Grievance Policy & Procedures - Guideline to Managers & Supervisors - CN
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B\&G Internal Policy No: HRGP0005 (Supplementary Notes)
Version: 1.0
Release: 10 May 2021
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Dear Managers & Supervisors,
各部门经理、主管：
These Supplementary Notes support the Bloom & Grow Grievance Policy & Procedures. In addition to these notes, please contact the HR Team for further information or advice at any time.
此补充文件为《员工申诉管理制度》的附则。如需了解更多的信息和建议可随时咨询人力资源部。
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Addressing Grievances
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重视员工申诉
To help prevent grievances arising, as a manager you should:
为防止员工投诉，管理者应做好如下措施：
maintain regular face-to-face contact with your staff about day-to-day workplace issues;
就日常工作中的问题定期与员工保持沟通面谈；
regularly ask questions about how your staff perceive various work-related matters;
定期询问员工对各项工作的看法；
listen actively to what employees have to say; and
耐心倾听员工的意见、看法；
be alert to any potential problems or discontent.
警惕任何潜在的问题或不满。
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Dealing with Grievances
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申诉处理
It is helpful if managers try to view the raising of grievances constructively. If a grievance is raised, this provides an opportunity for the manager to resolve a workplace problem. Knowing about a problem is much better than remaining ignorant of the fact that an employee is unhappy or disgruntled about some aspect of his or her employment.
如管理者能建设性地对待员工申诉对其是有利的。如发生申诉，这为管理者提供了解决工作问题的机会。 了解员工对工作的不满远胜于忽视员工对工作的不满。
Once the manager knows that an employee has a grievance, he or she can discuss the matter with the employee informally before it is taken further, take on board the employee’s point of view and, if possible, provide a solution or part solution.
一旦管理者知道员工有申诉要求，可在事态进一步恶化之前与员工进行非正式的商讨，听取员工的意见， 尽可能提供整体或部分解决方案。
Where the employee has made a complaint verbally, this can normally be classed as informal. You should be willing to deal with an employee's grievance irrespective of whether it is raised verbally or in writing.
如员工进行口头申诉，这通常可以归类为非正式申诉。无论是口头或书面提出的申诉均需认真处理。
You should not insist that an employee who has raised a complaint verbally should also put it in writing, as some employees may not wish to do so. However there needs to be clarity on the exact nature of their complaint and, if appropriate, this should be confirmed by you as the manager.
不应要求员工在口头申诉后还需进行书面申诉，因为有些员工未必愿意这样做。但管理者需了解清楚申 诉事件的事实真相，并给予相应的申诉处理意见。
If the grievance is relatively minor, the chances are that you will be able to resolve it quickly and easily. This will help to build trust and respect and enhance management/employee relationships. 如申诉事件是比较小的事情，管理者可快速、轻松地解决问题。这有利于构建员工对管理者的信任、尊 重和促进管理层和员工的关系。
If the complaint is against you, a more senior manager should be involved. The employee can take advice from the HR department on who to approach. It is clearly in your interests to resolve problems before they can develop into major difficulties for all concerned.
如申诉的处理对象为管理者本人，会由更高一级的管理者来处理申诉事件。员工可就向哪位管理人员提 交申诉要求咨询人力资源部。在问题恶化之前解决问题是最有利的。
It is therefore more constructive to view the raising of grievances positively rather than as a nuisance, since adopting a positive attitude may facilitate a satisfactory resolution.
因此，建设性的做法是认真对待员工的申诉行为，而不把它看作是一种讨厌的行为。采取积极的态度会 收到令人满意的结果。
A negative attitude towards the grievance, on the other hand, is likely to alienate the employee and aggravate the situation.
采取消极的态度，可能会让员工反感，使情况恶化。
If, for example, the manager refuses to listen to the employee’s grievance or declines to take it seriously, or if he or she treats the employee as a troublemaker, the employee may end up with two grievances. The original grievance will remain unresolved and the employee may have a new grievance in respect of the manager’s unreasonable and unhelpful response.
例如，如果管理者拒绝倾听或拒绝认真对待员工的申诉，或如果把员工当成麻烦的制造者，员工可能会 提出2个申诉。最初的申诉未能得到解决时，员工可能就管理者不合理和不友善的回应提出新的申诉。
Managers need these qualities and skills to handle grievances effectively:
管理者需要有如下素质和技能才能有效地处理员工的申诉：
an ability to listen well;
善于倾听；
patience;
有耐心；
an ability to remain objective when hearing points of view that may not accord with their own;
在听到与自己意见不一致的观点时保持客观的态度；
empathy;
有同理心；
the ability to understand the employee’s grievance within the larger context of the organisation’s needs; and
全面、准确地理解员工诉求的能力；
good verbal communication skills, in particular the ability to be direct and honest without alienating the employee.
良好的口头沟通能力，特别是坦诚、直接地沟通的能力。
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The Importance of Acting Promptly
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The Grievance Meeting
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申诉会议的召开
On learning that an employee has a grievance, the manager should arrange a meeting. The aim of the meeting should be to ensure that the employee is given a full opportunity to explain his or her grievance; and seek a means of resolving the grievance to the employee’s satisfaction if this is possible, taking into account company policies, procedures, rules and the need for consistency and fairness.
在收到员工申诉后，管理者应安排会议进行调查商讨问题。召开会议的目的是确保员工有充分的机会来 解释自己的不满，且管理者应结合公司的政策、程序、规则以及遵循公平、协商一致的原则，尽可能寻 求解决问题的方法并得出结论，使员工满意。
At the meeting, the manager’s main role should be to listen to what the employee has to say. The aim will be to achieve a full understanding of the grievance and how the employee thinks that it should be resolved. Following the meeting, the manager should give the grievance careful and thorough consideration before coming to any conclusions or making a decision about what to do.
在会议上，管理者主要是倾听者的角色。目的是充分理解员工的诉求以及员工想如何解决问题。会议结 束后，管理者应对员工的申诉问题深思熟虑后再做出决定或结论。
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Dos and Don’ts of Conducting Grievance Meetings
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注意事项：
Do make sure that there will be no interruptions.
确保会议过程中不受干扰；
Do make the effort to put the employee at ease.
尽可能让员工保持放松的状态；
Do allow the employee to explain his or her complaint fully.
让员工充分地表达其诉求；
Do listen actively to what the employee has to say and take it on board.
积极倾听员工的意见，并了解清楚事实经过；
Do distinguish between facts and opinions.
区分什么是事实，什么是员工的观点或看法；
Do avoid emotional reactions such as anger or impatience.
控制好个人情绪，如愤怒或不耐烦；
Don’t interrupt the employee unless this is necessary to keep the discussion on track.
不要打断员工说话，除非是为了让讨论回到正题；
Don’t react negatively, for example by expressing criticism or disapproval.
不要作出消极的反应，如批评或反对；
Don’t adopt a judgmental attitude. 不要持批判的态度对待申诉事件；
Don’t allow any personal like or dislike of the employee to influence your responses. 勿让个人喜好影响自己的决定；
Don’t forget to summarise towards the end of the meeting in order to check understanding. 请记得在会议结束前做总结，以确定大家是否已清楚明白申诉事件；
Don’t make any decision about what to do about the grievance until all the facts have been aired and, if necessary, investigated or checked.
在还没有弄清楚事实真相前请不要对申诉问题做出任何结论，必要时可进行调查。
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Resolving the Grievance
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Keeping Records
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资料存档
Full confidential records should be kept of all grievances raised, including a record of:
在各申诉流程、步骤中的机密信息资料须保存好，包括：
The substance of the grievance;
申诉事项的证据资料；
All interviews conducted in relation to the grievance;
所有相关会谈的记录资料；
The employer’s response to the grievance;
公司对员工诉求做出回复的文件资料；
Any actions taken as a result of the grievance;
得出申诉处理结果后所采取的行动措施；
The reasons for such actions;
采取这些行动措施的原因；
Details of any appeal and its outcome;
申诉细节和申诉结果；
Any subsequent developments.
后期的进展事项。
A copy of the grievance will be kept and the records will be held confidentially in the employee’s personnel file
申诉资料将存档，并作为机密资料保存在员工的个人档案中。
Please do not hesitate to ask for additional support, coaching or advice from the HR Team.
如需获得更多的帮助、指导意见或建议，可咨询人力资源部。
Thank you for your professionalism and leadership.
感谢大家对部门、团队的专业管理和高效领导。
Ellen Hui
COO 首席运营官
备注：中文译本仅供参考，文义如与英文有差异，应以英文版本为准。
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COMPANY CONFIDENTIAL / INTERNAL USE ONLY
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