Constructive dismissal after 27 years: how a flawed grievance and a promotion broke trust

A 27-year career undone by process failures

This case shows how a series of procedural missteps, rather than a single dramatic event, can destroy the trust that underpins a long employment relationship. The employee, a UK Health, Safety and Environmental Manager with 27 years' service at Weetabix, had endured what he described as bullying and abusive language from his line manager, Mr Petre. When he raised a formal grievance, the company's response was slow, flawed, and — in the tribunal's view — fundamentally unfair.

What went wrong at Weetabix

The tribunal identified several key failures. First, the grievance investigation was not conducted promptly or properly; it failed to apply the company's own Dignity at Work Policy. Second, while the grievance was still ongoing, Weetabix promoted Mr Petre to director — a move the tribunal found was likely to damage trust and confidence. Third, the appeal process was informal, with no notes taken and key issues left unaddressed. Finally, an occupational health referral was delayed, and when it happened, the reasons were misrepresented to the employee, leaving him to believe the referral was about 'challenging conversations' rather than his health concerns.

Why this matters for similar claims

For anyone considering a constructive dismissal claim, this case highlights the importance of the cumulative effect of an employer's actions. The tribunal did not rely on any single breach but on the overall picture: a pattern of poor handling of a grievance, a promotion that undermined the process, and a flawed occupational health referral. It also shows that long-serving employees — particularly those in senior roles — are entitled to expect a thorough and fair process when they raise concerns. Employers should take note: promoting a manager mid-grievance, delaying medical referrals, and conducting informal appeals can all contribute to a finding of constructive dismissal.