9. May 2026
Volunteer Grievances in Charities: What the Law Says and What You Should Actually Do
A volunteer raises a concern about a staff member, and suddenly your trustee board is locked in a debate about HR procedures rather than solving the problem. It’s a scenario that plays out in charity trustee meetings across the UK, often ending in lost talent and damaged reputations.
When it comes to volunteer grievances in charities, there is a massive difference between following the letter of the law and fostering a healthy culture. To illustrate this, let’s look at a tale of two charities
Many volunteer managers and charity leaders operate on the belief that because volunteers aren't employees, they sit outside any formal complaints framework. No contract of employment, no grievance procedure, no obligation.
That assumption is understandable. In some cases also wrong.
A Tale of Two Charities: The Policy Trap.
Charity A wanted to be "best in class." They'd included volunteers in their formal employee grievance policy, believing it showed how much they valued them. When a minor dispute arose between two volunteers, the charity became crippled by its own bureaucracy. They spent six weeks arguing over "stage one" procedures and whether the volunteers had a right to be accompanied by a union rep. By the time they actually sat down to talk, three long-term volunteers had resigned in frustration.
Charity B had no such policy. When a similar issue arose, they didn't reach for their generic staff handbook. They sat the volunteer down within 48 hours, listened to the complaint, and handled it as a "problem-solving" exercise. The issue was resolved in a week, and the volunteer felt heard and respected.
The moral? Handle complaints early and humanely, irrespective of whether a formal grievance policy exists. In fact, as we’ll see, including volunteers in some formal HR policies can actually be a strategic mistake.
The Common Assumption and Why It Gets Charities Into Trouble
Many charity leaders operate on the belief that because volunteers aren't employees, they sit outside any formal framework. While that’s legally true, many "over-correct" like Charity A and try to treat volunteers exactly like staff.
Mishandling a volunteer grievance won't always result in an Employment Tribunal, but it can:
- Damage your charity’s reputation.
- Demoralise your volunteer base.
- Create safeguarding risks.
- Attract the attention of the Charity Commission.
What Legal Protection Do Volunteers Actually Have?
In the UK, the legal position is distinct. Volunteers are not employees or "workers." They do not have the right to a formal grievance process under the Employment Rights Act 1996, and they cannot bring unfair dismissal claims.
However, they are not completely unprotected:
- Contractual Risk: If your policies (like a grievance policy) are too "contractual" in language and include volunteers in the list of people who can access them, you risk a court deciding the volunteer is actually an employee with full rights (and possible back pay). This case from early 2026 shows how a volunteer could be seen as an employee.
- Safeguarding: If a complaint involves the welfare of beneficiaries, your legal duty to investigate is absolute, regardless of who raised the concern.
The Bottom Line: Volunteers shouldn’t usually be part of your formal employee grievance policy. But they should always have a clear, informal way to have their complaints heard.
Why Trustees Need to Care About Governance
Trustees are responsible for the culture of their organisation. The Charity Commission is clear: how you treat your people reflects your charity's integrity.
When a volunteer grievance is ignored or mishandled through overly procedural corporate language, the consequences include:
- Public fallout: Resignations often lead to social media "call-outs."
- Regulatory Inquiry: A pattern of ignored complaints can trigger a Charity Commission investigation into governance.
- Loss of Trust: Once the community loses faith in how you treat your people, fundraising becomes significantly harder.
A Sensible Step-by-Step Process for Handling Volunteer Complaints
You don't need an elaborate HR system. You need a fair, consistent approach that focuses on resolution rather than the rules.
1. Acknowledge Promptly
When a volunteer raises a concern, acknowledge it within 24–48 hours. Most frustration stems from feeling ignored.
2. Clarify the Ask
Before opening a file, ask: "What would a good resolution look like to you?" Some just want an apology; others want a process changed. Knowing this prevents the "Charity A" trap of over-complicating things.
3. Investigate Proportionately
You don't always need a formal panel. You do need to speak to the relevant people and keep notes. If it’s a safeguarding issue, follow your formal safeguarding policy immediately.
4. Communicate and Document
Tell the volunteer what you’ve decided and why. Even if you don't agree with their complaint, documenting the conversation protects the charity if the matter is escalated later.
5. Learn and Adapt
If a volunteer complains about a staff member's tone, it might be a one-off. If three volunteers complain, you might have a management issue that needs fixing.
When to Bring in Outside Support
Most complaints can be handled calmly in-house. However, consider external advice if:
- The complaint involves a safeguarding concern.
- A trustee or CEO is the subject of the complaint.
- Anyone who can hear the complaint is "conflicted out" by way of a conflict of interest.
- Your internal team is too "close" to the situation to be objective.
An HR consultant with specific charity sector experience can help you navigate these waters without turning a simple complaint into a legal battle.
Conclusion: Resolution Over Red Tape
Volunteers are the backbone of the UK charity sector. When something goes wrong, they don't want a 20-page grievance policy; they want to be heard.
A clear, informal process for handling complaints isn't about creating more work it's about basic respect and good governance. By avoiding the trap of overly formal policies while ensuring every voice is heard, you protect your volunteers and your charity’s mission.
Is your charity’s volunteer management up to scratch?
Verdant Purpose HR works with small and medium charities to review and strengthen their HR and volunteer practices. You can book a free 30-minute consultation or start with our Charity HR Healthcheck to identify and close your governance gaps today.
Paul Neal is an HR consultant and FCIPD-qualified practitioner with Director-level experience in the charity and public sectors. Verdant Purpose HR supports small charities with practical, no-nonsense HR advice.