribunal claim to be heard, by which time key personnel may have left your business. This means managers and HR need to understand the importance of keeping accurate and thorough records showing each step they have taken to resolve the individual’s concerns.

5. Take steps to improve employee engagement

Responding to any grievance, irrespective of how you think it has been generated, can take considerable time and resource. It is therefore worth considering whether there are steps you could take to minimise the likelihood of employees raising concerns in the first place. Are you finding, for example, that the same types of issues keep coming up in grievances (such as relating to your workplace culture)? If so, have you taken active steps to tackle those concerns? When did you last run a staff survey? Could you set up a works council or confidential staff hotline, so that employees have a clear channel for voicing their concerns? By actively fostering a positive and supportive workplace culture, you may be able to reduce the number of grievances being raised at all. 

Further thoughts

The issues around how employers should manage the increasing prevalence of AI-generated grievances are hugely challenging for employers and there is currently a lack of legislation, case law and/or guidance for employers to follow. We understand that Acas is considering these challenges as part of its consultation on revisions to the Code (see question 1 of our September HR and Employment Law FAQs), but this topic is complex and evolving.

On a practical level, it is advisable for employers to focus on the fact that an individual within their organisation is unhappy, and try to understand what they are unhappy about; rather than focusing too much on how their concerns have been articulated. There is no doubt that if someone feels that their grievance has not been properly addressed by their employer, that will increase the likelihood of them progressing the matter to a tribunal. Taking steps to promptly and appropriately address the concern(s) which lie at the heart of any grievance is not only legally prudent, but also a commercially sensible approach.  

How we can help

With so many Employment Rights Act changes on the horizon (see our Knowledge Base for further information on the key reforms), it is worth considering now how you can maximise employee engagement and ensure that your HR team understand the changes that lie ahead.

If you are a Make UK subscriber, you can speak to your regular adviser with any queries you may have and/or to request further consultancy support. Make UK subscribers can also access guidance on a wide range of employment law topics including template policies and drafting guidance in the HR and Legal Resources section of our website.

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