Employee Grievance Policy

Section 3.J – Employee Grievance Policy

Vance-Granville Community College is committed to ensuring that every employee has the right to present a legitimate grievance, free from interference, restraint, coercion, unlawful discrimination or reprisal. A grievance is any matter of concern or dissatisfaction arising from the working conditions of an employee, including a disciplinary action taken against the employee, subject to the control of the College. The purpose of this policy is to provide an informal and/or formal outlet to resolve conflicts and disagreements that may arise in the operations and activities of the College.

This policy does not apply to dismissal, layoff, non-renewal, or other matters of employment status unless there is a contention that any such action was in violation of written College policies, procedures, regulations, or in violation of any applicable federal or state law.

A grievance must be presented with reasonable promptness. If processing time limitations are not met by the administrator at each step, the employee may then request higher administrative assistance in obtaining requested relief. If the employee does not meet the stated time limitations, the process will be terminated, and such grievance cannot be resubmitted.

Definitions used in this policy are as follows:

A grievance is an employee allegation that a work-related problem or condition is unfair, inequitable, discriminatory, offensive, and/or a hindrance to effective job performance

(approved July 16, 2018)

Concern Resolution & Problem-Solving Process

Purpose

Vance Granville Community College is committed to fostering a respectful, inclusive, and collaborative work environment. This policy establishes a structured yet supportive process for employees to raise and resolve workplace concerns through open dialogue, mutual understanding, and fair review. Therefore, this policy encourages early, informal resolution whenever appropriate, while ensuring that unresolved or complex concerns are addressed through a consistent and equitable process.

Scope & Applicability

This policy applies to all full-time and part-time employees.

This policy is intended solely to guide employee collaboration and problem‑solving. It does not replace, limit, or alter any rights, responsibilities, or protections provided under existing discrimination, harassment, or retaliation policies, including those established by Title VII, Title IX, the Americans with Disabilities Act, the Age Discrimination in Employment Act, and applicable whistleblower protection laws. All such policies remain fully in effect and will continue to be followed and enforced.

The Human Resources (HR) team will assist employees in identifying the appropriate pathway when concerns overlap and redirect them to the appropriate policies as needed.

Guiding Principles

• Collaboration: Concerns are addressed through dialogue and shared responsibility.
• Fair Process: Decisions are impartial, consistent, and based on information gathered. Timeliness: Early resolution is encouraged to prevent escalation.
• Communication: Emphasis on keeping the parties informed throughout the process.
• Confidentiality: Information is shared only on a need-to-know basis.
• Non-Retaliation: Retaliation for raising a concern in good faith and/or participating in the concern resolution is strictly prohibited and may result in disciplinary action up to and including termination.
• Honesty: Any employee who knowingly files a false complaint, knowingly provides false information, or intentionally misleads VGCC officials will be subject to disciplinary action.

What Is a Workplace Concern?

Employees should use this process to address a wide range of workplace concerns. Examples include, but are not limited to:

• Communication issues, such as misunderstandings, unclear expectations, or breakdowns in information sharing
• Workload or scheduling concerns, including workload distribution, shift assignments, or resource constraints
• Team dynamics, such as interpersonal friction, coordination challenges, or barriers to effective collaboration
• Process or workflow inefficiencies that cause undue hardship, including unclear procedures, bottlenecks, or opportunities for improvement
• Role clarity questions, such as uncertainty about responsibilities, decision‑making authority, or task ownership
• Access to tools or support, including training needs, equipment issues, or requests for additional guidance

Role of Human Resources

Human Resources:

• Acts as a neutral facilitator—HR does not serve as an advocate for either party
• Advises on policy, process, and fairness
• Ensures consistency of policies and procedures across VGCC
• Communicate to employees and supervisors throughout the process

Concern Resolution Steps

When a concern arises, employees are encouraged to use the most collaborative and least formal option appropriate to resolve the situation.

Step 1: One-on-One Conversation

Employees are highly encouraged to use this first step when appropriate; however, it is optional and should be skipped if any safety concerns are present.

• Ask a supervisor or HR for guidance on how to have a productive conversation, or
• Speak directly with the individual employee or supervisor involved.

Step 2: Collaborative Resolution with Supervisor

If the concern is not resolved through one-on-one conversation, the employee should contact:

• Their direct supervisor to discuss the issue and request help to resolve the issue.
• If the issue is with the direct supervisor, the employee should escalate to the next level of supervision.
• If the grievance is against any member of the Executive Leadership Team, the employee shall escalate to the VGCC President.
• If the grievance involves the VGCC President, the employee should promptly notify the Board of Trustees Personnel Committee.
• HR is available to both the supervisor and employee to provide best practices and advice.

At this stage, the focus is on:

• Clarifying the concern
• Facilitating conversation
• Identifying practical solutions
• Providing coaching or guidance

This step emphasizes problem-solving, not fault-finding. To ensure all parties understand the solution and to avoid future misunderstandings, the supervisor will provide both employees with a summary of the agreed upon action steps.

Before proceeding to a Structured Review, both parties must allow sufficient time to determine whether the agreed-upon action step has resolved the issue.

Step 3: Structured Review (Formal Resolution Process)

If the collaborative efforts in Steps 1 & 2 do not resolve the concern, the employee shall submit a Structured Review Request Form to HR to initiate a Structured Review. The request form is simultaneously sent to the Department Vice President or Department Executive Director. HR will initiate the Structured Review within three business days from receipt of the grievance.

HR’s Structured Review may include:

• Clarifying the issues under review
• Gathering relevant information
• Meeting with parties involved
• Reviewing applicable policies and agreements
• Engaging external resources as necessary

The goal of the Structured Review is to:

• Ensure concerns are fully understood
• Determine whether policies or procedures were followed
• Identify appropriate next steps to eliminate the concern or determine corrective actions.

The review process will be conducted in a timely manner to ensure it is thorough while also recognizing the importance of resolving workplace concerns promptly. (Typically, the review would be completed within three weeks.) Throughout the process, the employee will be kept informed of the status and any relevant updates.

Possible outcomes of the Structured Review include:

• Facilitated agreements
• Clarification of expectations
• Adjustments to work practices
• Training or coaching
• Policy or process improvements
• Corrective action or discipline

HR will provide a written report outlining the steps of the review, findings and recommendations (within confidentiality limits). Additionally, HR will follow up with the employee, as appropriate, to support the sustainable resolution.

One month after the recommendations from the Structured Review have been implemented, HR will follow up with the employees and their supervisors to determine whether the recommendations are effectively addressing the issue.

Step 4 Appeal to the President

If the employee can show that the Structured Review was not conducted appropriately, the employee may submit an appeal to the VGCC President within five days of receiving the report.

The President shall evaluate the concern and review the findings of the Structured Review as deemed necessary. The President will endeavor to provide a written decision to the employee within ten business days after the receipt of the employee’s appeal. The President’s decision will stand as final.

If the Board of Trustees Personnel Committee is engaged as a result of the grievance involving the Executive Leadership Team or the President, it will evaluate the grievance and the findings of the Structured Review as deemed necessary. The Personnel Committee will endeavor to provide a written decision to the employee within ten business days after the receipt of the employee’s appeal. The Personnel Committee’s decision will stand as final.

Possible outcomes of the Appeal to the President:

• Upholds the Outcome of the Structured Review
• Facilitated agreements
• Clarification of expectations
• Adjustments to work practices
• Training or coaching
• Policy or process improvements
• Corrective action or discipline

Confidentiality

VGCC will respect employee privacy to the extent possible. However, confidentiality cannot be guaranteed, particularly where:

• Policy compliance must be assessed
• Legal obligations apply
• Broader organizational action is required.

Policy Review

This policy will be reviewed periodically to ensure alignment with:

• VGCC values and governance structures
• Community College best practices
• Public-sector employment requirements

Updated April 2026