Author

Tom Long

Author

Maria Sharpe

Updated
13th May 2026

Contents

Why summer holiday rotas often lead to employee grievances

To avoid grievances over holiday rotas, employers should set clear expectations with employees around holiday cover, time off during peak periods and any additional overtime required to support the business.

However, even with careful planning, disputes can still arise. Where this happens, it is important that employers handle grievances carefully, fairly and in line with their existing procedures.

Summer holidays often place additional pressure on staffing levels, particularly where multiple employees request time off at the same time. If rotas are perceived as unfair, inconsistent or poorly communicated, this can quickly lead to frustration and formal grievances.

Understanding grievances linked to holiday rota

Grievances relating to holiday rotas commonly arise where employees believe they have been treated unfairly compared to colleagues, or where decisions appear to have been made without proper consultation.

Common issues include:

  • overlapping holiday requests,
  • last‑minute rota changes
  • expectations around overtime, and
  • concerns that certain employees are consistently prioritised over others.

Addressing these issues early and transparently can help prevent matters from escalating.

Reviewing your grievance policy before taking action

Before taking any action, employers should revisit their grievance policy to ensure procedures are clear and compliant with current employment law.

The policy should explain how grievances are raised and managed, set expectations for both managers and employees, and outline relevant timeframes and steps. A clear understanding of the policy helps ensure grievances are handled consistently, fairly and lawfully.

Managers involved in rota planning should be familiar with the policy in advance, particularly during busy periods such as the summer holidays.

Investigating a grievance about a summer holiday rota

Once a grievance has been raised, employers should carry out a thorough investigation. This may involve meeting with the employee to understand their concerns and reviewing relevant documents, such as rotas, emails and any prior communication about holiday cover.

Meetings should be held without unreasonable delay, ideally within five working days of a formal grievance being raised. Employees should be reminded of their right to be accompanied by a colleague or trade union representative.

It may also be necessary to speak with other employees or managers involved in the rota. Keeping a written record of the investigation process and any meetings held is good practice.

Taking appropriate action following a rota grievance

Following the investigation, employers should decide on the most appropriate course of action. This may include adjusting the rota, clarifying holiday policies or addressing misunderstandings that contributed to the grievance.

Where changes are required, employers should aim to balance business needs with employees’ rights and preferences wherever possible. All actions taken should be documented to ensure transparency and accountability.

Even where no changes are made, it is important to explain the reasoning clearly, so employees understand how the decision was reached.

Informing the employee and managing appeals

Once a decision has been made, inform the employee of the outcome promptly and in a clear, respectful manner. The employee should also be given the right to appeal the outcome. Explain the steps taken during the investigation, the actions implemented, and any adjustments to be made moving forward.

Reiterate your commitment to fair treatment and encourage open communication to prevent similar issues in the future. This final step reinforces trust and demonstrates that employee concerns are taken seriously, fostering a positive working environment even during busy times.

Practical steps to reduce grievances over summer holiday rotas

Many rota‑related grievances can be avoided with early planning and clear communication. Practical steps employers may wish to consider include:

  • encouraging employees to submit holiday requests as early as possible
  • setting clear rules on how competing requests will be prioritised
  • explaining expectations around overtime and cover well in advance
  • applying decisions consistently across teams
  • documenting decisions to provide clarity if concerns are raised later

Taking a proactive approach can help reduce tension and ensure employees feel their circumstances have been considered fairly.

Common mistakes employers make with holiday rotas

Disputes often arise not from the rota itself, but from how decisions are communicated or implemented. Common mistakes include making last‑minute changes without consultation, failing to follow internal procedures, or relying on informal arrangements that are not consistently applied.

Being mindful of these pitfalls can help employers manage rotas more effectively during peak holiday periods.

When employers should seek advice on handling rota grievances

Some rota grievances may be more complex, particularly where issues arise repeatedly, involve employee relations concerns or risk escalating into formal disputes.

Seeking advice early can help employers understand their obligations, review policies and handle grievances in a way that minimises risk and disruption.

Our employment team can help employers review holiday and rota policies, manage grievances fairly and take practical steps to reduce disputes during the summer holiday period.


This content is provided for general informational purposes only and does not constitute legal advice. It is not intended to address the circumstances of any individual or entity, nor should it be relied upon as a substitute for specific advice from a qualified solicitor. The information reflects the legal position as at the date specified and may be subject to change. If you require advice on a specific matter, please contact us directly.

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About the Authors

Tom is an experienced employment lawyer and is the firm's head of further education, leading our relationship with the FE sector. He is a trusted day-to-day advisor to a number of large public sector clients, particularly in the further and higher education sectors, whilst also acting for clients in the private and third sectors. Tom specialises in advising on issues of whistleblowing and discrimination, TUPE, redundancy/restructuring and senior employee exits. He is recognised as a 'Next Generation Partner' in the Legal 500, 2026 guide.
Maria's previous seats were in commercial litigation and risk. Prior to commencing her training contract, Maria had been a litigation legal assistant in Lime's clinical negligence team.