Background

We were engaged by a creative agency following a challenging employee exit that had not been handled as intended. The situation escalated into both an appeal and a formal grievance, including concerns around process failings and claims of discrimination.

The leadership team had approached the situation with positive intent but were taken aback by the nature and extent of the claims raised. Having worked with JourneyHR before, the team are keen to secure our independent support  to fairly resolve the situation and identify any wider organisational learning.

Approach

We conducted an independent investigation to review the concerns raised and assess the handling of the case. This included:

• A detailed review of the exit process, appeal, and grievance

• Evaluation of decision-making, documentation, and process adherence

• Identification of any gaps, risks, or inconsistencies in people management practices

Alongside resolving the immediate case, there was a strong focus on understanding the broader context, including how the agency operated, the pace of the business, and the realities faced by its managers. This ensured that any recommendations were practical, relevant, and grounded in how the organisation worked day to day and aligned to their culture and values.

Key Insights

The investigation highlighted that managers consistently demonstrated good intent and a strong commitment to their teams. However, a lack of structure, clarity, and confidence in applying best practice had allowed issues to drift over time.

This often meant that challenges were not addressed early, creating increased complexity and risk as situations developed.

There was a clear opportunity to strengthen capability and alignment across the management team on:           

• Performance management

• Recruitment decision-making

• Probation management

• Conscious and inclusive leadership

Impact

The appeal and grievance were brought to resolution with a clear, fair, and structured approach, providing closure for all parties involved.

For the leadership team, the investigation itself was a valuable and reassuring process. It helped validate their experiences in a complex situation where there had been uncertainty about what had gone wrong. The independent review provided clarity on where processes had fallen short, while also reinforcing where decisions had been made with sound intent.

The process also created space for the leadership team to come together and openly discuss these challenges, many of which had previously been addressed in silos. This collective reflection supported stronger alignment and a more consistent understanding of expectations moving forward.

Looking Ahead

Building on these insights, we designed and delivered a bespoke learning and development programme tailored specifically to the agency’s culture, pace, and way of operating.

Rather than a generic training approach, the programme was grounded in real scenarios and designed around the organisation’s specific challenges. It focused on equipping managers with practical tools, clear frameworks, and the confidence to act earlier and more decisively.

Key areas of focus included:

• Managing performance proactively and consistently

• Structuring and documenting probation processes effectively

• Making robust, fair decisions in recruitment

• Embedding conscious inclusion into day-to-day management practice

This approach ensured the learning felt relevant, engaging, and immediately applicable, supporting meaningful behaviour change across the management population.

Overall

This engagement not only resolved a complex employee relations case but also created a clear pathway for organisational improvement.

By combining independent investigation with a tailored development programme, the agency has strengthened management capability, improved alignment, and reduced risk. Managers are now better equipped to address challenges early, make confident decisions, and lead their teams in a way that is both effective and sustainable.