How do we deal with issues before they become formal complaints?

Last updated 11 November 2026

There's pressure in the team We need to know the rulesFor Champions, Leaders, Managers

Need help now? Call 1771 (national mindline) · 1767 (Samaritans of Singapore) · Danger to life 995

In short

Act while it is still a day-to-day management matter. Agree who does what, talk to the person early, record what was agreed and follow up. Published guidance already exists. What managers need most is practice.

Between everyday management and a formal complaint, there is a stage where a problem is known but nobody has acted on it yet. This is where it is easiest to put right.

Situations to look out for

An employee worried about being treated worse after raising an issue
A supervisor whose style is harsh or punishing
Performance expectations affected by a health concern
Repeated absence alongside falling performance
Disagreement over workload or adjustments
Tension when someone returns after long leave
Concern that someone may be harming themselves, with no drop in their work
An employee who believes they were unfairly passed over for promotion
Communication breaking down between an employee, their manager and the People Leader

What to do

Agree who does what Decide what a manager handles alone, when they bring in the People Leader and when a senior leader needs to know.
Talk early and in private Describe what you have seen, ask open questions and listen. Avoid questions that blame.
Find out what is behind it The cause may be at work, such as workload or a difficult working relationship, or outside it.
Offer reasonable support and record it This could be an adjustment to workload, flexible work or access to counselling.
Set clear expectations Agree what each of you will do next and when you will meet again.
Keep a short record Note what was raised, what was agreed and what was done. Store it securely with limited access.
Know when it is no longer informal Harassment, possible discrimination and risks to safety go through your formal process.
Let managers practise Reading a guide is not enough. Use realistic scenarios so managers have tried these conversations before they need them.

Watch out for

Handling something informally must not be used to discourage a formal complaint. The employee can raise one at any time.
Keep records to help fix the problem, not only to protect the organisation.
Do not promise complete confidentiality. Explain when you would need to bring in someone else.
If you are worried that someone may harm themselves, see What do I do when a colleague is struggling?

Good to know

The WSH Council’s Handbook on Supporting Employees’ Mental Health gives steps for continued absenteeism and poor performance, for staff whose behaviour affects co-workers and for concerns about self-harm. TAFEP’s Grievance Handling Handbook covers formal grievances.

SourceHandbook on Supporting Employees’ Mental Health QuestionWhat will the Workplace Fairness Act change for mental health at work?QuestionSomeone’s work has slipped and I think they’re struggling. How do I raise performance without making it worse?QuestionSomeone has raised a harassment concern. How do we support them while it is looked into?QuestionAn employee is coming back after mental health-related leave. How do we plan their return?Related questionHow should we handle confidentiality, reporting and legal responsibility?Related questionMany of our staff say they are burnt out. Is resilience training enough?

Was this answer helpful?

Share this answer

WhatsApp Email

End of this group →See all questions in There's pressure in the team

See all questions. This is general guidance, not legal or clinical advice. Can’t find your answer? Email hello@wellbeingchampions.sg.