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HR Letter | Free Letters complaint letter to hr

HR Letter Experience Certificate Letter for HR Executive by Marisa on February 29, 2016

Experience certificates are very important, especially while applying for a new job. Being the HR manager of your company, the onus of framing formal experience certificates lies on your shoulders. You must know the right format for writing [...]

Read More... HR Letter for Employment Verification by Marisa on February 25, 2016

The purpose of an employment verification letter is to confirm the present or the former employee’s employment status with the company. This is generally written when a request for employment verification is submitted from some government agency or [...]

Read More... Sample Salary Increment Letter to Employee by Marisa on February 22, 2016

In the corporate world, a formal letter from an employee’s supervisor or manager is an effective way of informing the worker about his salary increment. In framing such letters, the manager is able to discuss the points which [...]

Read More... Human Resources Letter of Warning by Marisa on February 18, 2016

If there is any worker in your organization who is not following the laws of your company or is exhibiting any kind of misconduct which is against company rules then as the HR personnel of that organization, you [...]

Read More... How to Write Effective HR Letters by Marisa on February 15, 2016

Human Resource letters are often called as employment letters or personnel letters. They are written with a purpose of communication between the employee or prospective employee and the employer. Important information is shared formally through these letters and [...]

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As the HR manager of your company, you will have to manage different facets when a new employee is going to join your organization. One thing which you will have to take care is to make sure that [...]

Read More... HR Letter for Employee Address Proof by Marisa on February 9, 2016

As the HR executive of your company, you might request from some of your employee for professional letter confirming the address of that employee for different reasons like bank accounts etc. You must know how to write such [...]

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If you are applying for any kind of Human Resource job then make sure that when you are submitting your resume for the profile, you send a cover letter along with it which contains all the essential points [...]

Read More... Received Resume Confirmation Letter by Marisa on February 3, 2016

It is very important for a company to develop professional relationship with their employees and also with their prospective employees. This creates a positive image of the company and also motivates the applicant to be formal in his [...]

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Even the best of the companies have their employees leave at some point in time. There are various reasons because of which employees reign. And when they leave one company, they look forward for better opportunities for growth [...]

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Inquiries and Complaints


Inquiries and Complaints

Employee Inquiry and Complaint Procedures

General Inquiry

Informal Complaint Procedure

Formal Complaint Procedure

Scope of the Formal Complaint Procedure

Processing a Formal Complaint

Level I—Immediate Supervisor

Level II—Dean, Director, Department Chair, or Other Appropriate Second-Level Supervisor

Level III—Formal Complaint Review Committee

Review Hearing

Level III Response

General Provisions

Disciplinary Guidelines


Written Reprimand


Guidelines—Written Disciplinary Actions


Employee Inquiry and Complaint Procedures

Supervisors and employees should mutually strive to develop and maintain good working relationships. The University encourages open and honest dialogue about work standards and performance. If such discussion does not prevent or solve a problem, additional actions may be taken, and more formal procedures are available. The University prohibits retaliation against any employee for use of, or participation in, such procedures.

If you have questions concerning policies and procedures affecting or likely to affect your work, there are resources available for clarification. Therefore, you are encouraged to seek answers to your work-related questions and concerns. There are three methods available for addressing employee relations problems:

General Inquiry Informal Complaint Procedure Formal Complaint Procedure

General Inquiry

If you believe that you have been inappropriately treated or you desire clarification of University policies and procedures and are unable or prefer not to talk to your departmental administrator about the questions, you are encouraged to contact the Office of Human Resources, the Office of Diversity and Inclusion, or the Staff Council for assistance.

Informal Complaint Procedure

If a problem remains unresolved after using the general inquiry process, you may elect to initiate a request for redress through the informal complaint procedure. You should attempt to first discuss the problem with your immediate supervisor. The supervisor’s responsibility is to meet in a timely and professional manner with you to discuss the applicable University policies. Supervisors should consider reasonable solutions that would remedy the situation consistent with University policy.

If you believe that you are not able to direct the particular work-related concern to an immediate supervisor, you should discuss the matter with another appropriate departmental administrator. You may also contact the Office of Human Resources, the Office of Diversity and Inclusion, or the Staff Council for additional assistance in resolving your complaint(s).

Formal Complaint Procedure

The term “formal complaint” refers to a written complaint concerning the interpretation or application of a specific term or provision of University or department policy, or concerning a disciplinary act alleging that the application of such procedure or criteria was clearly erroneous, arbitrary, or capricious. Formal complaints involving discretionary decisions will be processed solely with respect to whether or not prescribed procedures were followed and/or whether or not prescribed criteria, if any, were observed.

Formal procedures, when necessary, are available to staff members for the efficient handling and equitable hearing of complaints. The following complaint procedure covers only those regular University staff members in classified positions who have successfully completed the initial provisional period of employment. If a staff member is serving the initial provisional period or any extension of it, the University’s formal complaint procedure may not be invoked. The staff member is eligible, however, to use the informal complaint procedure unless and until the staff member is dismissed. The complaint procedure outlined below is the only authorized procedure to be invoked for resolving formal employee complaints.

Scope of the Formal Complaint Procedure

The formal complaint procedure is intended to resolve disputes concerning application of policies and procedures governing personnel practices at the University of Pittsburgh, including the University policy on docking of pay. Certain matters, such as restrictions or limitations placed upon the University by its insurance carriers or its retirement program providers or issues regarding performance appraisal, job classification, or compensation of staff members—other than improper docking claims—are not subject to the formal complaint procedure. The complainant may not be accompanied by an attorney at meetings in connection with a formal complaint. However, the complainant may be accompanied by any other individual of the complainant’s choosing at any level of the formal complaint procedure. If you have questions or concerns about the formal complaint procedure, you should contact the Employee Relations Departemnt of the Office of Human Resources, the Office of Diversity and Inclusion, or the Staff Council.

Processing a Formal Complaint

You may file a formal complaint only after a general inquiry and/or an informal complaint fails to resolve the problem. The formal complaint procedure involves three steps.

Level I—Presentation of the formal complaint to the immediate supervisor Level II—Appeal to the dean, director, department chair, or other appropriate second-level supervisor Level III—Formal Complaint Review Committee

The formal complaint must be in writing on the Formal Statement of Complaint form and must be signed and dated by you. This form is available from the Employee Relations Department of the Office of Human Resources. The Formal Statement of Complaint must:

explain the nature of the complaint and the specific circumstances at issue, identify the rights, procedures, or policies violated, and state the specific and complete remedy sought by you.

Once the complaint is written and submitted, no aspect of it can be expanded or modified.

Level I—Immediate Supervisor

The complainant must submit the written formal complaint statement to the complainant’s immediate supervisor, send one copy to the Employee Relations Department of the Office of Human Resources, and keep a copy. This must be done within 10 business days after the complainant became aware or should reasonably have become aware of the circumstances causing the complaint.

The supervisor must schedule and hold a meeting with the complainant within 10 business days after receipt of the formal complaint. The supervisor must respond to the complaint in writing within 10 business days after this Level I meeting. The supervisor must send a copy of the Level I response to the Employee Relations Department of the Office of Human Resources.

In cases where the complainant believes that the involvement of the immediate supervisor would be inappropriate, the complainant may initiate the formal complaint at Level II. In the event that the Level II supervisor is involved in the complaint, the complainant may submit a written formal complaint at Level III within 10 business days following the event that caused the complaint. The complainant must specify why it is being submitted at Level II or Level III. A copy of the written formal complaint must be sent to the immediate supervisor and to the Employee Relations Department of the Office of Human Resources.

Level II—Dean, Director, Department Chair, or Other Appropriate Second-Level Supervisor

If the complainant is not satisfied with the Level I response, it may be appealed to Level II. The appeal to Level II must be filed within 10 business days after the receipt of the immediate supervisor’s written Level I response.

To effectuate an appeal to Level II, the complainant must submit:

a copy of the formal complaint, a copy of the written Level I response, and the written reason for disagreeing with the Level I response.

The complainant must submit these documents to the complainant’s dean, director, department chair, or other appropriate second-level supervisor. In addition, the complainant must submit a copy of the third item above to the Employee Relations Department of the Office of Human Resources.

The dean, director, department chair, or other appropriate second-level supervisor must schedule and meet with the complainant within 10 business days after receipt of the appeal. A written response to the appeal must be made within 10 business days following the Level II meeting. A copy of the Level II response must be given to the complainant, and a copy must be sent to the Employee Relations Department of the Office of Human Resources.

Level III—Formal Complaint Review Committee

If the complainant disagrees with the Level II response, the complainant may appeal to the Formal Complaint Review Committee (the “Review Committee”) by submitting to the Employee Relations Department of the Office of Human Resources (“Employee Relations”) a copy of the Level II response and a written reason explaining the disagreement with the Level II response. The complainant should retain copies of all relevant documents. The appeal to Level III must be filed within 10 business days from receipt of the Level II response.

The Review Committee shall be composed of: (1) an attorney from the University Office of General Counsel; (2) a representative from Employee Relations who has not been directly involved in advising the operating unit involved in the situation at hand, who will preside at and is responsible for conducting the Review Hearing; and (3) a representative from the Office of Diversity and Inclusion.

Review Hearing

Within 20 business days of receipt of the appeal to Level III, the Review Committee shall hold the review hearing for presentation of the formal complaint by the complainant. The complainant may be accompanied by another individual of the complainant’s choice (other than a member of a University collective bargaining unit or the complainant’s immediate supervisor) to assist the complainant. Attendance by University staff members at a review hearing during normal working hours shall not result in any loss of time or pay.

Such other University faculty and staff members as are directly involved in the subject matter of the formal complaint, including the complainant’s immediate supervisor, shall also be invited to attend the review hearing. In addition, the grievance chair or an officer of the Staff Council will be permitted to attend the review hearing so long as appropriate supervisory approval has been granted.

If the complainant or supervisor(s) involved desire to present the testimony of additional witnesses, they shall provide a witness list, stating the name and purpose of the proposed testimony of each witness, to Employee Relations at least five business days prior to the review hearing. The Review Committee shall decide whether to call some or all of the witnesses from the list(s) so provided.

Level III Response

The Review Committee will provide a written Level III response to the complainant within 10 business days after the review hearing. If any one member of the Review Committee does not agree with the proposed Level III response, the member(s) may present their concerns to the appropriate senior administrator of the University, or his/her designee, for review and possible remand for reconsideration by the Review Committee. The appropriate senior administrator or designee shall either affirm the proposed response or remand the matter for reconsideration within 10 business days after receiving the proposed Level III response. If the matter is remanded for reconsideration, the Review Committee shall reconvene to reconsider the formal complaint, and a final Level III response shall be issued within 10 business days of the remand.

General Provisions

The time limits for each level of the complaint procedure may be extended by mutual consent of the parties. Any request for an extension of time must be in writing and agreed to by the parties. Should the University fail to render a decision within the specified time limits as established, the complainant may appeal to the next level. Should the complainant fail to appeal a decision at any level to the next level within the specified time limits as established, the complainant will forfeit the right to further appeal.

In the event of a group complaint, each person in the group must sign the formal complaint and the group must select one member of the group to act as spokesperson. The spokesperson will initiate the complaint on behalf of the group. Any resolution of the complaint is binding on all members of the group.

Each complaint is considered on its own merits. No previous complaint resolution is a precedent for future cases.

Disciplinary Guidelines

If an employee violates a University policy or rule or is not meeting performance requirements, has been insubordinate, or has engaged in conduct adversely affecting the workplace and/or other employees or students, a supervisor may take disciplinary action. When taking such action, a supervisor should consider the nature and seriousness of the infraction, all relevant facts and information, and any mitigating circumstances. In addition, it is recommended that a supervisor discuss the proposed corrective action with the Employee Relations Department of the Office of Human Resources to ensure appropriate applicability, documentation, and procedure. Generally, there are four levels of discipline that may be applied, at the discretion of a supervisor. Not all performance or conduct problems lend themselves to progressive discipline. There are times when immediate and serious disciplinary action, including suspension or dismissal, is warranted. Although the level of discipline should be commensurate with the nature and severity of the problem, any of the disciplinary actions below, other than dismissal, may be taken at the discretion of a supervisor.


An oral or written warning may be given in cases in which a problem occurs meriting corrective action. This is considered a departmental matter, with records remaining in the department. This action, therefore, is not subject to the Formal Complaint Procedure.

Written Reprimand

A written reprimand is a formal statement that becomes part of an employee’s permanent personnel file. Examples of problems that may result in a written reprimand include but are not limited to disruptions in the workplace, failure to follow proper work procedure or business practice, chronic tardiness or absenteeism, continued problems not remedied by warning, or where problems could lead to suspension or dismissal if repeated.


Suspension (with or without pay) may be imposed when an employee has failed to perform to acceptable standards following a warning or other departmental disciplinary action, or for other serious infractions as determined by departmental supervision. Suspension may also be imposed when there is a need to remove the employee from the workplace while an investigation is conducted or to protect the health, safety, or welfare of others. It is strongly recommended that supervisors consult with the Employee Relations Department of the Office of Human Resources prior to imposing a suspension.

Guidelines—Written Disciplinary Actions

Written disciplinary action is a formal statement that becomes part of an employee’s permanent personnel file. This action may be taken when a supervisor determines that an employee has not responded to a verbal warning or when the severity of a particular offense or incident warrants written disciplinary action. It is recommended that the statement describe the specific circumstances that prompted the disciplinary letter, the plan of action to correct and resolve the situation, the time period in which the employee must implement the necessary steps for corrective action, and the consequences for failure to resolve the problem. In some instances, remediation may not be an appropriate or desired course of action. When the disciplinary action is suspension or dismissal, it is recommended that the reasons for the suspension or dismissal be provided in a letter of suspension or termination to the employee, normally to be reviewed by the Employee Relations Department of the Office of Human Resources prior to notification of suspension or dismissal.


Dismissal may be imposed when the problem is sufficiently severe, after other courses of action have been attempted, or if there is no reasonable expectation of future improvement. However, it should be noted that dismissal may occur for reasons not related to disciplinary action as Pennsylvania is an employment-at-will state. Prior to dismissing a staff employee, a supervisor must consult with the Employee Relations Department of the Office of Human Resources.

The following examples illustrate situations that could result in immediate suspension or termination of employment; however, there are other circumstances not listed here that may result in immediate suspension and/or termination of employment.

Possessing or consuming intoxicants while on the job or violation of the University’s Drug and/or Alcohol Policies Possessing unlawful drugs or being under the influence of intoxicants or unlawful drugs while at work Theft, wrongful conversion, or unauthorized use of funds or property of the University or its faculty, staff, students, or vendors Falsification of documents or records, including employment documents Insubordination, including refusal to carry out work-related instructions or tasks Disruptive or harassing conduct such as the use of or threat of violence, horseplay, practical jokes, physical abuse, or unlawful discrimination Any conduct reasonably deemed by supervision to be detrimental to the University’s interests. Destruction, alteration, abuse, or waste of the University’s or others’ property Intentionally or repeatedly creating unsafe work incidents or practices Possession of weapons or explosives, or violation of criminal laws on University premises Violence or the threat of violence, including, without limitation, scuffling or throwing objects Leaving work before the end of the designated work hours without permission Threatening or intimidating students, supervisors, other staff, or faculty Using abusive, demeaning, profane, or threatening language to anyone Offering, accepting, or seeking personal favors, money, or other valuable consideration in exchange for a job, a better working assignment, or any advantage in working conditions, or in connection with an outside contractor or vendor Off-duty misconduct that renders the staff member unavailable for work Any grossly negligent or willful acts that result in personal injury, property damage, or loss to the University Staff Handbook Introduction Governance Advisory Bodies Commitment to Diversity and Inclusion At Will Employment Employment Status for Staff Positions Wage and Salary Administration Paid and Unpaid Time Off Benefits Programs Retirement From the University of Pittsburgh Employee Relations Procedures and Guidelines General Policies and Guidelines Employee Services

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Forms, Policies, & Guides

Forms A to Z Index Human Resources Policies Employee Handbook Guides & Checklists Job Seeker's Guide New Hire Information Academic Employees Temporary Employee Guide Diversity Resources Colleges and Universities Local Agencies and Community Organizations Other Organizations by Profession Professional Organizations for Women and Minorities 704 - Employee Complaint Resolution Procedure

Subject: Employee Complaint Resolution Procedure

Section: U704

Date: September 21, 2007


To provide a means for non-union and non-probationary staff employees to bring formal internal employment-related complaints to the attention of the University’s administration for resolution.


The University encourages employees and supervisors to resolve work standards and performance issues. If serious complaints and concerns cannot be resolved, a more formal process that non-union employees may utilize is available. Such complaints/concerns will be dealt with in accordance with the procedures and guidelines outlined below.

Guidelines: To be eligible to initiate the complaint resolution procedure, an individual must be an active non-union staff employee and must have successfully completed their probationary period. In view of HR Employee Relations or Labor Relation's prior involvement in the determination of a suspension or discharge, any individual who has been suspended or discharged will not be eligible to invoke this complaint procedure Any complaint which also is the subject of an external process or venue shall not be processed through the University’s Employee Complaint Resolution Procedure. “External process or venue” includes, for example, situations where an employee has retained an attorney, filed a lawsuit or complaint with an administrative agency or threatened to do so. If the employee’s complaint involves an issue of Affirmative Action (AA) or Equal Employment Opportunity (EEO) or issues involving faculty, the University may elect to refer the matter for resolution to the University’s Affirmative Action Officer and/or may consult the section, department, or academic unit head, relevant dean’s office and/or the Office of the Provost for resolution. The University prohibits retaliation against any employee who initiates a complaint or participates in an investigation of a complaint under this policy. The University encourages an earnest effort be made to resolve these issues as promptly as feasible. The University reserves the right to consolidate sequential employee complaints when deemed appropriate. Procedures: An employee’s formal complaint must be in writing and signed by the employee. The complaint must: Explain the nature of the complaint and the specific circumstances at issue; Identify the rights, procedures, or policies violated; and State the specific complete remedy sought by the employee. The employee should initiate the written complaint with his/her immediate supervisor within two (2) weeks of the incident that gave rise to the employee’s concern. The supervisor will meet and discuss the matter fully with the employee and provide a written response to the employee regarding the complaint within two (2) weeks (if feasible) of being informed by the employee. If there is no response or if the response is not satisfactory to the employee, he/she may advance the complaint to the next step.

In the event the matter is not satisfactorily resolved at the supervisor’s level, the employee may submit a written appeal to the department head or the departmental HR/administrative representative within one (1) week of the supervisor’s response. To initiate the appeal the employee must submit:

A copy of the formal complaint; A copy of supervisor’s response; and Reason(s) for disagreeing with the supervisor’s response.

The department head or HR Administrative representative will investigate as appropriate, will meet to discuss the matter fully with the employee and other relevant parties, if applicable, and will provide a written response to the employee within two (2) weeks of being notified of the issue by the employee. If there is no response or if the response is not satisfactory to the employee, he/she may advance the complaint to the next step.

If the employee still believes the matter has not been satisfactorily resolved at the department level, he/she may submit a written appeal to the HR Employee Relations / Labor Relations representative within one (1) week of receiving the department’s written response. All information and documentation from the initial complaint and previous appeals should be included. The employee appeal will then be referred to an Employee Complaint Review Panel consisting of three (3) members. In order to ensure the Panel members have no personal relationship, University business dealings or other significant knowledge of or dealings with the employee or the department, the Director of Employee/Labor Relations will select the individuals to serve on the Panel. The HR Employee Relations / Labor Relations representative should facilitate the complaint appeal procedure by first presenting the Employee Complaint Review Panel with all relevant documents, including but not limited to the following: A copy of the staff employee’s written complaint and A copy of the written response(s) from the department.

The Employee Complaint Review Panel will determine whether the complaint requires a formal hearing to include the complainant and/or relevant staff or whether it can be fairly decided based upon the written documents of the complaint.

It is recommended that the employee have the opportunity for a hearing with the Employee Complaint Review Panel. However, the Panel may make its decision based upon the written documents and recommendations of E/LR without meeting with the employee.

The Employee Complaint Review Panel will make the final decision on the submitted complaint within three (3) weeks of the hearing (or of the receipt of the complaint materials from E/LR), whichever is applicable. The Panel’s written decision will be final and binding upon the department and the employee. It is expected that the time frames outlined in this procedure be adhered to. However any unforeseen delay will be promptly communicated to the complainant. Working time lost by the employee(s) at a complaint meeting should be considered as time worked for pay purposes.

Employees represented by a union may be governed by the appropriate bargaining unit agreement.

Last updated on 6/27/13